Despite spills and air pollution, fossil fuel companies award CEOs for environmental records #SootinClaimon.Com

#SootinClaimon.Com : ขอบคุณแหล่งข้อมูล : หนังสือพิมพ์ The Nation.

https://www.nationthailand.com/business/40007324


It was the worst oil spill Marathon Petroleum had seen in years. A crack in a 60-year-old underground pipeline released 1,400 barrels of diesel fuel into an Indiana creek, staining the banks of the waterway and threatening a population of endangered freshwater mussels.

The incident barely registered, however, in the performance reviews of Marathon’s top executives, who earn part of their annual bonus by meeting environmental goals. Because these reviews account for the company’s number of significant oil spills in a year – not the total volume of oil – the Indiana spill counted as just one of 23 incidents in 2018.

The way Marathon evaluated its executives, 2018 was the company’s best environmental performance in at least eight years. The board of directors awarded chief executive Gary Heminger $272,251 for “excellence in environmental, personal safety and process safety improvement.”

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Many of the largest fossil fuel companies reward top executives for meeting environmental goals, a compensation tactic they adopted over the past two decades as a response to regulators and investors concerned with pollution and worker safety.

But the way some of these incentive programs are designed allows companies to award executives their full bonuses even in years when the firms cause major environmental damage or total emissions go up, according to a review of pay disclosures from six of the largest U.S. oil and gas companies and interviews with experts in compensation and environmental data.

Four of the companies – Chevron, Valero, Phillips 66 and Occidental Petroleum – have never missed their environmental targets in all the years they have publicly disclosed such goals, filings show. And yet, researchers who study environmental data for MSCI, an investment analytics firm, said three of the companies – Valero, Phillips 66 and Occidental – still lag behind the industry average for reducing toxic emissions, carbon emissions or both.

Marathon, which only missed its environmental targets once in the past decade, was rated average for toxic emissions and carbon emissions among oil and gas refining companies reviewed by MSCI.

“When you meet the metrics every year, that suggests that the metrics haven’t been sufficiently challenging,” said Rosanna Landis Weaver, executive pay program manager for As You Sow, a nonprofit group backed by foundation grants and individual donors that advocates for corporate social responsibility.

In some cases, experts say, companies are using metrics that don’t provide a full picture. Marathon’s focus on the number of environmental incidents across all of its operations means “very poor performance at one or two sites” – such as a large oil spill – “can be diluted by outperformance at other facilities,” Trillium Asset Management, an investor in Marathon that pressures companies to improve their social, governance and environmental practices, said in a letter to the company’s shareholders last year.

In emailed responses to questions, Marathon spokesman Jamal Kheiry said the company uses incentives to “measure the effectiveness of our environmental management system, and drive continuous improvement in environmental stewardship.”

Another oil giant, Occidental Petroleum, has given bonuses to executives for investing in carbon-capture projects even as the company’s total carbon emissions have gone up, filings and company emissions data show.

Occidental spokesman Eric Moses said the company has pledged to eliminate carbon emissions by 2050 and would soon begin evaluating executives on progress toward that goal. The carbon capture projects will “help both Occidental and businesses in other industry sectors to achieve shared net-zero goals.”

Lillian Riojas, a spokeswoman for Valero, said the company has “been able to meet our environmental targets because we have made very significant progress over the last decade” in areas including safety and toxic air emissions.

Chevron spokesman Sean Comey said the company’s board has updated its annual bonus program three times in the past three years to add incentives for reducing methane flaring, greenhouse gas emissions and investments in carbon offsetting.

Bernardo Fallas, a spokesman for Phillips 66, declined to comment.

Critics say climate goals are usually such a small portion of bonus plans that they have little influence over executive behavior. When Shell made emission reduction goals 10 percent of its executive bonus last year, some environmentally minded investors opposed the plan, arguing that over 50 percent of the annual bonus was still based on growing the company’s production of gas.

The pay package “encourages executives to chase higher levels of fossil fuel output,” said Simon Rawson, a director at ShareAction, a United Kingdom-based nonprofit that works to promote better corporate behavior and receives the majority of its funding through charitable grants.

This year, Shell said it would make emission reductions a greater portion of annual bonus incentives and remove natural gas production goals completely. Anna Arata, a Shell spokeswoman, said the pay packages of 16,500 employees partially depend on meeting companywide short-term emission goals.

The failure of some pay programs to promote better corporate behavior highlights a lack of oversight by corporate boards of directors, who approve executive pay at publicly traded companies and are tasked with managing long-term risks such as climate change, Rawson said. Even as many boards acknowledge this mandate – creating climate committees and designating sustainability chairs – they’ve failed to hold executives accountable for real action on environmental issues, he said.

The energy industry’s experience is a cautionary tale for the broader business world. Dozens of large companies, including Coca-Cola, Walmart, Ford Motor Co. and Procter & Gamble, have tied executive pay plans to environmental targets as they face pressure from investors to mitigate climate change, said Mindy Lubber, chief executive of climate advocacy group Ceres.

“CEOs do what they are paid to do,” said Lubber, whose Climate Action 100+ initiative pushes large companies to set carbon emission goals and have at least one senior executive’s pay tied to the company’s progress toward those emission goals.

But as evidence from oil and gas companies shows, executives can score highly on environmental goals even when their companies have mixed track records on the environment.

During Heminger’s tenure as Marathon CEO, from 2011 to 2020, climate advocates criticized the company for being slow to adopt a carbon reduction plan and for its role in orchestrating a Washington lobbying campaign aimed at loosening restrictions on vehicle pollution. Marathon says it was advocating for a review of the “feasibility” of current vehicle pollution standards and never took a position on whether changes to those standards were needed.

Pollution at Marathon refineries led to Clean Air Act violations and congressional scrutiny over toxic air emissions at a Detroit refinery, where local residents have complained for years about the facility’s release of toxic chemicals which they believe contribute to a high rate of respiratory illness in their community.

In Marathon’s annual pay disclosures, Heminger is credited with meeting or surpassing environmental targets during nine of his 10 years as CEO. He earned a total of $1.9 million for meeting these goals, including added payouts for exceeding expectations in five of those years, a Post analysis of energy company bonuses shows.

Heminger, who retired last year, declined to comment.

Marathon’s bonus system was questioned last year by Trillium Asset Management, which saw a disconnect between the way executives were rewarded and the way company facilities had harmed communities in places like Detroit. The investor asked Marathon to publish a report exploring how it could better incorporate community concerns into its bonus system.

In a proxy filing, Marathon’s board opposed the measure, saying unlike its current, quantifiable metrics, community concerns “would be difficult to measure and audit.” The board said it had the power “to reduce or completely eliminate awards” if it finds “our performance in any area, including our impact on the communities where we live and operate, has been unsatisfactory.”

Trillium has since sold its shares in Marathon, said Jonas Kron, Trillium’s chief advocacy officer.

Under its bonus system, Marathon classifies all spills, air emissions, permit violations and regulatory actions into four tiers, based on their severity, and only counts the most severe incidents in the annual bonus plan. Oil spills, for example, are only counted if they release 10 or more barrels into water or 100 or more barrels onto land.

By this measure, the company has been fairly consistent: Every year from 2013 to 2019, the company experienced one or two pipeline oil spills of over 100 barrels, according to data from the Pipeline and Hazardous Materials Safety Administration.

But these numbers fail to account for the larger impact of spills like the one at Indiana’s Big Creek – at the time, Marathon’s largest pipeline spill by volume in seven years. Marathon sent around 80 responders to clean up the site, according to Kevin Turner, an on-scene coordinator with the Environmental Protection Agency, and agreed to fund an effort to propagate the mussel population.

Kheiry, the Marathon spokesman, said the company continually updates its technology and procedures to prevent oil spills and that this spill represented an “unanticipated risk” because it was caused by bank collapse, which usually doesn’t happen on flat terrain. The company recovered most of the spilled oil and cleaned up the banks of the creek. He said one bird died as a result of the spill and “there is no evidence that mussels were impacted.” He added that Marathon does try to account for the severity of incidents by using its tier system; the Indiana oil spill counted in the highest tier.

Because Marathon has grown its operations, it’s hard to assess whether the company has reduced its overall environmental harm. In four different years, Marathon counted a higher number of environmental incidents than the year before, but Heminger got his full environmental bonus anyway, because the board set higher limits for the number of incidents those years.

Marathon’s Kheiry said the company has grown significantly over the past decade, including with its acquisition of oil refining rival Andeavor, in 2018. Because it has more pipelines, refineries, gas processing plants and other facilities, the company is exposed to more environmental risk, and therefore its board sometimes raises the limits, Kheiry said.

“We believe our record of reducing incidents at newly acquired assets and maintaining superior performance at our existing assets shows that the [compensation] program has been a success,” Kheiry said.

Marathon says its environmental metrics are checked by its internal auditing group but are not reviewed by any independent third party.

Some of the people who live near Marathon’s Detroit refinery say air pollution remains an ongoing problem in their community. Vicki Dobbins, who lives blocks away from the refinery, says her neighborhood still smells like “old garbage” due to gas emissions.

“You can sometimes ride through here and the air is so strong you have to hold your breath,” Dobbins said.

After a release of toxic air emissions at the refinery in 2019, dozens of residents called local health officials to complain of a noxious gas affecting their breathing, according to the Michigan Department of Environment, Great Lakes, and Energy, which cited the company for causing a nuisance. Rep. Rashida Tlaib, D-Mich., convened a field hearing in Detroit and the House Committee on Oversight and Reform asked the EPA to investigate the problem of chemical leaks at the refinery.

Earlier this year, Marathon settled with Michigan over 10 different environmental violations covering several incidents from the past four years, agreeing to take new precautions including a community air quality website visible to the public. Tim Carroll, an EPA spokesman, said the agency conducted an inspection of the refinery in July of this year and “will share more information about it when it becomes publicly available.”

Marathon, citing data from Michigan’s state pollution database, said air emissions at the Detroit facility have declined 80 percent over the past 20 years, and said the vast majority of air pollutants in that area of the city are now generated by other neighboring industrial facilities, such as steel and automobile plants and a sewage treatment center.

The company says it’s working with residents of southwest Detroit. As part of its settlement, Marathon agreed to install a new air filtration system at a public pre-k-8 school less than a mile from the refinery. Marathon says it also set aside $5 million this year to buy the homes of some residents who want out.

The threat of climate change has forced many companies to rethink their pay practices. Investors are pushing energy giants to go beyond pollution goals and incorporate carbon emission targets into CEO pay, claiming that may be the best way to motivate executives to take the drastic actions necessary to meet long-term carbon reduction goals.

The challenge, says U.K. researcher Dario Kenner, is that oil executives are already hardwired to grow profits and revenue from fossil fuels, which often means generating more carbon emissions. Kenner, who researches wealth and climate change, co-authored a study this year that found executives of BP, Chevron, ExxonMobil and Shell all have strong personal incentives to delay significant carbon reducing measures.

While Marathon, Occidental, Chevron and Valero all began linking executive bonuses to carbon emission goals within the past two years, these companies all still incentivize executives to grow financial or production metrics, such as earnings, cash flow or total oil production, filings show.

“If you have big chunky metrics that are linked to production and growth, that is going to drive executive behavior,” says ShareAction’s Rawson, who helped lead the opposition to Shell’s pay programs last year.

For the past three years, Houston-based energy giant Occidental has rewarded CEO Vicki Hollub a total of over $600,000 for meeting the company’s environmental, safety and sustainability goals, the Post analysis of bonuses shows. These goals encouraged Hollub to make investments in carbon capture technologies, which the company described as “an important feature of Occidental’s strategy to reduce its greenhouse gas emissions while growing its business.”

But scientists say capturing carbon is energy-intensive and not yet contributing to a meaningful reduction in carbon emissions. Rather than decreasing its emissions, Occidental’s total carbon emissions from its direct operations grew by 30 percent from 2017 to 2019, according to company data.

The company’s efforts in carbon capture “have not yet translated into quantitative evidence in terms of overall improvement in the company’s performance for carbon emissions,” said Antonios Panagiotopoulos, a vice president at MSCI.

Moses, the Occidental spokesman, says its emissions numbers reflect an increase due to its 2019 acquisition of Anadarko Petroleum.

Published : October 11, 2021

By : The Washington Post

Volvo and its electric dreams for Thailand #SootinClaimon.Com

#SootinClaimon.Com : ขอบคุณแหล่งข้อมูล : หนังสือพิมพ์ The Nation.

https://www.nationthailand.com/business/40006752


The Nation Thailand has a chat with Mr. Chris Wailes, Managing Director of Volvo Car (Thailand) Limited, on the automaker’s strategy for 2022.

The Nation Thailand has a chat with Mr.Chris Wailes, Managing Director of Volvo Car (Thailand) Limited, on the automaker’s strategy for 2022.

Q: Volvo cars have, for decades, been seen as the safest cars in the world. Is this still part of Volvo’s core strategy today?

A: Yes, I mean safety has been part of Volvo’s heart and DNA since 1927, when the company was first founded. It has remained a cornerstone of what we do. But as times change, technology changes… people tend to look at safety in a slightly different way. And what we’re looking at in particular is how we continue to make electric cars.

Pure electric cars are the safest in the world as they utilize new technologies that are available, from sensors to laser radar, in different forms. We still believe both today and as well as tomorrow that we will continue to be one of the safest cars in the world. So, it will always be. We will use technology and showcase our technology to make our customers’ lives much easier when they’re driving the car because it will be very simple to use and will only intervene when is necessary.

Mr.Chris Wailes, Managing Director of Volvo Car (Thailand) LimitedMr.Chris Wailes, Managing Director of Volvo Car (Thailand) Limited

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Q: With the changing car market in Thailand, and as you say the electric car is now the world trend, what is Volvo’s stance on this technology?

A: We were one of the first traditional car manufacturers to come out in 2019 to state that all our new cars will be electric moving forwards. And we have a very clear goal, especially here in Thailand. From my perspective, it’s much easier generally to convert to electric cars in Europe because electricity infrastructure is a little bit more widely available.

But in Thailand, we took the decision in 2018 that we would move away from traditional internal combustion engines to electrification starting with plug-in hybrid cars last year. And we found that investing in charging stations will just not be able to cover everyone.

We included for every customer a wall box fitted to their home or their office as part of the car. So in that sense, we’ve already setup many charging stations in people’s homes, so it makes the transition to move from plug-in hybrid cars to pure electric cars much easier. And what we do know is that customers, who drive an electric car, whether it’s a plug-in hybrid or full electric car, tend not to go back to a traditional internal combustion engine car.

So, our strategy is, by 2025 over half of the cars that we sell in Thailand will be pure electric cars only. And we will continue to launch, as we have done this year, a new pure electric car model into the Thailand market every year for the next four or five years. So, we are very much sure that electric cars are the future and of course we will take all the technology that we have to make sure it incorporates into a car that is very much appreciated by the Thai consumer.

Volvo XC40 Recharge Pure Electric Volvo XC40 Recharge Pure Electric

Q: What is Volvo’s goal for 2022 and how will it reach this goal?

A: We’ve already launched our first pure electric car in Thailand and we received the response from consumers that they are very satisfied and delighted with their car. So, we will continue with the Volvo XC40 Recharge Pure Electric and then next year we will launch another model another pure electric model in Thailand, which will come in the first half of next year.

Q: Could you tell us about the car that you just launched this year? How is it different from other electric cars in the market?

A: It very much depends on what the consumer is looking for, which will decide what they want to buy. Our first pure electric car is the Volvo XC40 Recharge Pure Electric. From the outside, it looks very similar to the traditional XC40 with an internal combustion engine or a plug-in hybrid engine car.

Apart from the front grille obviously it’s converted because there’s no engine. So you’ll see that there’s a slight difference at the front of the car and of course when you lift the hood of the car at the front there is now additional storage area for bags or clothes or whatever you want to put in. For the range of the car, you can travel up to just over 400 kilometers on a single charge. The car will be charged with a DC charger up to 80 per cent of the battery capacity in under 40 minutes. It’s a very useful for city travel. You’ve got more than enough range to meet normal daily use.

If you want to drive further distance we’ve tried to cover that as well, so we include in the price of the car access to our friends at each site anywhere and we include 25,000 baht of electricity in the application so if the customers decide to move away from their home and travel for the distance, for example, from Bangkok to Chiang Mai they can use the “EA Anywhere” application which offers access to the biggest number of charging stations in Thailand.

In addition, we will include what we call a Volvo care package. What we’re trying to do is make the ownership of a car a lot easier and much more seamless for customers. So when a customer looks at an electric car from Volvo, included in the price of the car will be five years warranty and five years of maintenance.

It will also have four years digital services because of course the car is a fully connected car and includes things like Google Maps, Google Play store, Google voice control as well so it’s exactly the same as an Android mobile phone. In addition, we will include your insurance for three years, and of course it comes with an idea factory warranty on that and everything else.

It’s a full package. Basically, for the customer, when they drive away in the car all they have to do is charge and that’s what we believe is the future of mobility.

Volvo XC40 Recharge Pure Electric Volvo XC40 Recharge Pure Electric

Q: How has Volvo coped with the Covid-19 pandemic and ongoing situation?

A: Volvo has been no different to anybody else, I mean everybody has been affected by Covid-19. We saw a reduction last year, but it was a much smaller reductions than the general market. This year, obviously since April it’s been a lot harder to manage than last year. Mainly because we closed the office for nearly six months. We’ve closely followed the advice from the CCSA (Centre for Covid-19 Situation Administration) and we’ve had all the staff work from home.

But our focus has very much been on everybody’s health and welfare. We’re very aware of the economic impact it has on people, so actually what we did was increase people’s salary shifts and their benefits this year. So, actually we tried to offset some of the negative sides of Covid-19 with something positive and have given them security and safety, so they have nothing to worry about. And because we’ve been working from home for so long, we are very much concerned about people’s mental welfare.

When you’re working from home for long periods of time, you miss being in an office environment, talking to your friends and colleagues on a daily basis and interacting with people, when that stops and you’re working from home and are isolated for long periods of time, it can affect people’s mental wellbeing. So, we’ve organized online booster sessions where we send care packages through the mail to let everybody know that we care.

Volvo XC40 Recharge Pure Electric Volvo XC40 Recharge Pure Electric

Q: The young generation’s perspective right now in Thailand is different from their parents, who were Baby Boomers. What do you think about this market and what is the most challenging factor?

A: Thailand is no different to the rest of the world. The whole world is changing now and things are moving very fast. We see digitalization is certainly expanding here in Thailand. More people buying things online and even ordering food.

So, what we need to do for the car manufacturer is to look at what people need and what people desire and make that technology included in the car that is easy for people to use as possible. Because there is no point, in my opinion, in importing technology in a car if people don’t understand how to use the technology or benefit from technology. So we very much focus on design and of course safety technology, but more importantly we focus on sustainability that we made a core part of our business and we will not back away from it. And we will reduce our carbon footprint here in Thailand as well as across the rest of the world by 40 per cent by 2025.

That includes everything from manufacturing through to logistics, for example here in the headquarters; we replace single-use plastic with recyclable materials. For me it is a very important part moving forward because I have children myself. Our children are going to blame us if we don’t try and fix things now for their benefit. Today people have to go and visit a retailer to have the car serviced or maintained.

Volvo XC40 Recharge Pure Electric Volvo XC40 Recharge Pure Electric

Tomorrow, there will be no need for the customer to go because the retailers can service the car at their home or their office. Because with electric cars, there’s very little to actually maintain on the car so instead of people having to travel to come to us actually we will go to the consumer – very different from how it’s been over the last 40 years. We welcome suggestions from people on what they believe we should be looking at moving forward because like everybody else we don’t know everything, but we try our best.

Published : October 08, 2021

“Krungthai-MTS Gold” set to revolutionize investment with a commission-free, end-to-end gold trading platform in Pao Tang #SootinClaimon.Com

#SootinClaimon.Com : ขอบคุณแหล่งข้อมูล : หนังสือพิมพ์ The Nation.

https://www.nationthailand.com/business/40007247


The first gold trading service via Krungthai Gold Wallet, in collaboration with MTS Gold Mae Thongsuk which is one of the country’s leaders in gold trading, is starting from 25 October 2021 onwards.

Krungthai Bank is set to revolutionize gold trading by introducing Thailand’s first end-to-end gold trading platform “Krungthai Gold Wallet” on its Thailand Open Digital Platform, Pao Tang mobile application. Investors will be able to conveniently and securely trade gold at the global market prices without incurring any commission fee. The US Dollar-denominated trade is real-time and the fund is directly debited and credited to investors’ accounts. The bank also offers a special currency exchange rate. The Krungthai Gold Wallet will be pioneered by MTS Gold Mae Thongsuk; trading will be available from 25 October onwards.

Rawin Boonyanusasna, Senior Executive Vice President, Head of Global Markets Group at Krungthai Bank, stated that Krungthai Bank has been continuously developing investment innovations in order to cover a wider range of assets to meet investors’ demand, and make investment platform easily accessible and aligned with the trend of online investment. Pao Tang mobile application, the Thailand Open Digital Platform developed by Infinitas by Krungthai, is an open platform that welcomes all users, regardless of being Krungthai’s customers or not, and all partners to co-develop products and services that meet consumer demand.

The latest development is “Krungthai Gold Wallet” in Pao Tang mobile application which will allow general investors to invest in gold 99.99% provided by one of the country’s leading gold bullion traders. The platform offers an end-to-end online gold trading service, starting from opening an account, depositing money into the account, exchanging the money, buying and selling gold, all this without having to physically visit a bank branch or retail gold shop, making it suitable for investment in new normal lifestyle and relieving the investors’ burden of keeping the gold bars safe.

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“Krungthai Gold Wallet will disrupt traditional gold investment in Thailand. Investors will be able to trade gold anytime and anywhere literally at their fingertips. The platform is highly convenient, fast and secure. Minimum investment is only 0.1 ounce or approximately 6,000 Baht (referencing exchange rate and gold price as at 7 October 2021). Trading is available Monday – Friday (excluding public holidays) between 07.00 – 02.00 hrs so investors can trade during the opening hours of foreign markets and would not miss any chance arising from changes in gold prices in the global markets. The price used in trading is referenced against global market prices in US Dollars to reduce the risk of currency fluctuation,” said Rawin.

The first gold trading service via Krungthai Gold Wallet, in collaboration with MTS Gold Mae Thongsuk which is one of the country’s leaders in gold trading, is starting from 25 October 2021 onwards. When investors purchase gold, it will be automatically added to MTS Gold’s wallet and they will receive the money in their accounts in real-time when they sell gold. The platform incurs no fees or charges. Investors can make profit from trading gold at global market prices in US Dollars using their US Dollar bank accounts without having to exchange the money to Thai Baht every time. Krungthai Bank also offers Thailand’s first fully electronic foreign currency deposit account (eFCD) which can be opened online any time of the day, 7 days a week with no fee and no minimum balance requirement. The exchange rate offered for the eFCD accounts is also better than the counter rate; this service is built upon the success of Krungthai Travel Card, which was the first product of its kind in Thailand.

Nattapong Hirunyasiri, chief executive of MTS Gold Group, stated that gold is appealing as an investment and it has been a popular investment alternative for years both in Thailand and other countries. MTS Gold Mae Thongsuk is delighted to join hands with Krungthai Bank to develop and offer an easy, fast and secure investment channel. With MTS Gold’s long experience in gold trading and investment, including gold online, gold futures and COMEX gold market, the group is widely recognized both in Thailand and internationally. It also holds a license issued by the Bank of Thailand to offer US Dollar-denominated gold trading services. It believes that connecting to Pao Tang mobile application would lead to the advancement and success of Thailand’s gold industry as it diversifies trading channels and offers more convenience in making gold-related transactions to investors nationwide.

Alisara Mahasantana, Assistant Governor for Financial Markets Operations Group, Bank of Thailand, said that the Bank of Thailand is currently developing a new FX ecosystem and one of the main objectives is to allow Thai people to invest more easily in foreign assets. The Bank of Thailand has relaxed regulations to allow domestic trading of foreign assets and gold in US Dollars as well as allowing Thai people to open FCD accounts, buy and sell foreign currencies and freely transfer foreign currencies between FCD accounts. Therefore, the development of a US Dollar-denominated gold trading platform and the launch of Thailand’s first eFCD would make the online investment service end-to-end and facilitate the investment in foreign assets and the management of foreign currency funds. It will also help to reduce currency fluctuation risk and diversify investment options in foreign assets, which aligns with Bank of Thailand’s long-term goal of developing a new FX ecosystem.

Published : October 08, 2021

The new QSNCC is set to reopen on schedule in September 2022 with overwhelming number of bookings #SootinClaimon.Com

#SootinClaimon.Com : ขอบคุณแหล่งข้อมูล : หนังสือพิมพ์ The Nation.

https://www.nationthailand.com/pr-news/business/40007181


Trusted in Frasers Property (Thailand) Public Company Limited’s expertise in developing fully-integrated properties such as Samyan Mitrtown and FYI Center, N.C.C. Management & Development Co., Ltd. selected Frasers Property Thailand to develop the new QSNCC.

N.C.C. Management & Development Co., Ltd. announced that the new Queen Sirikit National Convention Center or QSNCC has greatly attracted both Thai and international event organizers, resulting in a very large number of bookings. Recently, Informa Markets Thailand Ltd., the world’s leading exhibition organizer, has confirmed to hold its six famous events throughout 2022, namely Food Ingredient Asia, Food & Hotel Thailand, ASEAN Sustainable Energy, Pump and Valves Asia, Thai Water Expo, and Tissue and Paper Bangkok.

Trusted in Frasers Property (Thailand) Public Company Limited’s expertise in developing fully-integrated properties such as Samyan Mitrtown and FYI Center, N.C.C. Management & Development Co., Ltd. selected Frasers Property Thailand to develop the new QSNCC. Its proven capabilities in large-scale project development ensures that the new QSNCC will be completed on schedule and ready to serve the market as Thailand’s ultimate inspiring world-class event platform for all.

The new QSNCC is set to reopen on schedule  in September 2022 with overwhelming number of bookingsThe new QSNCC is set to reopen on schedule in September 2022 with overwhelming number of bookings

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Mr. Sakchai Pattarapreechakul, President of N.C.C. Management & Development Co., Ltd., said: “The new QSNCC started taking bookings in August 2021 and has received positive responses from former and new clients. The new QSNCC offers extended services to its customers with topnotch capabilities and resources to drive live, hybrid and virtual events. We have sealed the deals with a number of organizers who have shown their confidence in QSNCC’s experience in hosting famous leading events with its fully equipped and high-standard event venue.”

The total area of the remodeled QSNCC is 280,000 square meters, which is five times larger than before. The event space of 78,500 square meters consists of two main exhibition halls with over 45,000 square meters, two large conference halls with nearly 10,000 square meters and additional 50 flexible meeting rooms. Its accessibility to the Metropolitan Rapid Transit (MRT) and 2,700 parking spaces provide convenience to both event organizers and visitors. With the investment budget of THB 15 billion, the QSNCC will be reintroduced as the largest convention center in the CBD of Bangkok, Thailand.

Project: Queen Sirikit National Convention Center (QSNCC)

Project Value: THB 15 billion

Plot of land: 53 rai

Total space: 280,000 square meters

Event space: 78,500 square meters

Indoor Parking: 2,700 parking spaces

Location: Located on Rachadapisek Road / Rama IV Road

How to get there: Conveniently accessible by BTS Skytrain, MRT Subway, taxi, bus and car.

• BTS: Take the BTS Skytrain to Asok interchange station, where you catch the subway to MRT Queen Sirikit National Convention Center station. Follow exit no. 3 to the Center.

• MRT: MRT Queen Sirikit National Convention Center station is right in front of the Center, reached by following exit no. 3.

• Car: Accessible via Ratchadaphisek Road / Rama IV Road

In the vicinity of QSNCC: Benjakitti Forest Park

Lumpini Park

One Bangkok

FYI Center

The PARQ

MedPark Hospital

Published : October 07, 2021

Trump drops off Forbes 400 list for first time in 25 years #SootinClaimon.Com

#SootinClaimon.Com : ขอบคุณแหล่งข้อมูล : หนังสือพิมพ์ The Nation.

https://www.nationthailand.com/business/40007091


Donald Trump, a businessman, entertainer and former U.S. president whose personal brand has always been closely intertwined with his wealth, is no longer in the top tier of Americas richest people.

At least not according to Forbes.

The former president was left off the Forbes 400 list of America’s richest people for the first time in a quarter-century, the magazine reported Tuesday.

The business magazine estimates his net worth fell by about $600 million during the coronavirus pandemic as big-city properties – the core of his assets – lost value, leaving him with a $2.5 billion fortune. The 400th entry on Forbes;s list, the Arkansas-based investment banker Warren Stephens, logged a net worth of $2.9 billion by comparison.

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Losing a spot on Forbes’ widely followed ranking marks a turn for Trump, whose wealth made him famous long before he entered politics.

Trump’s stewardship of the real estate business he inherited from has father brought him world renown as a dealmaker, setting him up for a hit television show and later paving the way for his presidency. But his exact net worth has often been the subject of speculation and controversy, in part because he refused to release his tax returns when he entered office.

Trump has previously said rankings like the Forbes 400 fail to accurately estimate his holdings. In a 2015 appearance on MSNBC’s Morning Joe, Trump claimed he was worth more than $10 billion, or more than twice what Forbes had estimated. “They have no idea what I own, and it’s irrelevant,” he said at the time, referring to Forbes.

To his point, it can be hard to calculate net worth for individuals’ whose holdings are tied up in private companies, as is the case with the Trump Organization.

Forbes’ job in calculating the former president’s wealth is made all the more difficult by the fractured way in which Trump’s real estate empire is organized. The Trump Organization consists of hundreds of privately owned corporations whose individual valuations have been disputed.

Forbes calculated Trump’s net worth by adding up the individual properties and establishing their value based on public disclosures and conversations with local real estate agents, and others who are familiar with the various real estate markets, said Dan Alexander, a senior editor at Forbes. Then they subtract any debts or related liabilities, similar to how someone might conduct a property appraisal on a house.

“We take this approach with other real estate executives as well, but Trump probably gets the most detailed look of anybody,” Alexander said Tuesday in a phone interview.

Trump’s decision not to divest his assets when he took office five year ago turned out to be pivotal, Alexander noted. Trump opted to hang onto his company and real estate assets, then valued at $3.5 billion, despite the potential conflicts of interest his financial entanglements would create.

Had he divested those assets and invested the money in a simple S&P 500 market-tracking index fund the day he entered the White House, and received a common ethics sign-off allowing him to avoid capital-gains taxes, he would be worth about $7 billion today, according to Forbes.

There were 24 other real estate magnates who did make the list despite pandemic-related head winds, such as the District of Columbia’s Ted Lerner or California’s Donald Bren.

But the top echelons of America’s wealthy in 2021 made their money in the technology sector. Nine of Forbes’ 10 wealthiest Americans ― all except Berkshire Hathaway chairman Warren Buffett ― founded or led a major tech firm.

Amazon founder Jeff Bezos, with an estimated net worth of $201 billion, topped the list for the fourth year in a row, Forbes said. He also owns Blue Origin, an aerospace company, and The Washington Post.

Rounding out the top five are Tesla and SpaceX chief Elon Musk ($190 billion); Facebook founder Mark Zuckerberg ($134 billion); Microsoft co-founder Bill Gates ($134 billion); and Google co-founder Larry Page ($123 billion).

Published : October 06, 2021

By : The Washington Post

The roles and characteristics of Chief Digital Officer (CDO) and how CDO can help orchestrate the digital transformation journey #SootinClaimon.Com

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https://www.nationthailand.com/pr-news/business/40007065


As information technology has dramatically reshaped all industries, many companies are pursuing and driving the digital transformation initiatives, in an effort to capture the benefits of these trends or simply catch up their peers.

To make digital industrial transformation a reality, a company needs both a nerve center and a dedicated digital function. Creating an operational structure with digital leader is key to drive the transformation successfully. It is therefore highly important that the organization would need to appoint so-called a chief digital officer (CDO), a senior leader responsible for the organization’s long-term digital vision and the subsequent execution of the transformation efforts.

The Rise of the Chief Digital Officer

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CDO think holistically about how a company’s strategy is executed across all digital channels. They own and drive digital strategy throughout the organization to help business unit leaders unlock value.

While many required core leadership skills remain the same whether it is a business or digital leader, there are some particular demands of digital disruption call for certain new skills as well. Based on Deloitte survey and analysis, the new skills required for CDO are;

  1. Transformative vision and forward-looking perspective – this is the most important skill to possess, which includes the ability to anticipate markets and trends, make savvy business decisions and solve tough problems in turbulent times.
  2. Digital literacy – it goes without saying, that understanding technology is a must-have skill for CDO, the leader needs to have general digital literacy, as opposed to hard-core technical skills like programming or data science. This is critical skill because it supports the first skill cited: having transformative vision and being forward-looking. It is often much easier and more effective to equip the business leaders become digitally literate than it is to teach technologists the strategic and business knowledge.
  3. Adaptability – as the pace of change in digital world, a leader must also be change oriented – that is open-minded, adaptable, and innovative. Constantly and continually, leaders need to update their knowledge stores which can be obtained through formal education, in-house training, or cross-generational reverse-mentoring programs.

The digital function

The key elements that will help CDOs achieving their vision and goals are what we called ‘Digital Function’. Digital function is the enabling force that drives the digital transformation strategy, road map and oversees delivery of transformation initiatives across the company.

The most successful transformation efforts tend to integrate these 5 elements or 5Ds.

  1. Digital strategy – acts as a digital North star to help better communicate and guide all digital initiatives across the enterprise. Setting the strategy and road map is the first step in the path that CDOs need to chart. Strategy defines the broad business goals to be achieved, the road map outlines how the company’s existing technical architecture, processes and planned initiatives need to be revamped. Organization should seek inputs from various stakeholders (customers, partners, shareholders, communities), prioritize and schedule the plan and finally get validated again by those key stakeholders, both inside and outside the firm.
  2. Digital investment – most or all projects will be needed funding, the CDO should oversee the investment governance model to help creating influence across the organization. 3-steps must be performed well; Filter (only projects align with the digital strategy), Score (evaluate project based on multi-dimensional scores) and Prioritize by its impacts and ease of execution.
  3. Digital operations – perhaps, this is one of the most difficult elements to be decided which may require thoroughly review and might be adjusted and iterative. Digital operation is served as a backbone of all digital activities. It must be clearly lay out governance, accountability and metrics to consistently monitor digital initiatives’ efficiency and execution. 
  4. Digitalization of customer journey – digital transformation mostly seek to improve customer outcomes by creating a more customer-centric organizational culture. It may begin with the development of a sense-and-respond capability to gather customer information and leverage feedback to take action to deliver business capability improvements which requires collaboration across the digital function and the broader organization.
  5. Digital DNA – in partnership with MIT, Deloitte developed concept of Digital DNA which is centered around embedded a digital-first mindset and ways of working into an organization. It can serve as a blueprint for bringing a digital transformation to life, to help companies to organize, operate and behave in digital ways. Cultural changes are some of the hardest to drive within organizations, and embedding Digital DNA requires substantive effort but it can deliver outsized, long-lasting returns. You can find more information about Digital DNA from our Deloitte insight.

Not sure where to start? Most of the time, the best place would be your highest value asset – customers. Customer centricity is always a top-of-mind in most executives. Conducting an outside-in analysis, interview or survey customers to understand their pain points (coupled with design thinking concept), gaining feedback from all touchpoints are a solid foundation to develop your own digital strategy and road map.

By Dr. Narain Chutijirawong, Executive Director of Deloitte Thailand

Published : October 05, 2021

KPMG launches Integrated Due Diligence spanning financial, tax and legal services amidst the rise of M&A deals in Thailand #SootinClaimon.Com

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https://www.nationthailand.com/business/40007002


KPMG’s Integrated Due Diligence team offers businesses a seamless team of multidisciplinary professionals covering all Due Diligence needs, with financial, tax and legal due diligence at its core.

The Merger & acquisitions (M&A) market is on the rise globally, especially booming in North America and in parts of Europe. In Thailand, despite the third wave of the pandemic hitting hard, businesses are still continuing their expansion projects. According to the Board of Investment (BOI), the accumulated value of private investment spiked 158% during the first seven months of 2021 year-on-year. During the same period, Thailand attracted THB279 billion in foreign direct investment, the biggest investors being companies from Japan, the US and China.

“We are seeing continued appetite for business acquisitions in Thailand, whether due to emerging trends such as online retail and life sciences, or sectors which have been impacted by the pandemic and need to adapt,” says Charoen Phosamritlert, KPMG in Thailand, Myanmar and Laos. “Acquiring, investing or merging with a business presents new challenges and opportunities for companies. What is important is that companies consider all aspects of a deal – with financial, tax and legal implications at the forefront. This is why we launched the KPMG Integrated Due Diligence team to provide a one-stop, hassle free service for our clients looking to either acquire or sell their business.”

Charoen Phosamritlert, CEO, KPMG in ThailandCharoen Phosamritlert, CEO, KPMG in Thailand

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KPMG’s Integrated Due Diligence team offers businesses a seamless team of multidisciplinary professionals covering all Due Diligence needs, with financial, tax and legal due diligence at its core. Working closely and efficiently in multi-skilled teams, KPMG helps clients optimize transactions by providing a holistic integrated due diligence service. In addition to these core due diligence services, KPMG Deal Advisory also provide integrated assistance across the M&A spectrum, including commercial due diligence and growth strategy; IT, operational, HR and ESG due diligence; legal and tax structuring, all underpinned by an understanding of the importance of value creation throughout all of these levers.

“Every M&A deal is multi-faceted and impacted by the ever-changing business, tax and regulatory climate,” says Ian Thornhill, Head of Deal Advisory, KPMG in Thailand. “As a result, it is important for any M&A transaction to have clearly defined structures and strategic objectives, and a team of professionals to help execute the transaction effectively. KPMG’s Integrated Due Diligence approach provides a central, coordinated team helping our clients to navigate financial, tax and legal issues as a one-stop service.”

Published : October 04, 2021

ThaiBev still strong despite Covid-19 crisis, says CEO #SootinClaimon.Com

#SootinClaimon.Com : ขอบคุณแหล่งข้อมูล : หนังสือพิมพ์ The Nation.

https://www.nationthailand.com/business/40006907


Thai Beverage (ThaiBev) said it has remained strong despite the Covid-19 crisis and aims to become a leader in Southeast Asia’s food and beverage sector by 2025.

Thapana Sirivadhanabhakdi, ThaiBev chief executive officer, told the press this week that his company went from strength to strength during the pandemic, even though many of its peers in the industry were affected.

“ThaiBev has been growing despite the obstruction of the government’s Covid-19 preventive measures like lockdowns, which forced our sales channels to remain closed. Despite this, our earnings before interest, tax, depreciation and amortisation for this year have risen by 11.5 per cent against last year. ThaiBev is still the largest food and beverage company in Asean and among the biggest in Asia in terms of earnings and market value,” he said.

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He added that ThaiBev has adjusted its strategies in line with the current situation to ensure it remains sustainable and a market leader in Asean.

ThaiBev still strong despite Covid-19 crisis, says CEOThaiBev still strong despite Covid-19 crisis, says CEO

Thapana said the company has set up a special “Covid-19 situation room” to monitor the pandemic in Thailand as well as study the demand for ThaiBev products during this time. The situation room also keeps track of ThaiBev’s staff and their welfare.

The company has so far donated more than 1.4 million litres of alcohol-based sanitiser, 9.3 million surgical masks and 274,000 Covid-19 insurance policies to medical personnel nationwide, he said.

Thapana Sirivadhanabhakdi, ThaiBev chief executive officerThapana Sirivadhanabhakdi, ThaiBev chief executive officer

Published : October 01, 2021

Volvo and its electric dreams for Thailand #SootinClaimon.Com

#SootinClaimon.Com : ขอบคุณแหล่งข้อมูล : หนังสือพิมพ์ The Nation.

https://www.nationthailand.com/business/40006752


The Nation Thailand has a chat with Mr. Chris Wailes, Managing director of Volvo Car (Thailand) Limited, on the automaker’s strategy for 2022.

The Nation Thailand has a chat with Mr.Chris Wailes, Managing director of Volvo Car (Thailand) Limited, on the automaker’s strategy for 2022.

Q: Volvo cars have, for decades, been seen as the safest cars in the world. Is this still part of Volvo’s core strategy today?

A: Yes, I mean safety has been part of Volvo’s heart and DNA since 1927, when the company was first founded. It has remained a cornerstone of what we do. But as times change, technology changes… people tend to look at safety in a slightly different way. And what we’re looking at in particular is how we continue to make electric cars.

Pure electric cars are the safest in the world as they utilize new technologies that are available, from sensors to laser radar, in different forms. We still believe both today and as well as tomorrow that we will continue to be one of the safest cars in the world. So, it will always be. We will use technology and showcase our technology to make our customers’ lives much easier when they’re driving the car because it will be very simple to use and will only intervene when is necessary.

Mr.Chris Wailes, Managing director of Volvo Car (Thailand) LimitedMr.Chris Wailes, Managing director of Volvo Car (Thailand) Limited

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Q: With the changing car market in Thailand, and as you say the electric car is now the world trend, what is Volvo’s stance on this technology?

A: We were one of the first traditional car manufacturers to come out in 2019 to state that all our new cars will be electric moving forwards. And we have a very clear goal, especially here in Thailand. From my perspective, it’s much easier generally to convert to electric cars in Europe because electricity infrastructure is a little bit more widely available.

But in Thailand, we took the decision in 2018 that we would move away from traditional internal combustion engines to electrification starting with plug-in hybrid cars last year. And we found that investing in charging stations will just not be able to cover everyone.

We included for every customer a wall box fitted to their home or their office as part of the car. So in that sense, we’ve already setup many charging stations in people’s homes, so it makes the transition to move from plug-in hybrid cars to pure electric cars much easier. And what we do know is that customers, who drive an electric car, whether it’s a plug-in hybrid or full electric car, tend not to go back to a traditional internal combustion engine car.

So, our strategy is, by 2025 over half of the cars that we sell in Thailand will be pure electric cars only. And we will continue to launch, as we have done this year, a new pure electric car model into the Thailand market every year for the next four or five years. So, we are very much sure that electric cars are the future and of course we will take all the technology that we have to make sure it incorporates into a car that is very much appreciated by the Thai consumer.

Volvo XC40 Recharge Pure Electric Volvo XC40 Recharge Pure Electric

Q: What is Volvo’s goal for 2022 and how will it reach this goal?

A: We’ve already launched our first pure electric car in Thailand and we received the response from consumers that they are very satisfied and delighted with their car. So, we will continue with the Volvo XC40 Recharge Pure Electric and then next year we will launch another model another pure electric model in Thailand, which will come in the first half of next year.

Q: Could you tell us about the car that you just launched this year? How is it different from other electric cars in the market?

A: It very much depends on what the consumer is looking for, which will decide what they want to buy. Our first pure electric car is the Volvo XC40 Recharge Pure Electric. From the outside, it looks very similar to the traditional XC40 with an internal combustion engine or a plug-in hybrid engine car.

Apart from the front grille obviously it’s converted because there’s no engine. So you’ll see that there’s a slight difference at the front of the car and of course when you lift the hood of the car at the front there is now additional storage area for bags or clothes or whatever you want to put in. For the range of the car, you can travel up to just over 400 kilometers on a single charge. The car will be charged with a DC charger up to 80 per cent of the battery capacity in under 40 minutes. It’s a very useful for city travel. You’ve got more than enough range to meet normal daily use.

If you want to drive further distance we’ve tried to cover that as well, so we include in the price of the car access to our friends at each site anywhere and we include 25,000 baht of electricity in the application so if the customers decide to move away from their home and travel for the distance, for example, from Bangkok to Chiang Mai they can use the “EA Anywhere” application which offers access to the biggest number of charging stations in Thailand.

In addition, we will include what we call a Volvo care package. What we’re trying to do is make the ownership of a car a lot easier and much more seamless for customers. So when a customer looks at an electric car from Volvo, included in the price of the car will be five years warranty and five years of maintenance.

It will also have four years digital services because of course the car is a fully connected car and includes things like Google Maps, Google Play store, Google voice control as well so it’s exactly the same as an Android mobile phone. In addition, we will include your insurance for three years, and of course it comes with an idea factory warranty on that and everything else.

It’s a full package. Basically, for the customer, when they drive away in the car all they have to do is charge and that’s what we believe is the future of mobility.

Volvo XC40 Recharge Pure Electric Volvo XC40 Recharge Pure Electric

Q: How has Volvo coped with the Covid-19 pandemic and ongoing situation?

A: Volvo has been no different to anybody else, I mean everybody has been affected by Covid-19. We saw a reduction last year, but it was a much smaller reductions than the general market. This year, obviously since April it’s been a lot harder to manage than last year. Mainly because we closed the office for nearly six months. We’ve closely followed the advice from the CCSA (Centre for Covid-19 Situation Administration) and we’ve had all the staff work from home.

But our focus has very much been on everybody’s health and welfare. We’re very aware of the economic impact it has on people, so actually what we did was increase people’s salary shifts and their benefits this year. So, actually we tried to offset some of the negative sides of Covid-19 with something positive and have given them security and safety, so they have nothing to worry about. And because we’ve been working from home for so long, we are very much concerned about people’s mental welfare.

When you’re working from home for long periods of time, you miss being in an office environment, talking to your friends and colleagues on a daily basis and interacting with people, when that stops and you’re working from home and are isolated for long periods of time, it can affect people’s mental wellbeing. So, we’ve organized online booster sessions where we send care packages through the mail to let everybody know that we care.

Volvo XC40 Recharge Pure Electric Volvo XC40 Recharge Pure Electric

Q: The young generation’s perspective right now in Thailand is different from their parents, who were Baby Boomers. What do you think about this market and what is the most challenging factor?

A: Thailand is no different to the rest of the world. The whole world is changing now and things are moving very fast. We see digitalization is certainly expanding here in Thailand. More people buying things online and even ordering food.

So, what we need to do for the car manufacturer is to look at what people need and what people desire and make that technology included in the car that is easy for people to use as possible. Because there is no point, in my opinion, in importing technology in a car if people don’t understand how to use the technology or benefit from technology. So we very much focus on design and of course safety technology, but more importantly we focus on sustainability that we made a core part of our business and we will not back away from it. And we will reduce our carbon footprint here in Thailand as well as across the rest of the world by 40 per cent by 2025.

That includes everything from manufacturing through to logistics, for example here in the headquarters; we replace single-use plastic with recyclable materials. For me it is a very important part moving forward because I have children myself. Our children are going to blame us if we don’t try and fix things now for their benefit. Today people have to go and visit a retailer to have the car serviced or maintained.

Volvo XC40 Recharge Pure Electric Volvo XC40 Recharge Pure Electric

Tomorrow, there will be no need for the customer to go because the retailers can service the car at their home or their office. Because with electric cars, there’s very little to actually maintain on the car so instead of people having to travel to come to us actually we will go to the consumer – very different from how it’s been over the last 40 years. We welcome suggestions from people on what they believe we should be looking at moving forward because like everybody else we don’t know everything, but we try our best.

Published : September 29, 2021

KPMG in Thailand appoints new Head of Audit & Assurance and Head of KPMG Law #SootinClaimon.Com

#SootinClaimon.Com : ขอบคุณแหล่งข้อมูล : หนังสือพิมพ์ The Nation.

https://www.nationthailand.com/business/40006283

KPMG in Thailand appoints new Head of Audit & Assurance and Head of KPMG Law


Orawan Chunhakitpaisan as Head of Audit & Assurance and Kannika Boontaim as the Head of KPMG Law, effective from 1 October 2021.

KPMG in Thailand, a leading provider of audit & assurance, tax, legal and advisory services, has announced leadership changes with the appointment of Orawan Chunhakitpaisan as Head of Audit & Assurance and Kannika Boontaim as the Head of KPMG Law, effective from 1 October 2021.

“Guided by our strategy and values, I believe that Orawan and Kannika will lead and empower our people to confidently move forward and deliver forward-looking, value focused services that matter to our clients,” says Charoen Phosamritlert, Chief Executive Officer, KPMG in Thailand, Myanmar and Laos. “At KPMG, we believe that we can only achieve a strong foundation of growth if we promote diversity in the workplace and embrace change to consider all angles and find the best solution to deliver the most value to our clients. I am proud to work alongside strong female leaders and together we will continue to mentor and develop the next generation of business leaders and professionals.”

Orawan Chunhakitpaisan, who will head the firm’s Audit & Assurance practice, has a strong background in Audit quality and deployment. Her commitment to audit quality, client service and people development will allow her to guide the Audit & Assurance practice into the future, with an increased focus on quality and trust, as well as strengthen the firm’s Environmental, Social and Governance (ESG) agenda.

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“I am excited and honored to be trusted with leading KPMG in Thailand’s Audit & Assurance practice and the 1,200 professionals in the team,” says Orawan Chunhakitpaisan, Head of Audit & Assurance, KPMG in Thailand. “Moving forward, we will continue to invest in our evolving audit capabilities and further develop our smart, modular audit platform, as well as build up our people. Our commitment to audit quality remains unwavering and we will continuously promote best audit practices.”

Kannika Boontaim will lead KPMG in Thailand’s expanding Legal practice of more than 40 experienced legal professionals. She comes with extensive experience in legal planning and her knowledge of the local and international legal nuances will allow her and the lawyers in the practice to deliver greater value and insights to the clients.

“KPMG Law will continue to deliver high quality legal services to our clients,” says Kannika Boontaim, Head of KPMG Law, KPMG in Thailand. “We work hard to help our clients navigate these complicated and challenging times. With a strong team backed by a global network, I am confident that KPMG Law is well positioned to work shoulder to shoulder with clients as they prepare to thrive in the future.” 

Published : September 17, 2021