Charters

1. Objectives

To monitor the Board of Directors’ (“the board”) performance in compliance with relevant law, regulations, and rules, under the highest responsibilities and ethical standards.

2. Composition and appointment
  1. The board consists of at least five directors. At least one-third must be independent directors, the number of whom must be at least three. At least half of the directors must be permanent residents of the kingdom
  2. The directors elect one of them as chairman. When deemed appropriate, the directors may elect one or several directors as vice chairman. The vice chairman is responsible for assignments by the chairman under the company's regulations
  3. The chairman and the President & CEO are two separate persons for the sake of clear-cut segregation of roles and balance in the operation
  4. The appointment of the directors must follow relevant law, rules, and regulations based on transparency and clarity
    1. If a director resigns upon term expiration, the shareholders' meeting may elect his/her replacement through the decision of the majority of votes of the present shareholders. If there are equal votes among the directors, the chairman of the meeting must cast the decisive vote
    2. If a director's post becomes vacant for reasons other than term expiration, the board may elect a qualified candidate to replace him/her in the next board of directors' meeting. If the remaining term of directorship is shorter than two months, the newly elected one is to stay in office for the remaining term. The resolution of the board on this matter must consist of no less than three-quarter votes of the remaining directors.
3. Qualifications
  1. Directors must be ordinary citizens with the following qualifications:
    1. Are of legal age
    2. Are not bankrupt, incompetent, or equivalent
    3. Have not served prison terms for fraud
    4. Have not been dismissed from the government, organizations, or government agencies for fraud
    5. Have never faced legal fines for fraudulent property offenses
  2. Directors must possess knowledge, ability, and experience beneficial to the business operation with ethics, honesty, and sufficient time to devote to their work
  3. Directors may hold directorships in other companies, but must not let them affect their work as the company's directors. The company stipulates that directors may hold directorships in no more than five listed companies
  4. Directors must not manage other activities opposing the company's interest or provide interest to other people/entities, whether for their own benefit or the benefit of others.
  5. Independent director means director who is independent from executives and major shareholders' control. The independent director shall not have vested interests or relations with the executives' decisions. Qualifications of the independent director are as follows:
    1. Not holding more than 0.5% of the total outstanding voting shares of the Company, its parent company, subsidiary or affiliated company, major shareholders or controlling person including shares held by related persons of the independent director
    2. Neither being nor having been an executive director, officer, employee, controlling person or advisor who receives a salary of the Company, its parent company, subsidiary, a same-level subsidiary, affiliate, major shareholder or controlling person, unless the foregoing status ended not less than two years prior to the date of appointment
    3. Not being a person related by blood or registration under law, such as a father, mother, spouse, sibling, or child, including spouses of children of executives, major shareholders, controlling persons, or persons to be nominated as executives or controlling persons of the Company or its subsidiaries
    4. Not having nor have had a business relationship with the Company, its parent company, subsidiary, affiliate, major shareholder or controlling person, in a manner which may interfere with his or her independent judgment, and neither being nor having been a substantial shareholder or controlling person of any entity having business relationship with the Company, its parent company, subsidiary, affiliate, major shareholder or controlling person, unless the foregoing status ended not less than two years prior to the date of appointment

      The term ‘business relationship under the above paragraph includes any normal business transaction, rental, or lease of immovable properties, transaction relating to assets or services, or grant or receipt of financial support through receiving or extending loans, guarantee, providing assets as collateral, including any other similar action whose value exceeds 20 MB or more than 3% of the net tangible assets, whichever is lower. The value of each transaction is based on the calculation method for the values of connected transactions under a Notification of the Board of Governors of SET Re: Disclosure of Information and Act of Listed Companies concerning Connected Transactions. Under the regulation, all transactions occurring within a year of preceding transactions must be included in such calculation.

    5. Neither being nor having been an auditor of the Company, its parent company, subsidiary, affiliate, major shareholder or controlling person nor being a substantial shareholder, controlling person or partner of an audit firm which employs auditors of the Company, its parent company, subsidiary, affiliate, major shareholder or controlling person, unless the foregoing relationship ended not less than two years from the date of appointment
    6. Neither being nor having been any kind of professional advisor including a legal advisor or financial advisor who receives an annual service fee exceeding two million baht from the Company, its parent company, subsidiary, affiliate, major shareholder or controlling person, and neither being nor having been a substantial shareholder, controlling person or partner of the professional advisor unless the foregoing relationship ended not less than two years from the date of appointment
    7. Not being a director who has been appointed as representative of the Company's directors, major shareholders, or shareholders who are related to CPN's major shareholders
    8. Not conducting any businesses which have the same nature as or in competition with the Company's or its subsidiaries or neither being a substantial partner, executive director, employee, officer or advisor who receives regular salary, shareholder holding more than 1% of the voting shares of businesses which have the same nature as or in competition with the Company or its subsidiaries
    9. Not having any characteristics that could prevent him/her from giving independent opinions concerning CPN's operation

      Independent directors may be assigned by the Board to make decisions about the operation of the Company, its parent company, subsidiaries, associated companies, a same-level subsidiary, major shareholders or controlling person in an organization's collective decision.

      Independent directors should exert free discretion on business matters and express their views on or objection to cases affecting shareholders' equitability.

4. Terms
  1. At every annual general meeting, one-third of the directors must resign from office. If the number is not a multiple of three, the number closest to one-third must be adopted
  2. The directors to be retired from office in the first and second year following the registration of the Company shall be made by drawing lots. For Subsequent years, the director holding office longest shall retire. A director whose term has expired may be re-elected Apart from normal term expiration, the directorship is to be considered terminated due to the following reasons:
    1. Death
    2. Resignation
    3. Disqualifications or qualifications contrary to the law and the company's regulations
    4. Shareholders' resolution to remove him/her with no less than three-quarters of the votes of the present shareholders who are eligible to vote and with no less than half of the shares held by the present shareholders who are eligible to vote
    5. Removal by court order
  3. A director who wishes to resign must submit a resignation to the Company. The resignation takes effect on the day the resignation letter is received by the Company.
  4. Normally, an independent director may the hold the post for no more than two consecutive terms, extendable for another term, totaling up to nine years, to maintain the independence of opinions and performance of duties as the company's independent director.

    The Board could extend independent directors' terms as seen fit. When independent directors complete their terms, the Board may nominate their names to the AGM for possible re-election and extension of their terms.

5. Responsibilities
  1. Acting in the best interest of shareholders (Fiduciary Duty) by observing the following four main practices:
    • Performing its duties with faithfulness and honesty (Duty of Loyalty)
    • Performing its duties with responsibility and all due circumspection and caution as well as with accountability and ethics (Duty of Care)
    • Performing its duties in compliance with laws, objectives, the Company's Articles of Association, the resolutions of the Board of Directors and resolutions of Shareholders' Meetings (Duty of Obedience)
    • Disclosing information to shareholders accurately, completely, and transparently with verification, timeliness and equitability (Duty of Disclosure)
  2. Set the vision, mission, and short-term & long-term strategies to ensure fulfillment of corporate objectives and key goals with a focus on sustainability goals agreeing with value addition to the business, stakeholders, and society at large. These elements are revised annually.
  3. Consider to approve key transactions under the Board's authority scope under the law and corporate regulations and approval protocol
  4. Consider to approve annual plans and budget, while constantly monitoring its business performance to ensure goal achievement by suitably and safely applying innovation and technology
  5. Set and review Board structure, specifically the number of directors and ratio of independent directors, as well as diverse qualifications suiting corporate business. Review Board and committee compensation as proposed by the Nomination and Remuneration Committee.
  6. Consider to appoint subcommittees to provide support for the Board's performance and responsibilities where suitable and necessary, and monitor the subcommittees' performance on a regular basis.
  7. Disclose financial and key information to all shareholders and stakeholders on a correct, complete, transparent, reliable, timely, and equitable basis in compliance with regulations, standards, and practical guidelines
  8. Set up efficient and effective internal control and internal audit systems
  9. Develop a code of business conduct for the directors, executives, and employees to set the standards for the Company's business operation. All directors, executives, and employees shall perform their duties ethically and in strict compliance with the Company's code of conduct.
  10. Ensure business operation based on good corporate governance principles and provide support to communicate to every personnel in the Company to acknowledge and strictly adhere to them
  11. Ensure clear and transparent connected transactions
  12. Ensure clear procedures of the Audit Committee's report to the directors when doubtful of transactions and actions that may seriously affect the Company's financial status and performance. The Board must rectify the problems within the timeframe deemed appropriate by the Audit Committee
  13. Institute a suitable and efficient risk management policy and procedures with regular monitoring and assessment of risk management performance
  14. Ensure the succession planning of the Company's top executives and annually arrange effective assessment of their performance
  15. Arrange for the company secretary to assist the directors' activities and ensure that the Board and the Company comply with the relevant law and regulations
  16. Annually assess Board performance and monitor Board and committee performances for joint review in the Board
  17. Constantly develop competency through training and participation in courses on Board performance or in other activities designed to enhance job expertise
  18. Steer the formulation of an anti-corruption policy and practical guidelines, strictly conform to the corporate policy and measures to set good examples for all personnel, and advocate internal and external communication for genuine conformance
  19. Steer the institution of processes and channels for receiving and effectively handling complaints filed by those with fraud leads and all stakeholders
  20. Steer the institution of an information security system, which includes the defining of a policy and procedures for confidentiality, integrity, availability, and the handling of market-sensitive information. Ensure conformance to this system by all directors, top management, personnel, and relevant third-party personnel
  21. Review and rectify the charter of the board as appropriate under prevailing circumstances
  22. Seek professional opinions by hiring outside advisers paid for by the Company
  23. Perform other duties as specified by the shareholders.
6. Roles of the Chairman

Below are the roles of the Chairman:

  1. Direct, monitor, and ensure Board performance for efficiency and fulfillment of corporate objectives and key goals
  2. Ensure all directors' roles in promoting a corporate culture filled with ethics and governance
  3. With the President & CEO, set Board meeting agenda and apply measures to ensure that critical matters under Board authority are included in the agenda
  4. Allocate enough time for the management to present matters and the Board to thoroughly discuss key issues. Encourage directors' exertion of discretion and expression of free views
  5. Promote cordial relations between the Board and the management, while supporting performances of the President & CEO and the management under corporate policies
  6. Ensure transparent disclosure of information and management for conflicts of interest
  7. Steer the overall performance of the Board, committees, and individual directors for efficiency and effectiveness.
7. Board meetings
  1. The directors must hold meetings at least once every three months by setting meeting dates in advance all year round and may convene an extraordinary session if necessary
  2. At least two directors are entitled to call for a meeting. The chairman or the assigned person must set the date of the meeting within 14 days after receiving the request
  3. The chairman or the assigned person sends meeting invitations specifying the date, time, venue, and agenda details to all directors at least seven days ahead of the meeting. Except for the urgent case to protect the company's interest, notification of the meeting can be given through other means and the meeting can be convened earlier
  4. In the directors' meeting, at least half of the directors must be present. The chairman of the board acts as chairman of the meeting. If the chairman cannot attend the meeting or cannot perform the duty, the attending directors will elect one among themselves as chairman
  5. The resolution of the meeting will take into account the majority of votes, with one director having one vote. If the number of votes is equal, the chairman will cast the decisive vote. Each director with vested interest(s) in any agenda item must abstain from voting on that item
  6. The board is authorized to invite the management, executives, or other relevant people to give opinions, attend the meeting, or present information for consideration
  7. Non-executive directors must meet in the absence of the management at least once every year to share views on the topics relevant to their responsibilities
  8. The company secretary or the assigned person is responsible for preparing the minutes of the meetings.
8. Reporting

Directors are responsible for reporting the Company's operational performance with at least information as specified by relevant law, regulations, and rules. Such information shall be reported in CPN's 56-1 annual reporting form and the 56-2 annual report form.

This charter takes effect from June 26, 2017.

An essential tool of good corporate governance, the Audit Committee is appointed by the Board of Directors to provide oversight of business operations and management under proper, transparent standards while enhancing business efficiency and supplementing value to Central Pattana Public Company Limited (CPN).

As a result, CPN has developed this charter in line with the criteria and approach of the Office of the Securities and Exchange Commission (SEC) and the Stock Exchange of Thailand (SET), as well as best practices, as practical guidelines for its Audit Committee to meet the expectations of the shareholders, the Board, and external regulators. To this end, the charter dated October 3, 2011, is to be revoked and replaced by this new charter, detailed as follows.

1. Definition

“Independent directors” means non-executive directors that are not employees, wage earners, advisers with regular salaries, controllers of CPN, the parent company, subsidiaries, associated companies, sister companies, or juristic persons with potential conflicts (currently and up to two years before their appointment). Observed will be the criteria spelled out by SEC.

“Act” means the Securities and Exchange Act.

2. Purpose

The Audit Committee eases the fulfillment of responsibilities in its oversight of the following:

  1. Credibility of CPN's financial reports
  2. Compliance with relevant requirements and laws
  3. Independence and qualifications of the external auditor, as well as opting for the appropriate accounting policy
  4. Performance of Internal Audit and the external auditor.

The committee develops reports required by external regulators.

3. Authority

The committee is authorized to investigate or delegate others to investigate critical matters under its empowerment as follows:

  1. Hiring independent external advisers to provide advice and opinions or investigate matters related to its responsibilities as seen essential, at CPN's expenses
  2. Seeking information and cooperation from CPN employees
  3. Inviting executive committee members, executives, or relevant parties to give statements or useful information or join its meetings, or inviting law officers, auditors, internal auditors, or external advisers to its meetings.
4. Composition
  1. Committee members must be independent directors
  2. The committee must be appointed by the Board
  3. The committee must consist of at least three independent directors
  4. At least one member must gain knowledge, understanding and experience in accounting and finance, adequately to review the credibility of financial statements and financial reports
  5. Committee members may serve as audit committee members of up to five listed companies
  6. The Board appoints a chairman from the rank of committee members
  7. The committee appoints the head of Internal Audit as its secretary.
5. Qualifications
  1. Members must not be those assigned by the Board to decide on business operations related to CPN, the parent company, subsidiaries, associated companies, sister companies, or juristic persons with potential conflicts
  2. Members must not take part in business management, directly or indirectly gain interest or stake in finance or business management, serve as employees, wage earners, advisers with regular salaries, or controllers of CPN, the parent company, subsidiaries, and sister companies
  3. Members must perform their duties, express opinions, and report on their Board-assigned performance independently of CPN executives or its major shareholder, related parties, or their close relatives
  4. Members must dedicate their time and express opinions adequately in performing their duties
  5. Members should receive continual, regular training on matters related to the committee's performance so as to keep up with potential changes and should constantly receive opportunities for training on CPN's operations for their maximum effectiveness
  6. The Chairman of the committee should exert leadership and proper meeting guidance, while devising efficient plans and providing confidence in the committee's overall effectiveness.
6. Terms
  1. Members' terms coincide with their respective directors' terms as spelled out in CPN's company regulations
  2. Committee members that have completed their terms may be re-appointed to serve up to two consecutive terms and can then extend their terms by up to another. This took effect from the appointment of Board directors at the 2008 annual general meeting (AGM) of shareholders without retroaction. The Board shall consider extending the term of independent directors as deemed appropriate.
  3. Members' terms on the committee stagger for the benefit and continuity of work performance
  4. Members that wish to resign ahead of term completion must notify and submit their resignations to CPN at least 30 days in advance
  5. For continuity of committee performance, should a vacancy develop for reasons other than term completion, the Board is to appoint a qualified member to the committee immediately or, at most, three months from the date when such a vacancy develops
  6. An Audit Committee member completes his or her term when he or she:
    1. Completes the term
    2. Is disqualified under the committee's criteria
    3. Dies
    4. Resigns
    5. Is removed
    6. Is imprisoned under a final court verdict or a legal order, except for offences caused by negligence or misdemeanor
    7. Is considered incompetent or quasi-competent
    8. Becomes bankrupted.
7. Duties and responsibilities
  1. Review the financial report preparation process for accurate, complete, credible, and timely information disclosure by coordinating with the external auditor and executives responsible for preparing quarterly and annual reports
  2. Review extraordinary significant items of the past year (if any) on the basis of their sensibility, impacts on the financial standing and company performance, as well as the accuracy and completeness of the data disclosed
  3. Consider connected transactions which may cause conflicts of interest; ensure conformance to SET to ensure that they are reasonable and in CPN's best interests
  4. Consider the accurate and complete disclosure of information in case of connected or related transactions or other transactions that may cause conflict of interest
  5. Review the internal control system to ensure its suitability and effectiveness, including any transactions that may cause financial fraud
  6. Consider the audit outcomes and suggestions of the external auditor and Internal Audit concerning internal controls and pass on suggestions for action by the management as well as following up the implementation of such suggestions
  7. Review and ensure that Internal Audit is independent and has an efficient internal audit process, in addition to ensuring Internal Audit's access to essential data
  8. Review the activities and structure of Internal Audit and approve its charter
  9. Provide views on the appointment, removal, transfer, commendation or discharge, as well as adjustment of compensation of the head of the Internal Audit Office, to ensure its independence
  10. Provide suggestions and remarks about the budget and manpower of Internal Audit for the management's approval
  11. Review and endorse annual internal audit plans and changes subject to the assessment outcomes of enterprise risk management and Internal Audit's strategic plans
  12. Review the internal audit plan with the head of the Internal Audit Office, especially about the internal control system and financial management process
  13. Review audit plans and coordinate the scope of audit of internal auditor and the external auditor to be mutually supportive and eliminate redundancy
  14. Review Internal Audit's performance outcomes against the Audit Committee-approved audit plans to ensure conformance to the Audit Committee-assigned framework of responsibility
  15. Review the hiring of external experts to conduct internal audit if the internal auditor lacks essential skills or specialization needed to conduct internal audit, including IT aspects
  16. Institute annual quality assurance reviews and external quality reviews at least every five years
  17. Select, nominate, and propose fees for the external auditor for approval so as to obtain an independent auditor, taking into account the reliability, adequacy of resources, audit volume, the experience of the personnel assigned to audit the Company as well as past work. Also, consider the removal of the external auditor
  18. Review the scope and method of auditing proposed by the external auditor as well as reasons for changing the auditing method (if any)
  19. Provide suggestions to the external auditor to review certain transactions that may be necessary or important during the auditing process of CPN and subsidiary companies
  20. Review the report of the external auditor and submit to the management for adjustments in practices as well as following up on such suggestions
  21. Consider the adequacy and efficiency of coordination between the external auditor and Internal Audit
  22. Act on received information from the external auditor as soon as possible regarding suspicious activities of directors, managers or persons responsible for operating CPN that may constitute a breach of the second paragraph of Section 281/2, Section 305, Section 306, Section 308, Section 309, Section 310, Section 311, Section 312 or Section 313 of the Securities and Exchange Act. Promptly check the information received and report preliminary findings in the first instance to SEC and the external auditor within 30 days from the date when a given breach was reported
  23. Review conformance by the Company to Securities and Exchange laws, SET requirements, or CPN business-related laws and ethics
  24. Review the management's performance and follow up in case of nonconforming
  25. Review issues identified by external regulators and remarks by auditor
  26. Review the communication of Code of Ethics to the employees and monito r i ts conformance
  27. Review progressed report from management and Company's legal advisor regarding key issues on conforming to the relevant laws and regulations
  28. Report its performance for acknowledgement and consideration once every quarter
  29. Review any reports prepared by the Company regarding duties and responsibilities of the Audit Committee
  30. Prepare Audit Committee 's annual performance report in accordance to SET's guideline and signed by the Chairman of the Audit Committee as well as disclose it in the Company's annual report
  31. In case of any suspicious transactions or actions that may significantly affect the Company's financial status and performance, the Audit Committee shall report the findings to the Board to make any improvement or correction in a timely manner as seen appropriate by the committee. Detailed are displayed below:
    1. Transactions regarding conflict of interests
    2. Transactions regarding frauds, irregularities or significant deficiencies in internal control system
    3. Any violation of SEC's laws, rules of SET or laws relevant to the Company's business
  32. In case the Board or the management fails to take correct i ve actions on those transactions under 31.1), 31.2), and 31.3) within the timeframe set by the audit committee, any of the Audit Committee members may report of such transactions or actions directly to SEC or SET
  33. Review CPN's continual process of good corporate governance, as well as providing approaches and advices for development
  34. Emphasize and promote good corporate governance as a regular agenda for the Board meetings and AGMs
  35. Ensure that the Chairman of the Committee receives a copy of the report of the directors' vested interests from the Company Secretary under Article 89/14 of the Securities and Exchange Act within seven days of the date when CPN receives the report
  36. Review CPN's risk management process to ensure standardization, effectiveness, and efficiency
  37. Work with the management in considering key policies regarding risk management and risk assessment as well as risks from corruptions
  38. Work with the Risk Management Committee, the Risk Management task force, and the management in considering, making recommendations, and updating reports on CPN's risk management
  39. Conduct other Board-assigned duties
  40. Regularly review the Audit Committee Charter on an annual basis in order to consider and assess its current assigned roles and responsibilities as well as to propose any required amendments accordingly
  41. Conduct other duties assigned by SET
  42. Oversee that there is an effective whistleblower system in place, in the event that an employee or any stakeholder is suspicious of any possible wrongdoing, as well as non-compliance to any laws, regulations, business ethics, or to any corporate governance principles, so that the whistleblower has the confidence that the Company has the required and appropriate independent procedure to effectively investigate and resolve such possible wrongdoings and non-compliance issues
  43. Monitor any special investigation as necessary
1. Objectives

The charter of the Nomination and Remuneration Committee (NRC) of Central Pattana Public Company Limited (CPN) was defined to enable the performance of NRC to become efficient, effective, fair, and aligned with CPN’s good corporate governance.

2. Composition and appointment
  1. NRC consists of no less than three members, with independent directors exceeding half of the composition and its Chairman being an independent director
  2. The Board of Directors appoints NRC members.
3. Qualifications
  1. NRC must be knowledgeable and experienced in matters useful for their performance and must dedicate adequate time to such performance
  2. NRC must observe CPN's good corporate governance.
4. Terms
  1. NRC's terms are three years each. Those members that have completed their terms may be re-appointed. Each member's term is as long as each of his or her remaining term on the Board.

    An NRC member completes his or her term when he or she:

    1. Completes the term
    2. Leaves the Board
    3. Resigns
    4. Dies
    5. Is dismissed by the Board.
  2. Any NRC member intending to resign shall submit a resignation letter to the company. The resignation takes effect from the date on which the resignation letter reaches the company.
5. Nomination duties and responsibilities
  1. Consider the appropriate structure, size, and composition of the Board to suit the organization and changing environment, as well as review the qualifications of independent directors.
  2. Ensure that Board structure comprises ethical and honest experts who are knowledgeable, experienced, and skillful in diverse fields relevant to the conduct of business. Furthermore, Board members are selected with non-discrimination of gender, race, religion, age, professional skill, or other qualifications.
  3. Consider the criteria for selecting directors, as well as select and nominate those persons qualified and appropriate to be considered by the Board of Directors before further submission to shareholders' meetings for appointment as directors.
  4. Consider the criteria for selecting President & CEO, as well as select and nominate those persons qualified and appropriate to be considered by the Board of Directors for appointment as President & CEO.
  5. Allow minority Shareholders the opportunity to propose qualified persons for selection as directors. This provided shareholders with enough time prior to shareholders' meetings being held.
  6. Formulate succession plans for President & CEO and senior executive position and review such plan on a regular basis
  7. Consider appropriate strategies relating to human capital and organization management to be implemented to ensure its consistency with the Company's business operations.
6. Remuneration duties and responsibilities
  1. Consider a clear compensation method and standard for directors, members of the sub-committees as well as that for the President & CEO, so that they are equitable and appropriately corresponds to the respective assigned duties and responsibilities, current business environment and performance results of the Company, as well as will facilitate an effective discharge of their responsibilities. The proposed compensation plan should also be comparable to those of other companies within the same or similar industry and business sector as the Company, and also take into consideration the overall increase to the total value of the shareholders equity in the long term
  2. Consider the compensation for directors and propose it to the Board for endorsement and, in turn, tabling it for the approval of shareholders' meetings
  3. Define goals and evaluate the performance of the President & CEO to set reasonable compensation.
7. Other duties and responsibilities
  1. If it is considered essential and suitable to do so, NRC may appoint regular adviser(s) or hire project adviser(s), or both, to provide advice on NRC's performance. As seen essential and suitable, NRC may decide on such advisers' fees at CPN's expenses
  2. NRC revises and amends this charter in line with prevailing circumstances and seeks Board approval
  3. NRC performs other Board-assigned duties related to nomination and remuneration.
8. Meetings
  1. NRC should hold meetings as seen essential and suitable for their responsibilities under this charter, with a minimum of two each year by setting meeting dates in advance all year round.
  2. Each time, the NRC Chairman or his or her delegate sends a meeting notice along with the date, time, venue, and agenda to all members at least seven days ahead of the meeting date. In urgent cases to preserve CPN's rights or benefits, the notice may be given by other means and such meetings may be held sooner.
  3. For each meeting, the quorum is half of the entire NRC. The chairman of the board acts as chairman of the meeting. If the chairman cannot attend the meeting or cannot perform the duty, the attending directors will elect one among themselves as chairman.
  4. NRC resolutions carry the votes of more than half of the members in attendance. If votes are equal on a given matter, the NRC Chairman then casts the decisive vote.
  5. The secretary to NRC or a delegated person takes the minutes of meetings.
9. Reporting
  1. NRC meeting outcomes are reported to the Board after each meeting
  2. Meeting outcomes are reported to the shareholders on CPN's 56-1 annual reporting form and the 56-2 annual report form with the following details:
    1. List of NRC members
    2. Number of meetings
    3. Attendance by each member
    4. Summary of the NRC charter
    5. Performance summary.

This charter takes effect from November 8, 2013.

The Board of Directors is responsible for the appointment of the members of the Risk Policy Committee, which consists of four members, comprising as follows

  • Four directors
  • The Chairman is an independent director.
Name and Position of the Members of the Risk Policy Committee Members
  1. Mr. Paitoon Taveebhol Chairman
  2. Mr. Kobchai Chirathivat Member
  3. Mr. Prin Chirathivat Member
  4. Mr. Preecha Ekkunagul Member
Duties and Responsibilities of the Risk Policy Committee
  1. Acknowledge and give recommendations on risk management policies, strategies, structures and development frameworks at every corporate level
  2. Assess the effectiveness of risk management established by the management
  3. Review, refine and endorse the manageable levels of risks and deviation acceptable by CPN
  4. Review CPN’s overall risk management, taking into consideration the overall short- and long-term return for shareholders, in comparison with the manageable risks to CPN
  5. Acknowledge the identified key risks and review the management’s responsive actions
  6. Participate in CPN’s annual analysis of risk management strategies and provide recommendations
  7. Provide directions and guidance for risk management supervision
  8. Supervise the identification of performance goals and key risk KPIs
  9. Acknowledge reports on the trends of corporate risks and ensure that CPN’s strategies can effectively address identified risk issues
  10. Report the committee’s risk management activities to the Board every quarter
  11. Perform other tasks as assigned by the Board.

In addition, the management has appointed Risk Management Committee consisting of senior executives and the executives from each core department to implement the Risk Management Policy as assigned by the Risk Policy Committee, control the development of a risk management system under the responsibility scope of each business unit’s executives in line with the standard approach and incorporate risk management into business plans, review measured performance against risk management standards by benchmarking it with the acceptable deviation, communicate and manage established and maintained enterprise risk management in line with CPN’s risk management framework, and constantly update risk management matters for the Risk Policy Committee.