BMCL: Sustainabilily Report 2009 ENG

About this Report 2

Message from Managing Director 3

About the Company 4

Background 4

Vision 4

Mission 4

An Overview of Services 4

Corporate Governance 12

Internal Controls and Auditing 12

Risk Management 12

Code of Conduct and Business Ethics 12

Achievement Awards 13

Continuous Development 15

Second Step Leading to Organizational Excellence 15

Full Signatory of the UITP Charter on Sustainable Development 15

BMCL Sustainable Development Plan 16

Economic Operations 18

Rail Mass Transit Business, and Marketing and Commercial Development 18

Business Performance 20

Environmental Operations 22

Process Innovation 22

Water Management 26

Waste Management 27

Business Alliances for the Environment 29

Social Activities 31

Our Employee 31

Training and Development of Employee 32

Safety and Security of Employee 33

Development of Skills, Knowledge, Capabilities and Training Requirement for Operations Division 35

Our Services 38

Quality of Service 38

Corporate Social Responsibility Projects 44

Glossary 50

GRI Content Index 52

C ontentsPage

Sustainability Report 20092

About this Report

The 2009 Sustainability Report is the fourth

(4th) yearly report on BMCL performance, the second

(2nd) year in which Sustainable Development was

formally declared as BMCLûs General Policy.

After joining the International Association of

Public Transport (UITP), and being accepted as a

Pledge Signatory of the Charter on Sustainable

Development in 2008, as well as having applied

the sustainability concept to operations in the

organization, including analysis of operating

performance according to 10 Corporate Sustainable

Development Criteria, in 2009, BMCL has developed

a Corporate Sustainable Development Plan

comprising of concept and framework, policy, theme,

7 issues, as well as approaches and initiatives that

all divisions can implement on the yearly strategic

planning.

In the previous year, BMCL had integrated Gap

Analysis Result from the 10-CSD Framework tool

into the operation development and improvement

process via the Thailand Quality Award (TQA)

Working Team, which then uses the consideration

and decision process of the Quality Management

Committee to mandate improvements and develop-

ments of the overall processes in BMCL.

Aside from overall progression in Corporate

Sustainable Development Plan inventiveness, BMCL

had also initiated activities to promote employeeûs

quality of life, emphasizing 8 elements of happiness

for enabling employee to work happily, promoting

a good working environment, and respectively

contributing to enhance their performances.

Next year, BMCL shall incorporate the 7

Sustainable Development Issues into yearly strategic

planning, and shall perpetually monitor and review

quarterly for long term continuous improvement.

For more information of the Sustainability

Report, please go to BMCLûs website, www.

bangkokmetro.co.th/sustainability or directly contact

at:

Business Development Department

Marketing and Commercial Development Division

Bangkok Metro Public Company Limited

189 Rama IX Road, Huai Khwang, Bangkok 10130,

Thailand

Tel.: 66(0) 2354 2000 ext 3202, 3291-3294

Fax: 66(0) 2354 2000 ext 3264

Customer Relations Center: [email protected]

3Sustainability Report 2009

Message from Managing Director

Sustainable business enabling sustainable

growth is our key mission, here at BMCL, and

increasingly so during these past two years. Since

2008, BMCL has implemented the Sustainable

Development Concept according to the International

Association of Public Transportation (UITP). After

training employees on the sustainable development

concept, using best practice examples, BMCL

declared its Sustainable Development Policy, the

implementing approaches and initiatives for issues

that truly contribute sustainable corporate growth.

BMCL has also integrated Gap Analysis results from

the ç10 Corporate Sustainable Development Criteria,é

into the internal management system, so that all

divisions can improve and develop their processes.

Operations will be monitored and reported to senior

management by the Thailand Quality Award (TQA)

Working Team.

As Head of BMCL, I am especially delighted

regarding our acceptance as a Full Signatory of the

UITP Charter on Sustainable Development on June

9, 2009, within just one year of becoming a Pledge

Signatory in 2008. This demonstrates the determina-

tion of our employees in supporting company growth

with the true backing of stakeholders.

Aside from the four awards that BMCL

received from the past year from var ious

organizations, in 2009, BMCL achieved the

Outstanding Workplace Training Skill Award and the

Outstanding Award for Occupational Safety, Health

and Environment, and was one of four finalists for

the Thailand CSR Awards 2009.

For the operations in 2010, BMCL will

implement the BMCL Sustainable Development Plan

in every division, to promote understanding of the

concept and to be used as guidelines for corporate

strategic planning, and also in determining

necessary key performance indicators for business

operations. Employees at every level may contribute

to the development of plans, projects or activities

within the scope of this plan. BMCL truly hopes that

every employees have the awareness to build a

future that strengthens society and preserves the

environment, corresponding to the Sustainable

Development Theme - çDevelop a strong and

stable business in a sustainable society and

environment.é

Dr. Sombat Kitjalaksana

Managing Director


About the Company

BackgroundBangkok Metro Company Limited (the

çCompanyé/éBMCLé), established on February 18,1998, was granted the concession to carry out thedesign, manufacture, supply, installation, testing andcommissioning of the M&E equipment for operationand maintenance of the metro system by the MassRapid Transit Authority of Thailand (MRTA). TheCompany holds exclusive rights to collect farecollection and undertake activities and commercialdevelopment, including advertising and leasing spacein the project, for a period of 25 years from the dateof commencement of revednue services, July 2,2004. Operations were officially inaugurated on July3, 2004. The Company is obliged to submit paymentof remuneration from fares and commercialdevelopment to the MRTA as per the rates stated inthe Concession Agreement.

For additional information, please refer to theCompany Annual Report.

VisionTo be one of the world leading mass rapid

transit operators with high quality of service.

MissionWe will provide mass transit services to the

public with a safe, convenient, fast, reliable andpunctual metro system to alleviate traffic congestion,maintain the environment and improve quality of life.

An Overview of ServicesThe M.R.T. Chaloem Ratchamongkhon Line is

and entire underground metro system. Initially calledthe Blue Line (Hua Lamphong - Bang Sue Section),His Majesty King Bhumibol Adulyadej graciouslybestowed the name çChaloem Ratchamongkhoné ata later date; which means çIn commemoration of theAuspicious Works of His Majesty the Kingé.

Spanning approximately 20 kilometers, theM.R.T. Chaloem Ratchamongkhon Line (çThe MRTSystemé) starts at Bangkokûs central railway station,Hua Lamphong, then continues to Rama 4 Road,Queen Sirikit National Convention Center, AsokeMontri Road, Rama 9 Intersection, SutthisanIntersection, Chatuchak Park, Kamphaeng PhetRoad, terminating at Bang Sue Railway Station.


The M.R.T. Chaloem Ratchamongkhon Lineûs Route


(1) Trains

19 trains, each with three air-conditioned

cars, are currently servicing 18 stations, seven

days a week, from 6.00 to 24.00, with a

frequency not exceeding 5 minutes during

peak hours and not exceeding 10 minutes

during off-peak hours.

(2) Fare Collection

There are three categories of tickets,

using Contactless Smart Card technology,

available to passengers on the M.R.T. Chaloem

Ratchamongkhon Line; Single Journey Tokens

for single trip, Period Pass, and Stored Value

Cards for multiple trips. Each category is

further classified into types according to

usage and passenger preference.

(3) Facilities

All stations are designed as open spaces,

equipped to facilitate all users, including the

handicapped, the elderly and pregnant

passengers. These facilities include lifts,

escalators, air-conditioning systems and retail

outlets. Platform screen doors are installed

alongside all platforms for passenger safety.

The lifts are also inscribed with Braille to aid

visually impaired passengers.

(4) Commercial Development

In addition to metro operations of the

M.R.T. Chaloem Ratchamongkhon Line, the

Company has also granted rights to Bangkok

Metro Networks Limited to administrate

commercial development, retail outlets,

advertisement and telecommunications within

the stations, (please see the Company Annual

Report for details).

Business OverviewThe Companyûs primary business is MRT

operations, with the leasing of retail space as acomplementary business. Hence, the Companyûsrevenue is generated from both sectors: revenue fromfares and revenue from commercial development.

Revenue from FaresRevenue from fares is the primary source of

the Companyûs revenue. The fare structure is basedon the distance (number of stations) traveled. Underthe Concession Agreement, MRT fare rates can beadjusted every 24 months. However, current fare rateshave been last adjusted since July 3, 2008. There arespecial rates discounted from the full fare rates ofadult token. Discounts of 10 - 50% are granted forthe stored value cards of regular adult passengersand students, as well as tokens and stored valuecards for children and the elderly. In addition tofares based on the number of stations traveled,economical period passes are also available topassengers who make frequent journeys duringspecific periods, in order to encourage their regularand continuous use of the MRT.

Revenue from Commercial DevelopmentIn addition to revenue from fares, the

Company also generates revenue from commercialdevelopment, which can be divided into two groupsas follows:1. The Company directly executed agreements

with other companies, by granting thefol lowing r ights: a) ATM services tocommercial banks; b) public telephoneservice; c) procurement and/or production ofadvertising media on hand grips.

2. The Company granted such rights to itssubsidiary, the Bangkok Metro NetworksLimited. This new company was establishedby the merging of three subsidiaries - Triads


Networks Company Limited, Metro MallDevelopment Limited, and BMCL NetworkLimited, in order to unify and increaseefficiency in the administration of media;especially digital media, TV media andinteractive media.

Business OpportunityIn 2009, the overall global economy, as well

as Thailandûs economy, was in recession period dueto the global economic contractions of 2007 and2008. The Thai government issued 25 encourageprograms to stimulate local consumption andthe domestic economy. These programs were alsointended to boost investor confidence - both localand foreign, and to promote large scale investmentin the manufacturing, the industrial and the servicesector; such as construction of metro system, realestate development and the promotion of tourism.

As the mass transit operator, the Companyreceived both positive and negative results. Whilerevenues from commercial development decreaseddue to adver tiserûs spending reduced, newopportunities arose in the expansion of masstransit routes through government investment.

Expansion of the Mass Transit NetworkThe policy of infrastructure development to

improve quality of life and to enhance overallcompetitiveness of the country is one of eightpolicies enacted by the government of PrimeMinister Abhisit Vejjajiva. This was accomplishedthrough the complete integration of mass rapidtransit networks within metropolitan area, vicinity andcommuter rail system, resulting in efficient andeconomical transit connections between mass rapidtransit networks and other public transportationsystems. This will also enable the expansion of masstransit networks to other regional major cities.

To date, progress in the government programof mass transit development is as follows:Completed Construction:ë Light Green Line (BTS Extension, Taksin Bridge

- Somdet Pra Chao Taksin Road, distance: 2.2km) is now officially in service.

ë Suvarnabhumi Airport Rail Link (Phayathai -Makkasan - Suvarnabhumi, distance: 28.6 km)had a trial run in December 2009, and isexpected to offer full commercial service by2010.

Projects in Progress:ë Purple Line (Bang Yai - Bang Sue, distance: 23

km) the civil construction contract has beensigned, and is expected to open by 2014.

ë Blue Line (Bang Sue - Tha Phra and HuaLampong - Bang Khae, distance: 27 km) thecivil construction contract is slated to be signedby 2010.

ë Dark Green Line (BTS Extension: On Nut -Bearing, distance: 5.25 km) is expected to becompleted in 2010.

ë Dark Green Line (Mo Chit - Saphan Mai,distance: 11.4 km) is in the biddingpreparation stage.

ë Light Green Line (BTS Extension: Wong WienYai - Bang Wa, distance: 5.3 km) is expectedto open for full service in 2011.

ë Light Green Line (Bearing - Samut Prakarn,distance: 13 km) is under preparation forbidding on the construct ion work;

Sustainability Report 20098 Sustainability Report 20098

construction is expected to begin by the endof 2010.

ë Light Red Line (Bang Sue - Taling Chan,distance: 15 km) is under construction.

ë Dark Red Line (Bang Sue - Rangsit, distance:26 km) is under revision of the TOR terms inorder to start construction bidding.

Master Plan of Rail Mass Transit System for

Bangkok Metropolitan Area and its vicinity, a 20

Year Period (2010-2029)

Implementation of Phase 1 of the Rail

Mass Transit Systemûs Master Plan, where the

development phase was scheduled for 2004-2009,

encountered several problems and obstacles. As such,

operations could not be carried out as planned. There

are also further additions to the original master plan

on the following routes: Pink Line (Khae Rai - Min

Buri), Light Yellow (Lat Phrao - Pattanakarn), Dark

Yellow (Pattanakarn - Samrong) and Brown Line

(Bangkapi - Min Buri). Some aspects of the plan are

redundant, or in conflict with other development

projects and transportation networks, such as the

Bus Rapid Transit (BRT). Hence, the integration of

transportation development plans is not possible

at this time. The Office of Transport and Traffic

Policy and Planning (OTP) has reviewed the

economic and social development results, settlements,

commuting modalities, and the current status of

transportation and traffic systems. This has led to

the creation of the Master Plan of the Rail Mass

Transit System in the Bangkok Metropolitan Area

and its vicinity covering a 20 Year Period (2010 -

2029), encompassing a mass transit network of a

total distance of 495 kilometers, comprising of 8

main routes and 4 minor routes.


Property Development along the M.R.T.Chaloem Ratchamongkhon Line

The Real Estate Information Center of the

Government Housing Bank (GH Bank) reported at

the end of 2009 that the real estate sector improved

faster than earlier forecasts predicted. As such,

projections for real estate expansion in 2010 should

be better than in 2009. Surveys of property

development projects within 1,000 meters of the MRT

System revealed that a total of 23 projects were

initiated: 20 complete residential property projects, a

commercial building project, a government office

project, and an office building project. They are

classified by their respective MRT stations as

follows:

ë Lat Phrao Station: 6 projects

ë Huai Khwang Station: 5 projects

ë Sukhumvit, Phra Rama 9 and Sutthisan

Stations: 3 projects each

ë Khlong Toey, Thailand Cultural Centre and

Phahon Yothin Stations: 1 project each.

In addition, positive factors this year should

result in a more robust expansion of the economic

and residential property sectors, specifically

construction projects in the Strengthening Thailand

Project and the Metro Rail Project. The Purple Line

project (Bang Sue - Bang Yai) is now ready to

implement the Strengthening Thailand operating

plan. Construction will begin in 2010 and is expected

to be completed within the next 4 years. Once

construction is underway, interest in residential

properties on the Purple Line is expected to rise,

resulting in a corresponding rise in land prices along

this route. As such, residential property investments

should increase accordingly, especially those near

the entrances of stations along this route. Aside from

construction of the Purple Line, 2010 will also see

the opening of the Airport Rail Link and the City

Line, where passengers can connect to the MRT

System at the Makkasan-Petchaburi stations. This

will benefit all parties, and increase sales of

residential properties, particularly condominiums along

mass transit routes.

These positive factors, together with capital

investment in 2010 will improve the liquidity of

financial institutions, despite their concerns of the

risks associated with business loans. As a result,

financial institutions may also grant more consumer

loans, especially residential housing loans, which are

insured and carry less risk than other types of loans.

Hence, the government has decided to extend the

real estate incentive program to stimulate spending,

from March 2009 to March 2010. This program

includes a reduction of transfer fees from 2% to

0.01%, reduction of mortgage fees from 1% to 0.01%,

and reduction of special business tax from 3.3% to

0.11%.

The overall perspective for residential

properties in 2010 is better than 2009 in terms of

both sales and credit availability, which will have a

positive impact on the services operations of the

Company. The Company also looks forward to

developing further business alliances along the

routes. As these will directly impact the revenue

streams in a positive manner.


Corporate Governance

Internal Controls and AuditingAs BMCL is a listed company on the Stock

Exchange of Thailand, company therefore enforce

stringent standards of internal controls and internal

audit processes, in compliance with the Securities

and Exchange Act (No. 4) B.E. 2551. By companyûs

internal control system, the Office of Internal Audit

is responsible unit for any operation systems

according to annual audit plan as approved by Audit

Committee, and the Board of Directors by compos-

ing with entire quorum of independent directors in

order to assess the adequacy and suitability of the

Companyûs and the Subsidiariesû internal control

systems, including the internal control evaluation

guidelines. Having queried the management, it was

concluded that the Companyûs internal control

system is adequate and suitable with respect to the

following 5 areas: organisation & environment, risk

management, operational control of management,

information technology and communications system,

and monitoring systems.

Companyûs tool for monitoring operational

processes inside is internal audit system, covering

on evaluation, commentating and counseling to

ensure that internal control is in reasonable and

suitable level.

Risk ManagementCompanyûs Risk Management Working Group

takes responsible for reviewing and monitoring

Enterprise Risk Management (ERM), for creating

risk management plans, supervising risk levels, and

repor t ing results to the Risk Management

Committee and related sub-committees. Since 2007,

BMCL has defined Enterprise Risk Management

Policy as the risk management framework, and Risk

Management Manual covering on strategic plan and

operating procedures also incorporated these into

all business planning, budget allocating, investment

decision making and project management in order to

improve operating performance and realizes desired

goals.

The Enterprise Risk Managementûs structure,

the Office of Internal Audit represents as the Audit

Committee representative person, to uphold and

monitor risk management in departments within the

Company, as well as coordinate operations, monitor

progression, amass data, and communicate risk

results to the Audit Committee. Enterprise Risk

Management thus achieves its objective of internal

control, transparency of operations, and enhanced

stakeholder confidence.

Code of Conduct and Business EthicsThe Business Ethics handbook covers ethical

guidelines the company adheres to which impact

all stakeholders, including customers, business

partners, communities, society and the environment.

It also includes guidelines for routine actions that

employees must live by, promoting honesty and

transparency such that the corporate image is never

tarnished.

Company has distributed this handbook to

every new employee, and gives orientation classes

to ensure understanding before starting their

functions. Subsequently, operating results are followed

up on, and stakeholder complaints are verified.

During 2009, there were no cases of fraud amongst

business partners, no non-renewal of contracts, and

no cases of breach or non-compliance to any laws

or regulations.


Achievement AwardsRegarding principles of ethics and good

governance, Company performance, for the year 2009,

achieved the Corporate Governance Rating of

çVery Goodé as awarded by the Office of Securities

and Exchange Commission, the Stock Exchange

of Thailand, and the Thai Institute of Directors

Association, as evidenced by the four logos of the

National Corporate Governance Committee.

The current rating criteria are based on good

corporate governance principles according to the

Organisation for Economic Cooperation and

Development (OECD), Principles of Corporate

Governance, and the Stock Exchange of Thailand,

comprising of five principal criteria: Rights of

Shareholders, Equitable Treatment of Shareholders,

Roles of Stakeholders, Disclosure and Transparency,

and Board Responsibilities.

Company was also chosen as 1 of 3

nominees for outstanding company with respect

to investor relations (IR Excellence Awards 2009).

Companies eligible for nomination must be listed on

the Stock Exchange of Thailand with a market

capitalisation of less than 10,000 million baht (first

group). This is an award granted to outstanding

companies with respect to investor relations, based

on questionnaire results of participating companies,

dissemination of company information via the Stock

Exchange of Thailand, and Company website, as well

as user and securities analystsû surveys.

This was the first year Company was chosen

as 1 of 4 finalists for the Corporate Social Respon-

sibility Award (CSR Awards 2009), organized by the

Stock Exchange of Thailand; an award granted to

outstanding listed companies with respect to

corporate social responsibility. Companies eligible for

nomination must be listed on the Stock Exchange of

Thailand with a market capitalization of less than

10,000 million baht (first group).

Company was rated çExcellenté by the 2009

Annual General Meeting of Shareholders (AGM

Award), for the 3rd consecutive year, and Company is

1 of only 151 companies who received an Excellent

score amongst a total of 497 companies.

The Office of the Securities and Exchange

Commission, in association with the Thai Investors

Association and the Listed Companies Association,

organized the Annual General Meeting Assessment

Project, comprising of three assessment periods over

BMCL achieved the Corporate Governance Ratingfor the year 2009 of çVery Goodé


three days; pre and post conference meetings, as

well as the conference itself. The aims of the

conference were both to stress the importance of

shareholder meetings, and to ensure equitable

rights for all groups of shareholders.

Company also received the Outstanding

Workplace Training Skill Award from Her Royal

Highness Princess Somsaowali, at the Thai Skill

Standard Expo on August 21, 2009. This award is

granted by the Department of Skill Development

to entrepreneurs who excel in the development of

human resources, and serve as an example for

others.

On August 24, 2009, Company was also granted

the Zero Accident Award - Silver Level, from

Mr. Somkiat Chayawongs, Deputy Minister of Labor,

in recognition of business enterprise without lost

time accidents (with total of 4,488,029 working

hours), during the period April 1, 2007 to February

28, 2009 in the Zero Accident Campaign which

was organized by Occupational Safety and Health

Thailand, Department of Labor Protection and

Welfare, Ministry of Labor.

On August 21, 2009, Company received the

Outstanding Award for Occupational Safety, Health

and Environment on the provincial level, from

Mr. Chaowalit Tantisakdi, Deputy Director General,

Department of Labor Protection and Welfare, at

the conference room of the Department of Labor

Protection and Welfare, Bangkok.


Continuous Development

Second Step Leading to OrganizationalExcellence

Since 2008, Company has also been involved

in the Thailand Quality Award (TQA) project, in order

to adapt the guidelines as specified by TQA, to serve

as a framework for corporate management. This

includes improvement of (a) operating practices,

(b) capability and (c) overall performance. In the

past year of 2009, Company oriented its employees

through readiness training programs associated with

the TQA Award, in preparation for corporate self

assessment in 2009 by defining that the TQA

Working Group, comprising of executives from

various organizational units, has to conduct the

corporate self assessment according to the TQA

guidelines.

To realize the goals of the TQA project, BMCL

has scheduled corporate self assessment programs

at least once a year, in order to affirm its strengths

and opportunities for the improvement of corporate

management. In the first running year (2009), the

TQA Working Group conducted the corporate self

assessment program, together with subgroups

comprising of representatives from each division.

The program consists of the following six categories:

1) leadership; 2) strategic planning; 3) customer

focus; 4) measurement, analysis and knowledge

management; 5) workforce focus; and 6) process

management. Results of the corporate self assess-

ment have empowered Company in affirming its

strengths and opportunities for the corporate

management improvement. Recommendations were

prioritized to improve corporate operating processes,

hence increasing performance in all aspects. The TQA

Working Group developed the Self Assessment

Report for 2009, and proposed to the Quality

Management Committee for reviewing and mandating

to relevant parties to set up further consistent

improvement plans.

In addition, staff members were encouraged

to become aware of TQA guidelines, and Company

promoted TQA criteria and best practices to

all levels of employees, enabling operations

improvement throughout the entire corporation.

Full Signatory of the UITP Charter onSustainable Development

Company has continuously been the member

of the International Association of Public Transport

(UITP), and Year 2009 is the first year of becoming

a Full Signatory of the Charter on Sustainable

Development. Company was achieved the Certificate

of Full Signatory from the 58th UITP World Congress,

organized by UITP at Vienna, Austria on June 9,

2009, and that Company is the first metro operator

to become a Full Signatory of the Sustainable

Development Charter within one year of becoming a

Pledge Signatory. Members of the Charter have agreed

to comply with commitment to set up their strategic

plan according to principles of balanced business

practices with regards to corporate growth, social

and environmental aspects, continually applying a

program to monitor and report on operating

performance.


Since 2008, Company has incorporated

sustainable development as a General Policy. In

efforts to realize tangible results, Company has

incorporated the Plan-Do-Check-Act protocol,

according to the Deming Quality Cycle of continuous

quality improvement model.

The original 3-phase operations plan of

sustainable development has been revised and

enhanced with additional details to suit Companyûs

current situation.

Ô Phase 1 / January - December 2009 /

Development of the Sustainable Development

Plan comprising the Sustainable Development

Concept and Framework, Sustainable

Development Policy, Sustainable Development

Theme, Sustainable Development Issues, as well

as Sustainable Development Approaches and

Initiatives.

In the previous year, Company had

integrated Gap Analysis Results from the

10-CSD Framework Tool into operations

development and improvement processes. The

Thailand Quality Award Working Group uses

the consideration and decision process of the

Quality Management Committee to mandate

improvements and development of processes.

Details of the Framework, Policies and

Plans shall be illustrated hereafter.

Ô Phase 2 / January - December 2010 / Creation

of a Sustainable Development Operating

Plan, comprising of 7 Issues to be used as

guidelines in corporate yearly strategic

planning, including the education for

employees to promote understanding of the

SD Plan and SD Operating Plan before

entering into the strategic planning process.

Ô Phase 3 / January 2011 onwards / Once the

principles of sustainable development have

been brought to Management Review

process, via the Quality Management

Committee, management mechanism and

executives shal l review and mandate

continuous improvement and development

in place.

BMCL Sustainable Development PlanAfter due consultation, in 2009, transforming

period into a sustainable organization, BMCL and

its consultants developed the BMCL Sustainable

Development Plan, promoting understanding of the

Sustainable Development Concept, and to be used

as guidelines in corporate strategic planning. The

plan can also be used in determining necessary key

performance indicators for sustainable development.

This version of the BMCL Sustainable

Development Plan comprehensively covers the BMCL

Sustainable Development Framework, Theme, Policy,

and 7 Issues, which are overspread and balanced

business growth, community and social development,

and environment preservation.


Sustainable Development Theme : Develop a strong and stable business under a sustainable business,

society and environment

Sustainable Development Framework

Sustainable Development Policy

1. A leading organisation in the sustainable development concept, through

communication and exchange of best practices with all of BMCLûs stakeholders

2. Incorporate the sustainable development concept into every aspect of BMCL

3. Promote training, learning and recommending, focusing on practices according to

sustainable development guidelines

4. Support regional operation and cooperation to enable sustainable development

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Economic Operations

Rail Mass Transit Business, andMarketing and Commercial Development

Because extension of the rail mass transit

system is still ongoing, the MRT Systemûs operations

services, covering 20 kilometers and 18 stations,

remains limited in terms of passenger capacity.

Nevertheless, the Company is still engaged in

marketing efforts to promote public awareness and

encourage use of the metro system.

During 2009, the Fifth Anniversary of the MRT

System in operations service, the Company hosted

additional activities to thank its passengers for their

patronage. Fourteen activities were co-hosted by

several alliances, as follows:

1. 10,000 free coupons for Thailand Game Show

2009

2. çThank Youé key rings in limited edition,

available to passengers at Ticket Offices

3. Sahamongkol Film International Co., Ltd.

presented a free movie, çThe Happiness of

Katié, at the Esplanade Cineplex on the

National Childrenûs Day

4. With 11 business alliances, the Company

launched the project namely çMRT Happy

Valentineûs Dayé, to issue the Happy Valentine

Card which offered privileges or discounts to

passengers

5. Co-Promotion of the MRT System usage with

P.K. Exhibition Management, through public

relations held at the ç15th Discovery Thailandé

Exhibition, at the Queen Sirikit National

Convention Center

6. Co-Promotion with real estate companies,

promoting residential properties near the MRT

stations, held at the Sukhumvit station


AR Information & Publication, Co., Ltd. through

public relations media and distribution of

premier cards at the çCommart Thailand 2009é

Exhibition


the Publishers and Booksellers Association of

Thailand (PUBAT), to enter the ç37th National

Book Fairé at the Queen Sirikit National

Convention Center

9. Co-Promotion with Major Cineplex Group of

over 160,000 free discount coupons for 4

movies


Media Associated through public relations

media in the ç2009 Money Expoé at the Queen

Sirikit National Convention Center

11. Promotion of the MRT System usage for the

employees of Total Access Communication

Public Company Limited (DTAC), on the

occasion of their relocation from Chai Building

to Chamchuri Square, located near Samyan

Station, through public relations and the

issuing of free MRT coupons

12. Co-Promotion with Major Cineplex Group in

giving away Entertainment Packages to

passengers, available at Ticket Offices

13. MRT Music Challenge Competition for

secondary schools, to promote awareness of

the MRT System and encourage the musical

skills of students; 76 bands participated in

this competition

14. MRT English Conquering GAT activities, for

secondary school students, in preparation for

entrance exams held at Somsri Tutoring School,

Phahon Yothin Station


In addition to the above marketing activities,the Company also joined with the Chaophya ParkHotel, a hotel along the MRT route, in issuing oneday passes which could be used as the MRT ticketsas well as room key cards, facilitating hotel guestuse of the MRT System.

As mentioned above, inFebruary 2009, Bangkok MetroNetworks Limited was formed bymerging 3 companies with rights tocommercial development, in order toimprove efficiency of commercialdevelopment. And due to the localeconomic recession, spending onadvertising and public relations forseveral companies was affected.However, aside from the leasing of retail outletscurrently in 4 stations, advertising on display boxesand hand grips, and telecommunication services,the Company also offers various other services asfollows:1. Procure more shops or entrepreneurs to offer

their services at the metro stations, such asSomsri English Tutoring School at PhahonYothin Station.

2. Cooperation with the Department of InternalTrade, Ministry of Commerce, to host the BlueFlag Save Price Program at Chatuchak ParkStation; a program to relieve the burden ofliving expenses and offer more options forconsumers in selecting products and services

at reasonable prices, as well as to alleviateprice and stock problems during the economiccrisis. This also includes adding more spaceto retail kiosks for creative handicraft productsto boost diversity and uniqueness, and tosupport retailers and manufacturers.

3. Introduction of new advertising media (BMCLInformation Booth) at 7 stations, namely LatPhrao, Phahon Yothin, Chatuchak Park,

MRT marketing activities with business partners


Kamphaeng Phet, Samyan, Sutthisarn and Thailand Cultural Centre Stations. Passengers are able tointeract with the Multi-Purpose Media advertising boards that are used.In 2010, the Company plans to install Passenger Information Displays (PID) in the MRT stations and on

the trains, in order to disseminate news, safety information and other useful information. As such, MRT serviceswill be upgraded, more impressive, and invite more patronage.

Business PerformanceCurrently, the Company has three main revenue sources: revenue from fares, revenue from commercial

development and other income.

Revenue by source year 2009

In 2009, the Companyûs earned 1,477.01 million baht from fares, an increase of 102.42 million baht over

2008. The average ridership on working days was 202,428 trips per day, an increase of 8,198 trips per day, or

4.22%.

Operating costs and expenditures include costs of fare box, costs of commercial development and other

expenses. In 2009, total operating costs and expenses amounted to 2,076.18 million baht, an increase of 32.64

million baht over 2008, or 1.60%.

Companyûs Revenues 2007 2008 2009 Amount PercentageMillion Percentage Million Percentage Million Changed ChangedBaht Baht Baht (Compared with 2008)

Fare Box Revenue 1,270.41 93.54 1,374.59 93.43 1,477.01 +102.42 +7.45Commercial development 63.40 4.67 87.64 5.96 90.14 +2.5 +2.85RevenueOther income 24.26 1.79 8.95 0.61 20.53 +11.58 +129.38Total Revenues 1,358.07 100.00 1,471.18 100.00 1,587.68

Note:1) Companyûs revenues are referenced from the Company financial statements2) Refer to the Company Annual Report for details of revenue, expenses and other financial data

√“¬‰¥â®“°§à“‚¥¬ “√Fare Box Revenue

√“¬‰¥â®“°°“√æ—≤π“‡™‘ßæ“≥‘™¬åCommercial Development Revenue

√“¬‰¥âÕ◊ËπOther Income

90.14 ≈â“π∫“∑/Million Baht 20.53 ≈â“π∫“∑/Million Baht

1,477.01 ≈â“π∫“∑/Million Baht


Percentage Growth in Average Weekday Ridership

Percentage Growth in Fare Revenues

Changes in Operating Costs and Expenses

Results to date show that the Company continues to grow whereas operations still showing a loss.

However, an increase in advertising, in both stations and trains, is expected to boost the revenue from

commercial development.

‡∑’Ë¬«μàÕ«—π∑”ß“π/Weekday Trip

179,563 188,643 194,230 202,428

25492006

25502007

25512008

25522009

250,000

200,000

150,000

100,000

50,000

0

5.06%2.96% 4.22%

√“¬‰¥â (≈â“π∫“∑) / Revenue(Million Baht)

25492006

25502007

25512008

25522009

1,6001,4001,2001,000800600400200

0

1,477.01

7.45%

1,374.59

8.20%

1,229.50 1,270.41

3.33%

μâπ∑ÿπ

·≈–§

à“„™â®

à“¬ (≈

â“π∫“

∑)/

Ope

ratin

g an

d ex

pens

e (M

illion

Bah

t)

25492006

25502007

25512008

25522009

1,6001,4001,2001,000800600400200

0

μâπ∑ÿπ§à“‚¥¬ “√Cost of fare box

μâπ∑ÿπ§à“æ—≤π“‡™‘ßæ“≥‘™¬åCost of commercial development

§à“„™â®à“¬Õ◊ËπÊOther Expenses

1,490.59

77.28

508.31

72.08

527.11

1,444.351,454.84

59.63

411.98

1,385.97

70.05

438.17



BMCL remains commit to its Environmental

Policy, adopted since 2007, with environment

management guidelines for each department. This

policy aims to raise awareness of all employees

towards a minimal impact on the environment.

2010 marks the 3rd year BMCL has followed

Environmental Manual in the MRT system; as per

Environmental Management System Standard ISO

14001:2004. On April 16, 2008, the Company received

accreditation from TUV NORD (Thailand) Limited.

BMCL, as the concessionaire, has also

accomplished Environmental Impact Mitigation

Measures and Monitoring Program (EMP) to

monitor, prevent and mitigate environmental impact

occurred during metro operational stage. EMP has

been approved by the Office of National Resources

and Environmental Policy and Planning (ONEP),

Ministry of Natural Resources and Environment, on

May 25, 2009. Our mission is to abide by and strictly

comply with the program. BMCL has scheduled

environment quality assessment 3 times a year, and

shall submit the Compliance Report to ONEP twice

a year. This includes performance results for the

following environmental issues:

1. Air Quality

Measurements of ambient air quality

in sensitive areas along MRT route, during

August 19 - 26, August 29 - September 1, and

December 23 - 30, 2009, showed air quality in

all areas met the specified standards.

2. Gases and Exhaust from Unimogs

Measurement of black smoke from the

exhaust of unimogs, on August 17 and

December 14, 2009, met the specified

standards.

3. Ambient Sound Levels and Disturbance

Levels

Monitoring of sound levels at 6 station

platforms, during August 6 - 9, August 13 - 26,

August 29 - September 1, December 3 - 6,

December 13 - 21, and December 23 - 30,

2009, showed an average sound level of not

more than 70 dBA (within the specified

criteria), and disturbance levels at depot areas

were also within the specified criteria, and

therefore not considered as noise.

4. Vibration

Elastomer Pads are utilized to reduce

vibration between wheels and rails along

rail pivoting structures, and to reduce the

vibrational effects incurred from the movement

of rolling stock. The vibration levels measured

during August 6 - 9, August 13 - 16, December

3 - 6, and December 17 - 21, 2009, showed

low vibration levels within the DIN4150

Structural Vibration Standard Criteria.

5. Quality of Waste Water

Activated Sludge (AS) system is used

as the waste water treatment, where waste

water received from the depot area and office

building is processed before discharging

to public drainage systems. The waste water

treatment system is maintained by a

contractor, assuring efficient performance.

Measurements showed waste water quality

met the specified criteria.

Process InnovationAs global warming and temperature changes,

BMCL is aware of our role in preserving the

environment. Aside from the Environmental Impact

Environmental Operations


Mitigation Measures and Monitoring Program, BMCL

has continuously practiced reduction of energy

consumption since 2006. The Company was

registered as Designated Control Plant with the

Department of Alternative Energy Development and

Efficiency, Ministry of Energy. Also BMCL has posted

Person Responsible for Energy (PR) both ordinary

and senior, according to transformer size and overall

power consumption.

Electricity is a major energy used to supply

metro operations and daily consumption is high,

especially at the stations. Therefore, electricity is

the Companyûs primary focus in reducing energy

consumption; to be realized by establishing

objectives and a conservation plan. Reports for each

project will be presented to the Department of

Alternative Energy Development and Efficiency in

March of every year.

Currently, the Company is developing the

Energy Management Manual, based on EN16001

standards and Ministerial Regulations standards,

criteria and energy management for designated

works and designated buildings (B.E. 2552), Act of

Energy Conservation Promotion (No.2) (B.E. 2550).

To manage the development of sustainable energy,

and to enable active participation in energy saving,

the Company has initiated several campaigns to

reduce power consumption in other supporting units

and administration buildings; such as unnecessary

lighting, inactive computer monitors, lift usage, and

regular preventive maintenance of air conditioners,

etc.



Energy management process

°“√μ√«®μ‘¥μ“¡¿“¬„πInternal Audit

°“√μ‘¥μ“¡·≈–μ√«®«—¥Monitor & Measure

°“√∑∫∑«π‚¥¬ΩÉ“¬∫√‘À“√Management Review

°“√π”‰ªªØ‘∫—μ‘·≈–°“√¥”‡π‘πß“πImplementation & Operation

°“√μ√«® Õ∫·≈–ªØ‘∫—μ‘°“√·°â‰¢Checking &

Corrective Action

°“√ªØ‘∫—μ‘°“√·°â‰¢·≈–ªÑÕß°—πCorrective & Preventive Action

°“√«“ß·ºπPlanning

π‚¬∫“¬æ≈—ßß“πEnergy Policy

°“√æ—≤π“Õ¬à“ßμàÕ‡π◊ËÕßContinual Improvement

æ◊Èπ∑’Ë»Ÿπ¬å´àÕ¡∫”√ÿß/Depot

√–∫∫¢—∫‡§≈◊ËÕπ√∂‰øøÑ“/Traction

æ◊Èπ∑’Ë ∂“π’/Station

75%

20%

5%

Electricity consumption ratio by area year 2009

The Company has conducted 11 energy saving projects since 2006 until 2009, primarily concerning air

conditioning and ventilation systems, traction and lighting systems.


1. Under-Platform Exhaust (UPE) Fan Improve-ment Project

2. Air Conditioning Operating Process Improve-ment Project at 9 stations

3. Chiller Operating Condition Adjustment Projectat 9 stations

4. Chillerûs Work Load Arrangement Project at all18 stations

5. Disable Uninterruptible Power Supply (UPS)Project; applied to office computers in theEngineering and Maintenance Departments

6. Lights-Off Campaign in any areas where lightsare not regularly used

7. Adjustment of air conditioning operating timesat 8 south bound stations

Total electricity consumption during 2005-2009

125,000,000120,000,000115,000,000110,000,000105,000,000100,000,00095,000,000

123,494,000

115,432,000

ª√‘¡“≥°“√„™âæ≈—ßß“π‰øøÑ“/Electricity Consumption (kWh)

107,801,000106,898,000 105,316,000

25482005

25492006

25502007

25512008

25522009

8. Adjustment of air ventilation operating times at9 north bound stations

9. Adjustment of train timetables to optimizeaverage speeds

10. 4 sets of Automatic Escalator Project (pilottest)

11. Installation of Variable Speed Drives (VSD) tothe air conditioning systems at Depot areaSummary: Implementation of all these projects,

from 2005 - 2009, has resulted in overall electricityconsumption being reduced accordingly. Lesselectricity consumption equals less carbon dioxide(CO

2) emitted from the production of electricity, and

reduces global warming as shown in the table andgraph below.


Table: Electricity consumption and reduced CO2 emissions

Year Used Electricity Reduced Electricity (compared to 2005) (Co2kg/kWh)* Co

2 Emission

Unit (kWh) Unit (kWh) % (ton)

2005 123,494,000

2006 115,432,000 -8,062,000 -6.5% 0.53 -4,2732007 107,801,000 -15,693,000 -12.7% 0.55 -8,6312008 106,898,000 -16,596,000 -13.4% 0.55 -9,128

2009 105,316,000 -18,178,000 -14.7% ** 0.55 -9,998Total -58,529,000 -27,757

* Data retrieved from http://www.egat.co.th/images/storries/env/annualreport_co2.pdf** Data for 2009 is extrapolated from 2008 due to unavailability of data at the time this report was conducted


Total waste water in 2009 as compared to 2008 is

shown in the table.

Table: Total waste water during year 2006-2009

Waste water 2006 2007 2008 2009quantity (m3/year) 273,268 227,628 258,748 285,501

400

350

300

250

200

150

100

50

0

304

æ◊Èπ∑’Ë ∂“π’/Station

æ◊Èπ∑’Ë ∂“π’´àÕ¡∫”√ÿß/Depot

Õ“§“√∫√‘À“√/Administration Building

253 315 291

27

25492006

25502007

25512008

25522009

42 29 2614 17 17 15

300

250

200

150

100

50

0

25492006

273

228259

286

25502007

25512008

25522009

As the implementation of the above projects, and

the monitoring of energy utilization, the Company was

able to reduce electrical consumption year after year as

shown in the graph.

Total energy consumption during 2005-2009

Water ManagementIn addition to electricity, water is also a highly

consumed resource. The Company primarily sources its

water from Metropolitan Waterworks Authority for

consumption to be distributed at 3 major areas: station

areas, administration office, and depot area. The amount of

water consumed in each area varies as shown in the table.

Table: Total water consumption categorized by area during year2006-2009

Year 2006 2007 2008 2009

WaterConsumption (m3)

Station area 303,638 252,920 314,867 290,633

Administration office 14,319 16,931 17,462 15,064

Depot area 26,573 42,406 29,417 26,282

Total water usage

(m3/year) 344,530 312,257 361,746 331,979

445

416

388385

379

450

425

400

375

35025482005

25492006

25502007

25512008

25522009

¥—™π’°“√„™âæ≈—ßß“π√«¡/Energy Consumption

(≈â“π‡¡°–®Ÿ≈/Million MJ)

ª√‘¡“≥°“√„™âπÈ”/Water Consumption

(æ—π≈Ÿ°∫“»°å‡¡μ√/x1,000m3)

ª√‘¡“≥πÈ”∑‘Èß√«¡/Total Waste Water

(æ—π≈Ÿ°∫“»°å‡¡μ√/x1,000m3)


All waste water from administration building

and depot area were dispatched to activated sludge

(AS) water treatment system, to be deactivated by

biochemical process of aerobic microorganisms. Some

portion of the processed water was recycled for

train cleaning and the watering of plants around

administration building. The other portion was

released to public drainage system. Total processed

and recycled water in 2009 was 6,600 cubic metres

per year, or 44.4% of total water usage at

administration building.

Since the administration building is registered

as a Designated Control Plant, the Company also

has managed its waste water to those standards

equal as depot area which has been chronicled since

2008, in accordance with the Factory Act (B.E. 2535)

regarding specifications of drained water from

factories prior to release to public drainage systems.

In 2009, treated waste water was tested for its

physical and chemical properties according to 13

parameters: Acidity/Alkalinity (pH), Color, Tempera-

ture, Odor, Free Chlorides, Biochemical Oxygen

Demand (BOD), Chemical Oxygen Demand (COD),

Total Dissolved Solids (TDS), Total Suspended Solids

(TSS), Total Kjeldahl Nitrogen (TKN), Settleable Solids

(SS), and sulfides, grease, oil and lubricants. And

found that treated water was attained the standards.

Waste ManagementWaste and garbage management is another

environmental resource issue BMCL concerns. Waste

and garbage from Company operations are

classified into 3 main categories: common waste,

biodegradable waste and hazardous waste. BMCL

has initiated plans with clear procedures for garbage

and waste disposal and seriously scrutinizes through-

out organization. Campaigns have been conducted

to raise employee awareness regarding efficient

use of resources and reduce waste generation.

And cooperation with business partners has been

sought to optimize the transformation of garbage or

waste.

➤ Sort Before Toss Project

The Sort before Toss Project was

initiated in 2008 to cultivate the habit of

sorting garbage when disposing: to be practiced

by all employees. As such, each type of

garbage could be effectively processed and

the volume of new garbage reduced.

Three waste categories (common waste,

biodegradable waste and hazardous waste)

would be sorted out by using a set of three

Biodegradable waste

Common waste

Hazardous waste


Results of various public relation campaigns

within BMCL, at the end of December 2009, show

97.4% of employeesû exhibit correct sorting behavior,

a continuous increasing since first implementation.

For the coming year, BMCL shall continue this project

and enhance it with further development and

improvements to fulfill objectives.

➤ ç1 Cap 1 Dream for Prosthesisé Project

Other recyclable garbage is aluminum waste,

which is used for aluminum can lids, bottle lids and

powder covers. BMCL has initiated the ç1 Cap 1

Dream for Prosthesisé project since 2008 in order

to promote environmental consciousness and waste

recycling. Bins for aluminum have been placed in

administration building, depot area and all 18 MRT

stations, totaling 26 areas. All such waste was

donated to the Prostheses Foundation, under Royal

Patronage of H.R.H. The Princess Mother.

colored bins, placed at every appropriate location in administration building, depot area, canteen and all

18 MRT stations.

Sorting behavior

The accumulated volume of aluminum waste

since project initiation in June 2008, until December

2009, was 219 kilograms. The 2009 volume was 140

kilograms, an increase of 61 kilograms over 2008.

For 2010, BMCL is planning to corporate with

passengers and business partners to promote

consciousness in resource optimization. The project

will be continuing throughout the MRT service

duration.

√âÕ¬≈

–°“√

·¬°¢

¬–‰¥

â∂Ÿ°μâÕ

ß/Pr

oper

sor

ting

beha

vior

(%

)

°.¬. 2551Sep 2008

μ.§. 2551Oct 2008

¡’.§. 2552Mar 2009

¡‘.¬. 2552June 2009

°.¬. 2552Sep 2009

∏.§. 2552Dec 2009

120.0%

100.0%

80.0%

60.0%

40.0%

20.0%

0.0%

65.9%80.5% 89.5%

93.1% 96.5% 97.4%


For biodegradable waste, BMCL has initiated

campaign to promote employee understanding

and encourage correct garbage sorting habits. The

green bins for biodegradable waste are weighed

monthly. Some parts can be transformed into

organic fertilizer. The remaining part would be sent

to Bangkok Metropolitan Administration for further

proper disposal system. In 2009, total common

and biodegradable wastes, were 33.48 tons. 1.6 tons

of biodegradable wastes were decomposed in the

anaerobic process, which produces organic fertilizer

for plants around the office building.

Whereas 0.1 tons of hazardous waste

generated from office building and depot area will

be collected and submitted to registered waste

management company, certified by Department of

Industrial Works, to take further actions.

Business Alliances for the EnvironmentSince 2007, BMCL has urged all employees

to utilize both sides of stationary paper, and has

developed an internal information technology system

to support more daily operations. For two-sided

used and confidential paper, BMCL has cooperated

with Info Safe Co., Ltd., subsidiary of SCG Group

(SCG Paper), accredited for Solutions for Information

Security from the National Association for

Information Security (NAID), Australia. As part of

Project 2 of the çShred2Shareé Project (çTurn

Secret into Loveé), they have been contracted to

shred two-sided used paper and confidential paper

before recycling. This campaign will help: a) reduce

consumption of paper made from wood pulp; b)

reduce fuel and energy consumption in the

manufacturing process; and c) reduce carbon

dioxide emissions from paper manufacturing

process.

In 2009, BMCL was able to recycle 10.20 tons

(10,207.02 kilograms) of paper, an increase of 9.13

tons over 2008.

ª√‘¡“≥¢¬–

Õ≈Ÿ¡‘‡π’¬¡

(°‘‚≈°√—¡)/

Aluminium

waste (kg)

¡‘.¬.-∏.§. 2551 / Jun-Dec 2008 ¡.§.-∏.§. 2552 / Jan-Dec 2009

160140120100806040200

7961 kg.

140

«—π‡√‘Ë¡‚§√ß°“√ / Project Launch

Aluminum waste quantity since project launch


Table: Recycled paper and reduced resources year 2009

Recycle paper 10.20 tons

Carbon dioxcide reduced from new paper production 2,653.83 kilograms

Charcoal reduction of 1,122.77 kilograms

Water reduction of 510.35 m3

Tree reduction of 306.00 tons

In addition to cooperating in the disposal and

recycling of paper, SCG Paper and Info Safe also

contributed 2,000 Baht per ton of paper to Border

Patrol Police Schools for educational materials, and

were active in the Children and Youth in Remote

Areas Development Program, initiated by HRH

Princess Maha Chakri Sirindhorn. BMCL recently

joined a trip with SCG Paper, Info Safe and 36

business alliances to travel in the Shred2Share

Donation Trip Project, and to donate educational

materials worth 1 million baht to 5 schools under

the 31st Border Patrol Police Subdivision, Phitsanulok

province.

Under this project, BMCL will continuously initiate activities with our partners in reducing energy

consumption, and will continue to support business alliances with those who hold similar social and

environmental values.



Our EmployeeBMCL strictly observes its çBusiness Ethicsé,

which explicitly prohibits discrimination based on

nationality, religion, gender, marital status or physical

disability. All new recruits and employees are

familiarized with this code.

BMCL is mandated to introduce its anti-

discrimination procedure to all new recruits, as well

Social Activities

In 2009, the total number of employees differed slightly from 2008, particularly general officers and

supervisor at levels 1, 2 and 3, all down from last year.

as reviewing entry remuneration. In comparison

to local minimum wages and similar industries,

the Company entry wages are relatively higher.

As of December 2009, there were 1,062 monthly

full-time employees, an increase of 51 employees

over the same period last year; male to female ratio

was 1.71:1. And classified by 6 management levels,

from general officer to executive level 5.

Total employees as of December 31 during year 2006-2009

25492006

(§π/person)

927

9931,013

1,062

25502007

25512008

25522009

1,100

1,050

1,000

950

900

850

®”π«πæπ—°ß“π/Total Employee


Training and Development of EmployeeWhen employees start working at BMCL, they

receive initial training and education about the

Company, the metro system, and related rules and

regulations. For special positions related to metro

operations, employees receive 3 functional training

courses at least 4 months before actual job

commencement, as follows: orientation of operations,

basic knowledge of the metro, and rules and

regulations relating to metro operations. After actual

job commencement, all employees are given on

the job training and special training to expand their

knowledge of work and operating skills, according

to the Training Matrix / Operations Training Matrix

and the Annual Training Plan.

Total employees categorized by work type during 2008-2009

Total employees categorized by gender, management level and age year 2009

1,000

900

800

700

600

500

400

300

200

100

0ΩÉ“¬ªØ‘∫—μ‘°“√Operation

863 898

150 164

‰¡à„™àΩÉ“¬ªØ‘∫—μ‘°“√Non-operation

ªï 2551/Year 2008

ªï 2552/Year 2009

Õ“¬ÿμË”°«à“ 30 ªïLess than 30 years old

ºŸâ∫√‘À“√√–¥—∫ 5 (Executive Level 5)



ºŸâ∫—ß§—∫∫—≠™“À—«Àπâ“ß“π√–¥—∫ 2 (Supervisor Level 2)

ºŸâ∫—ß§—∫∫—≠™“À—«Àπâ“ß“π√–¥—∫ 1 (Supervisor Level 1)

‡®â“Àπâ“∑’Ë∑—Ë«‰ª (General Officer)

™“¬ / Male

À≠‘ß / Female

Õ“¬ÿ√–À«à“ß 30-50 ªï30-50 years old

Õ“¬ÿ¡“°°«à“ 50 ªïMore than 50 years old

645670

702

1 74392

248

31

6 409

8

®”π«πæπ—°ß“π/Number of Employees(§π/person)


In 2009, operational employees received an

average of 37.86 training hours/person/year. While

non-operational employees received an average of

6.13 training hours/person/year. Average training

hours decreased from last year due to the

implementation of self-learning courses, such as

Familiarization with Railway Operations and the

Entire Metro System for non-operations, Microsoft

Office on-line, etc. BMCL was able to reduce

almost 4,000 training hours through the use of these

self-learning systems.

Average training hours per year categorized by work type during 2008-2009

Safety and Security of EmployeeAs safety is a crucial concern in providing

service of metro operations, BMCL gives priority

to the safety of its passengers, employees and

contractors. Safety factors include a safe working

environment, lowering of risk exposure, which are

adhered by and communicated according the Safety

Policy, and monitoring and auditing by the Safety

Committee.

In 2009, lost time due to injuries and injury

frequency rate were zero. In the past year, BMCL

hosted campaigns and promotions to raise pubic

awareness of proper and safe commuting practices

when using the MRT as a preventive measure against

accidents.

45

40

35

30

25

20

15

10

5

0

®”π«π™—Ë«‚¡ßΩñ°Õ∫√¡ (™¡./§π/ªï) /Training hour (hr/head/year)

ΩÉ“¬ªØ‘∫—μ‘°“√Operation

40.32

21.4 28.99

6.1

‰¡à„™àΩÉ“¬ªØ‘∫—μ‘°“√Non-operation

ªï 2551/Year 2008

ªï 2552/Year 2009


Lost Time Injury Severing Rate during 2006-2009

Injury Frequency Rate during 2006-2009

35

30

25

20

15

10

5

0

Õ—μ√“°“√ Ÿ≠‡ ’¬™—Ë«‚¡ß∑”ß“π/Lost time injury Severing Rate

(™—Ë«‚¡ß / Hours)

25492006

25502007

25512008

25522009

4.01

32.40

0 0

1.5

1.0

0.5

025492006

25502007

25512008

25522009

0.50

1.01

0 0

Õ—μ√“°“√∫“¥‡®Á∫®“°Õÿ∫—μ‘‡Àμÿ/Injury Frequency Rate

(§√—Èß / Times)


Development of Skills, Knowledge, Capabilities and

Training Requirement for Operations Division

Operations employees comprise the highest

proportion, at 84.56% of total employees, and

are vital to metro operations. Therefore, these

employees must be trained in skill development,

knowledge and capability in order to perform

capably and safely. In 2009, BMCL set up the

following programs to improve skills, knowledges

and capabilities of operations employees, including

contractors as well.

1. Electronic Examinations (E-Exams) on job

regulations for Station Sub-Departments and

Control Sub-Departments, for employees

having 1-year or more terms of employment.

2. Computer Aided Instructions for 5 courses:

Authorized Person On Site To Liaise with the

Line or Engineering Controller (APOSTLE),

General Safety for Underground Metro Opera-

tors, Automatic Fare Collection Systems,

In 2009, employee absenteeism was 425.75 days, an increase over last year due to the large increase in

total number of employees.

Central Computer Systems, and Revenue

Administration Sectionûs procedure.

3. Internal training for revenue management of

Station Sub-Departments

4. Other related programs for the handling of all

possible incidents that could arise in stations.

Objectives are to prepare operators in the

correct procedures for handling any incident,

to build confidence, to be familiar with and

have the required skills for any untoward event

that may occur.

5. Refresh training on çService Excellenceé for

Station Sub-Departments.

6. Monthly practice of the çTable Top Exerciseé

for event management skills training programs,

provided for Control Sub-Departments.

7. Programs for Train Crew Sub-Departments -

internal training to develop operational skills

of train operator (TO) and engineering train

operator (ETO).

®”π«π«—π¢“¥ß“π («—π)/Absentee Days (Day)

25492006

53.91

25502007

1,149.26

25512008

153.32

25522009

425.75

1,2001,1001,000900800700600500400300200100

0

Absentee day of employee during 2006-2009


Contractor Training

BMCL has provided training for contractors as

follows:

(1) Preliminary training of safety precautions

before starting jobs in the metro system; at

least once a year.

(2) Training of specific work duties.

(3) Fire evacuation training with the Company,

on request.

(4) Supplementary training in the event of

adjustments or amendments to the law, rules

or regulations, or the introduction of new

technology, methods or equipment needed

for new processes, or for new contractor

employees.

(5) Compulsory training review at least once

a year.

Competency Management

BMCL implemented its Competency

Management program to determine guidelines

in developing the skills and capabilities of

employees throughout the organization.

Implementation is divided into 2 categories;

Core competencies and Functional competen-

cies. In 2009, BMCL organized workshops for

senior executives to review both its Vision and

Mission, define Organizational competencies,

and transform them into Core competencies

for employees throughout the organization to

incorporate. Regarding Functional competency,

BMCL organized workshops for senior execu-

tives to review its Mission. Activities included

meetings with executives and management

that collected data, analyzed job functions, and

defined the knowledge and skill sets required

for employees at every level, throughout the

company. These efforts resulted in a set of

guidelines towards developing the knowledge,

skills and capabilities necessary to realize

Company target goals. These are expected to

be implemented from 2010 onwards.

Happy Workplace Program

BMCL is fully aware that its employees

are valuable resources, vital to business

operations and sustainable growth. As such,

the Company is firmly committed to the Happy

Workplace Project, towards a happy working

time and balanced way of life for all of its

employees. The çHappy Workplaceé Project was

initiated to promote and enhance happiness in

the working environment, with corresponding

results in productivity and performance.

In 2009, the Company hosted several

activities to promote employee quality of life,

focusing on the application of 8 elements of

happiness. This resulted in the following 8

sub-programs:

Happy Brain

Happy Soul

Happy MoneyHappy Relex

Happy Heart

Happy Society

Happy Body

Happy Family


➤ Happy Body: To promote physical and

mental well being and self reliance:

ë çHealthy Guy & Girlé Contest.

ë Health Education via electronic media.

During the H1N1 influenza epidemic,

BMCL especial ly provided more

information on prevention and care,

campaigned for the use of sanitary masks

to prevent spreading of the virus, and

promoted free vaccinations, available

from affiliated hospitals.

ë Monthly medical consultations by

Company doctors.

➤ Happy Heart: Promotes employee

generosity:

ë The çTouch by Listening, Feel with the

Hearté event created educational media

using story telling; i.e. a CD recording

for the Home for the Blind with Multiple

Disabilities

ë Activities to pay Homage to H.M. The

King.

ë 3 blood donation drives for the Thai Red

Cross Society.

➤ Happy Relax: Provides education on how

to relax, and techniques to relieve stress in

the workplace.

➤ Happy Brain: Encourages employees to

continuously expand self development in

skills, knowledge and expertise, enhancing

both job security and career advancement.

➤ Happy Soul: Promotes religious activities

to enhance faith in religion and virtuous

living: the Vegetarian Festival, listening to

Buddhist teachings, and online Dharma

talks.

➤ Happy Money: Encourages saving, respon-

sible spending, and a debt-free lifestyle:

ë Activities promoting cheap, everyday

commodities: çMarketplaceé.

ë Collaboration with financial institutions

to educate on responsible money

management.

➤ Happy Family: Promotes a close family with

strong relationships:

ë Encourages visiting employees who are

hospitalized, new mothers, and attend-

ing employee marriages and funerals.

ë Art contest for a scholarship from St.

Stephenûs International School.

ë Special lectures for pregnant women in

preparation for prenatal quality care

through to postnatal child development,

including nursing courses for new

mothers.

➤ Happy Society: To promote generosity to

the community: donations from employees

to communities surrounding metro routes.

Upon completion of these activities, BMCL

conducted an employee satisfaction survey. Most

employees were satisfied and wanted to continue

the projects.

For 2010, BMCL will carry on with the Happy

Workplace Project under these 8 categories, in order

to ensure and continuously enhance employee

happiness in the workplace, promote a good quality

of life, and to share future growth together with

Company.



Our ServicesQuality of Service

BMCL has clearly communicated and

demonstrated its Mission; the ongoing commitment

to providing mass transit services to the public, via a

safe, convenient, fast, reliable and punctual metro

system, which has been integrated to the operating

plan since the start of service in 2003. In 2009, our

performances according to each specific target are

as follows:

➤ Safety

BMCL set up its Safety Policy in 2007,

and developed the Safety Manual in 2009, in

order to define the scope of overall safety

management system and to develop, establish

and implement guidelines for all employees

at all levels. This includes operational system

safety, occupational health and safety,

working environment safety, as well as

security.

In 2009, BMCL experienced no fatal

accidents to its employees or to contractors.

The injury rate (IR), lost day rate (LDR) and

occupational disease rates (ODR) were all zero.

In addition to the station structures,

tunnels, and the fire prevention and extinguish-

ing systems, 62 walk-through metal detectors,

of Thailand funded by the Mass Railway

Transit Authority of Thailand (MRTA), were

installed at the entrance / exit points of all 18

stations. The fire prevention and extinguishing

systems all comply with the NFPA 130 Safety

Standard (National Fire Protection Association

- highest international standards in the design

of mass rail transit). And additional CCTV

cameras were installed in the security system

to increase the monitoring of passengers.

➤ Reliability

Operations affecting serviceability of

the metro system are determined by 2 factors:

Train Service Delivery Capacity, and Car

Kilometers between Incidents Causing a Delay

of More Than 5 Minutes to Service.

Train Service Delivery during 2006 - 2009

25492006

100.00%

99.00%

98.00%

97.00%

96.00%

95.00%25502007

25512008

25522009

99.87% 99.87% 99.73% 99.81%


➤ Service Punctuality

Service punctuality is determined by total train docking delays of not more than 5 minutes, with a

ratio of on-time journeys of 99.75 %.

In addition to service key performance indicators, after becoming a NOVA Group of Metro member,

BMCL also initiated the benchmarking of key performance indicators, in order to compare our performance

with other NOVA members in a variety of categories.

Car Kilometers between Incidents Causing a Delay > 5 Minutes to Service during 2006 - 2009

Train Punctuality (Delay within 5 Minutes) during 2006 - 2009

25492006

®”π«π°‘‚≈‡¡μ√°“√‡¥‘π√∂/Car Kilometer (x 1,000,000 °¡./km)

0.5

0.4

0.3

0.2

0.1

025502007

25512008

25522009

0.08 0.09 0.10.15

25492006

100.00%

99.00%

98.00%

97.00%25502007

25512008

25522009

99.92% 99.92% 99.97% 99.95%


Service Performance year 2009

Asset Utilisation

Customer Service

Safety

Train PunctualityTrain Reliability

Profitability

Traction Energy Consumed

Key Performance Indicators for 7 categories of

performance are:

ë Asset Utilization (Capacity Km / Route Km)

ë Customer Service (Passenger Journeys on time

/ Passenger Journey)

ë Safety (Total Fatalities / Billion Passenger

Journey)

ë Train Punctuality (Trains on Time / Total Trains)

ë Train Reliability (Car Km between Incidents)

ë Traction Energy Consumed (Traction Energy

Consumed / Passenger Journey)

ë Profitability (Total Commercial Revenue /

Operating Cost)

In 2009, BMCLû performances regarding

quality of service, safety and punctuality of metro

service was excellent, while reliability of service

and traction energy consumption were within the

standard criteria.

BMCL still has to increase our sources of

potential income, and to optimize existing

infrastructure. With total service coverage of only 20

kilometers, the mass transit network within the BMA

area is small compared to other NOVA members,

and passenger volume is also relatively tiny to

system capacity.

However, government plans to develop mass

transit are expected to be an important factor in

attracting more passengers. It is also an opportunity

for BMCL to be granted further concessions for metro

expansion. These positive factors should improve

profitability and optimization based on existing

infrastructure.


➤ Handling of the H1N1 2009 Influenza

Outbreak

The H1N1 influenza pandemic of 2009

resulted in huge economic damage and

human casualty globally. In Thailand, the

Bureau of Emerging Infectious Diseases,

Department of Disease Control, Ministry of

Public Health, reported on the situation,

educated the public through media campaigns,

and established emergency protocols along with

readiness plans for all hospitals.

As a provider of mass transit operations,

where large crowds gather and are therefore

exposed to the risks of infectious disease,

BMCL developed operational practices to

prevent and control communicable diseases.

These include educating employees on self

care and prevention, detection of virus

contamination in air conditioning systems,

and communication through public relations

campaigns. These practices also serve as

guidelines in preventing sickness within

company, where employee health could be

affected and thus hazardous to operations, and

will help protect all employees, contractors and

passengers.

BMCL took additional measures to

prevent the H1N1 2009 influenza, according

to Phase 5 of Pandemic Alert (of the World

Health Organization (WHO)), as follows:

ë Collaboration with Piyavate Hospital to

educate employees about the outbreak, and

to promote effective self care towards

prevention.

ë Supplying of sanitary masks to station

operators, deputy station controllers and

station controllers.

ë Supplying of sanitizers and sterilizers for all

18 stations.

ë Campaign to encourage passengers to wear

sanitary masks within the metro system, and

to rinse their hands to keep healthy and

virus-free.

ë Screening of illness employees, and

providing replacements when required.

ë Campaign encouraging employees to

follow good sanitary practices.

ë Weekly cleaning and sterilizing of frequently

touched surfaces; e.g. lift and escalator

handrails.

ë Weekly cleaning and sterilizing of train

interiors and air conditioning systems

before activating for service.

These disease prevention and control

measures were also communicated to the

contractors, food vendors, station shop

vendors and licensees so that they could

adhere to the same standards.


➤ Encouraging Passenger Feedback

BMCL is well aware that passengers

contribute to our growth and are the primary

stakeholders. In addition to the regular

channels through which the Company com-

municates with its passengers, that is, through

its service news, and information regarding

activities, routes, ticketing and system

conditions, BMCL also receives feedback

from passengers via 6 comfortable channels:

Customer Relations Center, electronic mail, at

[email protected], direct suggestions

to the station operator, suggestion boxes at

all stations, the Mass Rapid Transit Authority

of Thailand (MRTA), and Company employees.

BMCL has defined procedure for operating

practices in çEncouraging Passenger Feedbacké

as follows:

Complaint Management

Customer Relations Center shall receive

all complaints, via any channel, and then

forward them to the appropriate department

for further investigation of causes and facts,

and suggestions for preventive and corrective

measures. Results and suggestions will then

be sent back to Customer Relations Center

for further communication to the passenger.


In response to economic conditions, and

to reduce passenger burden accordingly,

BMCL cancelled the 30-day pass as of

November 30, 2009, and issued a 15-day

pass as substitution. This was announced,

both in the stations and on the Company

website. However, passengers questioned and

complained, even though BMCL had already

addressed these questions, and had already

communicated the reasons to passengers.

Most complaints were probably due to unclear

marketing communication. BMCL has already

informed the appropriate departments to

establish corrective measures.

Compliment Management

While complaints help us to improve

operations, compliments from passengers are

also forwarded to respective departments to

acknowledge deserving employees, to boost

morale, and to encourage performance

excellence.

The five most common compliments of

2009 were as follows:

(1) Assistance to passengers by station

operators

(2) Tracking and returning of lost items to

owners (Lost-and-Found)

(3) Courteous service provided with a smile,

as well as helpful suggestions when needed,

given by staff at stations

(4) Prompt notification and polite responses

from Customer Service Center personnel

(5) Encouragement of passengers to comply

with MRT regulations

➤ Customer Satisfaction

BMCL has been conducting customer

satisfaction surveys regarding MRT service

since 2005. Now in our 5th year of operation,

the graph below illustrates satisfaction survey

statistic results from the inaugural launch of

operations:

Customer satisfaction survey since 2005-2009

1009080706050403020100

§√—Èß∑’Ë 1/25481st/2005

§√—Èß∑’Ë 2/25482nd/2005

§√—Èß∑’Ë 1/25491st/2006

§«“¡

æ÷ßæÕ

„®/C

usto

mer

Sat

isfa

ctio

n (%

)

§√—Èß∑’Ë 2/25492nd/2006

§√—Èß∑’Ë 1/25501st/2007

§√—Èß∑’Ë 2/25502nd/2007

ªï 25512008

ªï 25522009

80 8085 85

9992 94.8

90 93.485 85

9288.7

61.7672.17

79.28


In 2009, a survey was conducted with the

questionnaire adjusted to NOVA guidelines; that is,

to compare satisfaction rates with expectations, in

order to set priorities towards improving overall

efficiency. The results showed an overall satisfaction

rate of 93.4%, higher than the target of 92.0%.

The overall and specific customer satisfaction

results were conducted by using 800 respondanth,

over 7 days, divided into the following 7 categories:

station operator, safety, fast, service reliability,

convenience, communication and information, and

overall services.

Corporate Social Responsibility ProjectsBMCL has conducted social and community

appreciativeness programs, where activities are

carried out for the benefit of those who have

encouraged and supported companyûs operations

since initiating. These patrons include regular

passengers, the disabled and the disadvantaged,

as well as underprivileged communities. On the

occasion of the BMCLûs 5th Anniversary celebration,

several additional community activities were conducted

in the areas of marketing promotion and community

support.

çReturn Card to Protect Environment and

Develop Sustainable Societyé Program

The çReturn Card to Protect Environment

and Develop Sustainable Societyé Program is the

campaign where MRT passengers are encouraged

to discard their expired One-day, 3-day, 15-day and

30-day passes in the donation boxes found at all 18

MRT stations. Each donated card is worth 10 baht.

The total amount will be matched in order to fund

social activities, including donations to appropriate

organizations or communities, and the hosting of

career promotion for residents of communities

surrounding MRT routes. This program has been

Customer satisfaction survey year 2009

§«“¡§“¥À«—ß/Expectation

§«“¡æ÷ßæÕ„®/Satisfaction

§«“¡§“¥À«—ß/Expectation

§«“¡æ÷ßæÕ„®/Satisfaction

96.1%96.1%

97.1%97.1%

96.8%96.8%

95%95%97.8%97.8%

94.2%94.2%

97.7%97.7%

93.4%93.4%93.5%93.5%

93.2%93.2%

90%90%

88%88%

93.3%93.3%

86.5%86.5%

§«“¡ª≈Õ¥¿—¬/Safety§«“¡ª≈Õ¥¿—¬/Safety

√«¥‡√Á«/‡™◊ËÕ∂◊Õ‰¥âFast/Reliability√«¥‡√Á«/‡™◊ËÕ∂◊Õ‰¥âFast/Reliability

§«“¡ –¥«°/Convenient§«“¡ –¥«°/Convenient

§«“¡ ∫“¬/Comfort

§«“¡ ∫“¬/Comfort

¢âÕ¡Ÿ≈¢à“« “√/Information

¢âÕ¡Ÿ≈¢à“« “√/Information

§«“¡æ÷ßæÕ„®/§«“¡§“¥À«—ß/Total Satisfaction/Total Expectation

§«“¡æ÷ßæÕ„®/§«“¡§“¥À«—ß/Total Satisfaction/Total Expectation

æπ—°ß“πª√–®” ∂“π’/Station Officeræπ—°ß“πª√–®” ∂“π’/Station Officer100100

9595

9090

8585

8080


conducted every month for over 2 years now, with

various donations to over 20 communities. In

2009, BMCL funded educational materials to 11

communities surrounding MRT routes.

1. Pre-school child development center, Wat

Klongtoey Nai, near Queen Sirikit National

Convention Centre station

2. Pre-school child development center, Railway

Construction Housing, near Bang Sue station

3. Pre-school chi ld development center ,

Chuaplueng Nok, near Lumphini station

4. Pre-school child development center, Ruamjai

Pibul 2, near Sutthisan station

5. Pre-school child development center, Tub Kaew,

near Phra Ram 9 station

Number of Projectûs returned card during 2007-2009

180170150150140130120110100

®”π«π∫—μ√‚¥¬ “√∑’Ë√—∫§◊π (x1,000 „∫)/Number of returned card (x1,000)

25502007

115.40

25512008

144.67

25522009

170.95

6. Pre-school child development center, Bueng

Phra Ram 9, near Phra Ram 9 station

7. Pre-school child development center, Bueng

Phra Ram 9, near Phra Ram 9 station

8. Pre-school child development center, Yen Arkart

2, near Queen Sirikit National Convention Centre

station

9. Pre-school child development center, Mu Ban

Plub Pla, near Phra Ram 9 station

10. Pre-school child development center, Ladprao

42, near Lat Phrao station

11. Pre-school child development center, Puk Dee,

near Chatuchak Park station

Returned cards from this activity are recycled to reduce resources required in the production of new

cards, and to lower the cost of electronic card disposal.

In 2009, 170,950 cards were returned, while 412,507 cards were sold, as compared to 41.44% recycling

ratio.


Amount of donation fund during 2007-2009

1,8001,7001,6001,5001,4001,3001,2001,1001,000

®”π«π‡ß‘π°Õß∑ÿπ (x1,000 ∫“∑)/Number of donation fund (x1,000 Baht)

25502007

1,153.95

25512008

1,446.69

25522009

1,709.50

While total cards sold and returned of the year 2009 are orderly 412,507 and 163,940 cards. These

cards would be visually and physically inspected to be further re-issuing thus will reduce new card and waste

producing.

Total amount and ratio of recycled card during 2007-2009

500,000450,000400,000350,000300,000250,000200,000150,000100,00050,000

0

100.0090.0080.0070.0060.0050.0040.0030.0020.0010.000.00

ª√‘¡“≥¢Õß∫—μ√‚¥¬ “√ („∫μàÕªï)Number of card (card per year)

ª√‘¡“≥¢Õß∫—μ√‚¥¬ “√∑’Ë®”Àπà“¬ („∫μàÕªï)Number of card (card per year)

—¥ à«π¢Õß∫—μ√‚¥¬ “√∑’Ëπ”¡“„™â´È” (%)Recycled card usage ratio (%)

25502007

25512008

46.64%39.74%

427,437

25522009

412,507

ª√‘¡“≥¢Õß∫—μ√‚¥¬ “√∑’Ëπ”°≈—∫¡“„™â„À¡à („∫μàÕªï)Number of recycled card usage(card per year)

—¥ à«π¢Õß∫—μ√‚¥¬ “√∑’Ëπ”¡“„™â´È” (%)Recycled card usage ratio (%)

96,885

20.51%

472,353

163,940199,340


Ô Prize Winning Activity for the Card Return

Program

As year 2009 was the 5th anniversary of

MRT service. BMCL hosted special promotional

activities for passengers who had the One-

day, 3-day and 30-day passes, offering prizes

of 80, 30-day passes from the çReturn Card

to Protect Environment and Develop

Sustainable Societyé program, with a monthly

draw of 10 prizes. This event additionally

offered 275, prizes of 30-day passes and the

promotion of 5-month free rides.

Ô Career Building and Income Generating for

Surrounding Communities

BMCL has planned community devel-

opment systematically, starting with donations

to pre-school child development centers to

enhance education and future career potential.

This is an opportunity to generate funds for

communities in support of brighter futures

for our children, a good quality of life for all

sectors of society, and continuous grow with

security and sustainability. To effect better

occupational education at individual level,

BMCL collaborated with appropriate govern-

ment and/or private institutions to provide for

proper training instructors. Training events were

held once per quarter, for a total of 4 times in

2009, with each session having approximately

15 - 20 career trainees. Training for each course

is based primarily on the needs of the

surrounding communities.

Ô çShare2Childé Activities

Permanent infrastructures were built as

public interests for communities surrounding

MRT routes. BMCL, in collaboration with the

District Office, visited the sites to study and

confirm survey requirements with community

leaders and members. The pre-school child

development center at Tub Kaew was chosen

by consensus as the beneficiary. Throughout

2009, the Centerûs building was damaged by

storms, causing several leakages inside.

Learning materials as well as playing stuffs

were also lacking. Hence, BMCL funded

improvements and repairs of the damaged

roof, and also constructed an MRT Playground

Station.


Encouraging of Using MetroSince the metro system is a mass transit

system that transports a vast number of people

without any pollution to the environment, BMCL held

various events promoting usage of the metro system

for oneûs commuting needs. The promotion included

route information, activities and events, tourist

attractions along the routes, and a campaign

supporting the metro system to replace personal

car use.

Ô Car Free Sunday Campaign: Stop car

usage, build physical stamina, use public

transportation once in 7 days, for you, for

us and for the world

This campaign was hosted by the Thai

Environmental Corporation Foundation and Thai

Health Promotion Foundation (ThaiHealth), on

the occasion of Car-Free day. Representatives

from both the Mass Rapid Transport Authority

of Thailand (MRTA), and BMCL, along with

musical artists, joined the MRT caravan from

Lat Phrao Station to Si Lom Station, which

then joined the bigger caravan at the King

Rama VI Monument at Lumpini Park; then take

bicycles and public transportation to Paragon

Park at the Siam Paragon Shopping Complex.

The MRT caravan also took this opportunity to

promote and distribute introductory brochures

outlining the benefits of public transportation,

which was received with interest from MRT

commuters as well as the general public.

The Car-Free Day Campaign is held

on September 22 every year to promote

awareness of the global warming crisis, and

participation in the reduction of our carbon

footprints, by reducing personal car use and

increasing use of public transportation,

bicycles and walking. Cooperation for this

campaign was sought from partners and

various organizations.

Ô Celebration of Motherûs Day 2009 with

MRT: The Mass Rapid Transport Authority of

Thailand (MRTA) and BMCL co-hosted special

activities throughout August in celebration of

the 77th Birthday Anniversary of Her Majesty

the Queen, August 12, 2009, which is also the

çNational Mothers Dayé of Thailand, an event

to honor Queen Sirikit and thank MRT passen-

gers, as well as promoting and strengthening

family relationships. Details are as follows:

1. çHonor Your Mother and Care for Your Eyes

with MRTé, an activity in cooperation with

Ratnin-Gimbel LASIK Center, who set up a

booth for eye checkups, eye care informa-

tion, with many free gifts, at the Queen Sirikit

National Convention Centre Station.

2. The Royal Glorification Exhibition of çMother

of the Nation and the Underground Railway

in Thailandé, with an exhibition of Her Royal

Portraits, invited MRT passengers and the

general public to offer blessings to Her

Majesty the Queen at the Queen Sirikit

National Convention Centre Station.


Public Relation Activities for the Metro ServiceFrom the first day of operations, BMCL has been undertaking activities to raise public awareness and

understanding of the metro system through various channels of communication, both one-way and two-way,

to urge more people to commute on the MRT as a means to save the nationûs energy.

The primary channel of communication since the past was limited to the BMCLûs website. In 2009, we

thus created new opportunities for television media to broadcast in MRT stations, which help promote public

transportation, albeit in a broader context. Programs included çFrog Out of Frameé, çCraving to Talké etc.

In addition to public media, our station operator also invited passengers on a safety of MRT riding,

by educating and distributing public media. This activity also included prize contests to promote knowledge

and understanding of safely riding on the MRT, with a corresponding reduction of accident risk.

3. Waiver of MRT fares for mothers on August

12, 2009, when mother and child ride

together.

In addition to the above activities, BMCL

also gave away quality health and entertain-

ment vouchers from our business partners, as

follows:

ë 2,000 baht discount vouchers for treatment

at the Ratnin-Gimbel LASIK Center (for both

eyes), by presenting any MRT ticket at the

Phetchaburi Station.

ë Special privileges for all moms from the

Traditional Thai Puppet Theater (Joe Louis);

free tickets to performances were available

by presenting any MRT ticket at the

Lumphini Station.

Ô Free MRT Rides for the Disabled: From March

1, 2009 onwards, any disabled person may

present his Disabled Person ID Card at the

departing station (issued by Office of Welfare

Promotion, Protection and Empowerment of

Vulnerable Groups (OPP)), Ministry of Social

Development and Human Security, to receive

his free ride pass. This program facilitates

disabled personsû access to the mass trans-

portation system.


Glossary

Company Bangkok Metro Public Company Limited (BMCL), a public company whichis the metro operator of Chaloem Ratchamongkhon Line under concessionagreement with the Mass Rapid Transit Authority of Thailand (MRTA)

Thailand Quality Award (TQA) Management achievement award rewarded for excellent organization whichbased on The Malcom Baldrige National Quality Award (MBNQA) of America

Commercial Development Other BMCL channel of gain revenue from subsidiaries; retail space rental,Revenue media advertisement in metro system, telecommunication system

equipment service and maintenanceGlobal Reporting Initiatives Version 3.0 International guideline for Sustainability Report arrangement(GRI) that covered three aspect of sustainable development concept: economic,

social and environmentNOVA Group of Metro Community of metros is a program of international railway benchmarking,

comprising a consortium of fourteen small and medium-sized metrosystems from around the world.

The International Association Group of public and private metro operators gathering for metro dataof Public Transport (UITP) exchangePassenger Fatality Deaths due to events recorded as occurring on metro property or trains

operated, owned or maintained by the metro or due to metro operations onthe network operated by the metro or due to employee action happenedduring operation including any death of passenger, employee, contractorand others (excluding any harm happened outside the metro system)

Passenger Journey on Time Percentage of passenger journeys where the passenger are not subject toa delay greater than 5 minutes. Calculated applying formula: [(passengerjourneys - passenger journeys affected by at least 5 minutes delay) /passenger journeys] x 100%. Calculated separate by each daily peakperiod and then calculating the mean of monthly and yearly respectively

Passenger Journey All passengers recorded as traveling from origin to destinationTrain Punctuality Percentage of trains arrived platform which is not delayed greater than X

minutes. Calculated applying formula: [(actual trains arrive platform - trainsarrive platform delayed by at least x minutes) / actual trains arrive platform]x 100% where çxé = 2 or 5 minutes. Calculated monthly over operatingperiod and then calculating the mean thereof

Train Reliability Calculated as car-km per incident applying formula: (actual revenue car-kmin month/total number of incidents with trains delayed by at least 5 minutesin month). Calculated monthly over operating period and then calculatingthe mean thereof


Train Service Delivery Calculated as percentage applying formula: (actual train trips in a month)

/(scheduled train trips in a month) x 100%. Calculated monthly over

operating period and then calculating the mean thereof

Hazardous Waste Waste that poses substantial or potential threats to public health or the

environment and generally exhibits one or more of these characteristics:

Ignitable Substance, Corrosive Substance, Reactive substances and Toxic

substances

Lost Time Injury Severing Loos Hours x 1,000,000

Rate (LTISR) Total Worked Hours

Injury Frequency Rate (IFR) Total No. of Accident x 1,000,000

as NOVA Guideline Total Worked Hours

Total No. of Accident = Accident quantity effecting to employee injuries and

one round working time excluding accident happened during traveling on

work

Operation Measurement as NOVA Guideline

Asset Utilization Capacity Km / Route Km

Customer service Passenger Journey on time / Passenger Journeys

Safety Total Fatalities / Billion Passenger Journeys

Train Punctuality Trains on Time / Total Train

Reliability Car Kilometers between Incidents Causing a Delay > 5 Minutes to Service

Traction Energy Consumed Traction energy Consumed / Passenger Journey

Profitability Total Commercial Revenue / Operating Cost


GRI CONTENT INDEXGRI: Performance Indicator

Economic Performance Indicator Page No.

Aspect 1: Economic Performance

EC1 Direct economic value generated and distribute, including revenues, operating costs,

employee compensation, donations and other community investments, retained earning

and payments to capital providers and governments

EC2 Financial implications and other risks and opportunities for the organizationûs activities

due to climate change

EC3 Coverage of the organizationûs defined benefit plan obligations

EC4 Significant financial assistance received from government

Aspect 2 : Market Presence

EC5 Range of ratios of standard entry level wage compared to local minimum wage at

significant locations of operation

EC6 Policy, practices and proportion of spending on locally-based suppliers at significant

locations of operation

EC7 Procedures for local hiring and proportion of senior management hired from the local

community at locations of significant operations

Aspect 3 : Indirect Economic Impact

EC8 Development and impact of infrastructure investments and services provides primarily

for public benefit through commercial, in-kind, or pro bono engagement

EC9 Understanding and describing significant indirect economics impacts, including the

extent of impacts

Environmental Performance Indicator Page No.

Aspect 1 : Materials

EN 1 Materials used by weight or volume

EN 2 Percentage of materials used that are recycled input materials

Aspect 2 : Energy

EN 3 Direct energy consumption by primary energy source

EN 4 Indirect energy consumption by primary source

EN 5 Energy saved due to conservation and efficiency improvements

EN 6 Initiatives to provide energy-efficient or renewable energy based products and services,

and reductions in energy requirements as a result of these initiatives

EN 7 Initiatives to reduce indirect energy consumption and reductions achieved

Aspect 3 : Water

EN 8 Total water withdrawal by source

EN 9 Water sources significantly affected by withdrawal of water

EN 10 Percentages and total volume of water recycled and reused

21

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

25N/A2623

N/A

26N/A27


Environmental Performance Indicator Page No.

Aspect 4 : Biodiversity

EN 11 Location and size of land owned, leased, managed in, or adjacent to, protected areasand areas of high biodiversity value outside protected areas

EN 12 Description of significant impacts of activities, products, and service on biodiversity inprotected areas and areas of high biodiversity value-outside protected areas

EN 13 Habitats protected or restoredEN 14 Strategic, current actions, and future plans for managing impacts on biodiversityEN 15 Number of IUCN Red List species and national conservation list species with habitats in

areas affected by operations, by levels of extinction risk

Aspect 5 : Emissions, Effluents and Wastes

EN 16 Total direct and indirect greenhouse gas emissions by weightEN 17 Other relevant indirect greenhouse gas emission by weightEN 18 Initiatives to reduce greenhouse gas emissions and reductions achievedEN 19 Emissions of ozone-depleting substances by weightEN 20 NO, SO, and other significant air emissions by type and weightEN 21 Total water discharge by quality and destinationEN 22 Total weight of waste by type and disposal methodEN 23 Total number and volume of significant spillsEN 24 Weight of transported, imported, exported, or treated waste deemed hazardous under

the terms of the Basel Convention Annex I, II, III and VIII, and percentage of transportedwaste shipped internationally

EN 25 Identity, size, protected status, and biodiversity value of water bodies and relatedhabitats significantly affected by the reporting organizationûs discharges of water andrunoff

Aspect 6 : Products and Services

EN 26 Initiatives to mitigate environmental impacts of products and services, and extent ofimpact mitigation

EN 27 Percentage of products sold and their packaging materials that are reclaimed bycategory

Aspect 7 : Compliance

EN 28 Monetary value of significant fines and total number of non-monetary sanctions fornon-compliance with environmental laws and regulations

Aspect 8 : Transport

EN 29 Significant environmental impacts of transporting products and other goods andmaterials used for the organizationûs operations, and transporting members of theworkforce

Aspect 9 : OverallEN 30 Total environmental protection expenditures and investments by type

N/A

N/A

N/AN/AN/A

25N/AN/AN/AN/A26

27, 29N/AN/A

N/A

27

N/A

N/A

N/A

N/A


Social Performance Indicator Page No.

1) Labor Practises and Decent Work Performance Indicator

Aspect 1 : Employment

LA 1 Total workforce by employment type, employment contract, and region

LA 2 Total number and rate of employee turnover by age group, gender, and region

LA 3 Benefits provided to full-time employees that are not provided to temporary or part-time

employee, by major operations

Aspect 2 : Labor/Management Relations

LA 4 Percentage of employees covered by collective bargaining agreements

LA 5 Minimum notice period(s) regarding operational changes, including whether it is

specified in collective agreements

Aspect 3 : Occupational Health and Safety

LA 6 Percentage of total workforce represented in formal joint management-worker health

an safety committees that help monitor and advise on occupational heath and safety

programs

LA 7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of

work-related fatalities by region

LA 8 Education, training, counseling, prevention, and risk-control programs in the place to

assist workforce members, their families, or community members regarding serious

diseases

LA 9 Health and safety topics covered in formal agreements with trade unions

Aspect 4 : Training and Education

LA 10 Average hours of training per year per employee by employee category

LA 11 Programs for skills management and lifelong learning that support the continued

employability of employees and assist them in managing career endings

LA 12 Percentage of employees receiving regular performance and career development

reviews

Aspect 5 : Diversity and Equal Opportunity

LA 13 Composition of governance bodies and breakdown of employees per category

according to gender, age group, minority group membership, and other indicators of

diversity

LA 14 Ratio of basis salary of men to women by employee category

2) Human Rights Performance Indicators

Aspect 1 : Investment and Procurement Practices

HR 1 Percentage and total number of significant investment agreements that include

human rights clauses or that have undergone human rights screening

31

31, 36

N/A

N/AN/A

33

33, 38

41

N/A

3332, 35

N/A

31

N/A

N/A



HR 2 Percentage of significant suppliers and contractors that have undergone screening

on human rights and actions taken

HR 3 Total hours of employee training on policies and procedures concerning aspects of

human rights that are relevant to operations, including the percentage of employees

trained

Aspect 2 : Non-Discrimination

HR 4 Total number of incidents of discrimination and actions taken

Aspect 3 : Freedom of Association and Collective Bargaining

HR 5 Operations identified in which the right to exercise freedom of association and collective

bargaining may be at significant risks, and actions taken to support these rights

Aspect 4 : Child Labor

HR 6 Operations identified as having significant risk for incidents of child labor, and measures

taken to contribute to the elimination of child labor

Aspect 5 : Forced and Compulsory Labor

HR 7 Operations identified as having significant risk for incidents of forced or compulsory

labor, and measures to contribute to the elimination of forced or compulsory labor

Aspect 6 : Security Practices

HR 8 Percentage of security personnel trained in the organization policies or procedures

concerning aspects of human rights that are relevant to operations

Aspect 7 : Indigenous Rights

HR 9 Total number of incidents of violations involving rights of indigenous people and actions

taken

3) Society Performance Indicators

Aspect 1 : Community

SO1 Nature, scope, and effectiveness of any programs and practices that assess and manage

the impacts of operations on communities, including entering, operating, and exiting

Aspect 2 : Corruption

SO 2 Percentage and total number of business units analyzed for risks related to corruption

SO 3 Percentage of employees trained in organizationûs anti-corruption policies and

procedures

SO 4 Actions taken in response to incidents of corruption

Aspect 3 : Public Policy

SO 5 Public policy positions and participation in public policy development and lobbying

SO 6 Total value of financial and in-kind contributions to political parties, politicians, and

related institution by country

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

23

N/AN/A

12

N/A

N/A



Aspect 4 : Anti-competitive Behavior

SO 7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly

practices and their outcomes


SO 8 Monetary value of significant fines and total number of non-monetary sanctions for

non-compliance with laws and regulations

4) Product Responsibility Performance Indicators

Aspect 1: Customer Health and Safety

PR 1 Life cycle stage in which health and safety impacts of products and services are

assessed for improvement, and percentage of significant products and services

categories subject to such procedures

PR 2 Total number of incidents of non-compliance with regulations and voluntary codes

concerning health and safety impacts of products and services during their life cycle, by

type of outcomes

Aspect 2 : Product and Service Labeling

PR 3 Type of product and service information required by procedures, and percentage of

significant products and services subject to such information requirements


concerning product and service information and labeling, by type of outcomes

PR 5 Practices related to customer satisfaction, including results of surveys measuring

customer satisfaction

Aspect 3 : Marketing Communications

PR 6 Programs for adherence to laws, standards, and voluntary codes related to marketing

communications, including advertising, promotion, and sponsorship


concerning marketing communications, including advertising, promotion, and sponship

by type of outcomes

Aspect 4 : Customer Privacy

PR 8 Total number of substantiated compliants regarding breaches of customer privacy and

losses of customer data


PR 9 Monetary value of significant fines non-compliance with laws and regulations concerning

the provision and use of products and services

N/A

12

N/A

N/A

42

43

42-44

N/A

43

N/A

N/A

BMCL: Sustainabilily Report 2009 ENG

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