Annual Report 2011

2 Annual Report 2011 L.P.N. Development Public Company Limited

3
Table of Content
Chapter 1 : Sustainable Development
Chapter 2 :
LPN and Theory of Sustainability
Chapter 3 :
Sustainability of Vibrant Community
Chapter 4 : Achieving Sustainability
Through Experiences
Chapter 5 : Making Next Steps
Towards Sustainability
• Achieving Sustainable Growth
• LPN Values
• Operating the Business in accordance with
the Sufficiency Economy Principles
• Message from the Chairman
• Report on Responsibility of the Board of
Directors on Financial Reports
• Theory of Sustainability
• LPN and Economic Sustainability
• LPN and Social Sustainability
• LPN and Environmental Sustainability
• Social Enterprise
• 70 Quality Projects in the “Vibrant Community”
• Development of Condominium, Brand
and Vibrant Community
• Management of “Lumpini” Logo and Brand
• Research and Development
• Innovation Development
• Suam Ruam Jai
• Community Activities for Better Quality of Life
• LPN and the Flood Crisis
• Company History
• Awards
• Organization Structure
• Board of Directors
• Investment
• Real Estate Situation in 2011
and Competitive Environment
• Risk Factors
• Direction of the Company’s Operation in 2012
4
6
10
12
16
18
20
22
24
30
40
56
58
60
64
66
69
72
74
76
78
80
82
88
90
92
102
112
114
118
122
Chapter 6 : Adhering to
Good Corporate Governance
Chapter 7 : Financial Reports
Chapter 8 : Appendix
• Audit Committee Report 2011
• Risk Management Committee Report
• Nomination and Remuneration Committee
Report
• Changes to the Management Structure
• Management Structure
• Code of Business Conducts
• Internal Control
• Anti-Corruption Policy
• Connected Transactions
• Legal Disputes
• Explanations and Analysis of the Management
• Accounting Policy
• Certified Public Accountant Report
and Statements of Financial Status
• Remuneration for Auditor
• General Information
• Business Operation of Each Product Line
• Project Details
• Assets Used in Business Operation
• Company’s Loan
• Address of Projects
• Location of Projects
124
126
128
130
132
136
167
173
175
176
183
184
186
190
194
233
234
236
238
246
253
256
257
260

5
Sustainable Development
Create and Deliver Integrated Values to Customers
for Sustainable Growth and Development

Achieving Sustainable Growth

7
The vision of the Company has been revised every three years
in order for the Company to achieve sustainable growth targets
by taking into account the balance of both quantitative and
qualitative rewards for all stakeholders as well as social and
environmental responsibilities. The operation of the Company
is in accordance with the principles of good governance, ethics
and integrity. A mission statement will be developed annually to
reflect the changing environments. The organization is driven
by the core competencies of the employees which derived from
the experiences during the difficult time of the economic crisis
in 1997. At present, the Company has developed the said core
competencies into a corporate value of the organization which
is embedded in the mind of the employees of all levels.
2002 – 2004 Vision

To become the market leader in the residential condominium
for middle to lower-middle target segment.
2008 – 2010 Vision

To commit to maintain the leadership in the residential
condominium development market by creating an integrated
value to develop suitable quality of life and ensure satisfaction
of the residents in the communities while also sustaining
a reward for shareholders and stakeholders under
good corporate governance principle.
2005 – 2007 Vision

To maintain leadership in the market while enhancing
the efficiency by developing residential condominiums in
an integrated manner for the creation of high quality communities.
2011 – 2013 Vision

To become the leader in the development of
urban residence by creating and delivering integrated
values to all stakeholders in order to achieve
the development and sustainable growth.

9
Mission 2012

Shareholders :
Provide appropriate return for sustainable growth under good
corporate governance principles.
Customers and Residents :
Develop and deliver products and services and maintain its
value to foster a bond under the “care and share” culture in
order to be the “Vibrant Community”
Social and Environment :
Promote and participate in raising awareness about social and
environmental responsibilities in all sectors to
entail sustainable development.
Business Alliances :

Create unity under the “care and share” culture and ensure
continuous collaboration for appropriate returns and growth.
Employees :

Enhance quality of life, knowledge, competency and integrity
for the happiness and stability under the “care and share”
culture in order to be the “Value Organisation.”

LPN Values
LPN Values are the business values that all segments of the Company adhere to. The values have been developed from the
core competencies within the organization aiming to drive the Company forward to achieve the targets of all departments and
entail sustainable growth.
From CLASSIC to LPN Value
C - Collaboration
Meaning : The collaborative operation for the achievement of
the main goal of the Company via useful information sharing.
“Collaboration to One LPN”
The sense of collaboration from all employees of all levels in the
Company and subsidiary companies will lead to the unity of the
organization (One LPN).
A - Alliance
Meaning : The way of treating long-time and trustworthy business
alliances with the willingness to collaborate and develop the
work as if being in the same organization for the achievement
of a common goal.
“Alliance to LPN Team”
The Company has been treating the business alliances as our
own employees who are trustworthy and loyal to the Company
as well as committed to move together towards a stable and
sustainable future.L - Lateral Thinking
Meaning : The research, development and change of the
strategy and direction of the operation or new process with an
aim to add value to the products and services.
“Lateral Thinking to Dynamic”
At present, the situation of the real estate business is fiercely
competitive and constantly changing. The lateral thinking of
employeeswillpromotethedynamicandflexibilityintheoperation
so as to respond to the operational strategy of the Company
which is adjustable and flexible.
S - Speed
Meaning : The management of and responsibilities towards
difficulties at work both in terms of output and services. The
services must be speedy while the quality of the output is also
being taken into consideration.

11
S - Service Minded
Meaning : The care for all groups of customers at all time with
the willingness and enthusiasm to add value on all sides to the
services.
“Service Minded & Speed to
Customer Centric”
The real estate business does not only sell the product itself but
the services that come with the product as well. The Company
has developed the idea of providing the services which are in
accordance with the needs of the customers. It is believed that
great services should not be provided only before the delivery
of quality products to customers but also after they move in.
That is why the Company emphasizes the “Vibrant Community”
concept which gives importance to all dimensions of services to
all groups of customers.
C - Cost with Quality
Meaning : The project management which focuses on the
reduction of direct costs and hidden costs as well as the
reduction of extra expenses in all departments without affecting
the planned target and quality.
“Cost with Quality to Cost Leadership”
The costs and expenses management is one of the strengths of
the Company, especially in terms of product cost management
which is the strategy responding to the needs of the customers
in the middle-lower middle target group to buy property at the
affordable price. The success of the Company in such market
is the result of the effective cost management together with
product quality control.
I - Integrity
Meaning : The action towards the organization and related
parties which is responsible, honest, transparent and ethical at
all times.
“Integrity to Corporate Governance”
In the competitive business world, good corporate governance
is key to the operation of the organization especially a public
organization as it reinforces transparency, honesty as well as
fairness of the operation. The Company has played a critical
role in fostering effective business integrity in the workplace and
all employees. The operation of the Company has always been
based on good corporate governance principles.

Operating the Business in accordance
with the Sufficiency Economy Principles

13
The business operation of the Company has been conducted
in accordance with the sufficiency economy principles (three
values, two conditions) as follows :
3 Values
2 Conditions
1. Modesty

•Achieveappropriategrowthratewiththefocusonthedevelopment
of internal personnel.
• Create sufficient profit from business operation by not exploiting
or taking advantage of customers or society.
•Considertheimpactsofthebusinessoperationinalldimensions.
1. Knowledge

Strive to be a learning organization and encourage knowledge
sharing.
2. Reasonableness

• Develop residences for the middle to lower-middle target group.
• Focus on the quality of life of the residents with the “Vibrant
Community” concept.
• Create a balance of benefits of all stakeholders involved.
2. Integrity

Emphasize “integrity” as one of the significant values of the
organization which is the basis of good corporate governance.
The Company has always been conducting its business operation
basedonintegrity,enablingtheCompanytoachieveitsobjectives
and acceptance from customers and other stakeholders.
3. Building Immunity

• Emphasize human resources development.
• Establish strategies that are suitable for all economic situations.
In 2011, the Company has taken sustainable development
into consideration and has been operating the business
following the principles of sufficiency economy as follows:

Operating the Business in accordance with
the Sufficiency Economy Principles 2012
1. Organization Management
2. Human Resources Management
3. Balancing the Benefits for Stakeholders
Create sufficient profit from business operation by not
exploiting or taking advantage of customers, trade
partners or competitors.
Establish a flexible operational strategy to be adaptable
to changes in economic situations and regularly monitor
and evaluate the situations which may have possible
impacts on the business of the Company.
Specify appropriate remuneration and welfare in accor-
dancewiththeefficiencyandeffectivenessofanemployee.
Focusonwork-lifebalance.
Continuouslymaintainanddeveloppersonnel.
Strive to be a “learning organization” and encourage
knowledge sharing.
Appropriatelyselectandplanasuccessionplan.
Appropriately allocate benefits to all stakeholders i.e.
shareholders, employees, customers and trade partners.
Take responsibilities towards the society and environment
which are affected by the development of the projects
of the Company from the design to the construction
process(dust,noise),especiallyintermsofthequality of
life in the community after the handover of the project
(“Vibrant Community”) and establish a reasonable
budget to manage the community.
Establish a budget for environmental restoration and
Green Building to realize LPN Green concept in the
development of projects.
•
•
•
•
•
•
•
4. Innovation Development
5. Efficient Use of Resources
6. Product Technology and Service Development
7. Gradual Expansion and Growth
8. Risk Management
Identify “Dynamic”asoneofthevaluesoftheorganization
which will entail the regular development of new
innovations.
Promotethedevelopmentofnewinnovationsbyorganizing
annual innovation contest to encourage the employees
to come up with new innovations in their line of work.
Establish an operational policy focusing on cost and
expensemanagement.ThetargetgroupoftheCompany
is those who are in the middle to lower-middle income
range, therefore, it is very important to be aware of the
costs and expenses which may affect the selling price.
Controltheuseofresourcestoensurehighestefficiency in
all processes from design, construction and community
management.
Adoptnewtechnologyintheglobalizationworldtodevelop
thevaluesofproductsandservicesandestablishaflexible
operationalplantowelcomenewtechnologies.
During the past ten years, the growth of the turnover of
the Company is regular and gradual regardless of the
economic situation as the Company has been aiming
to achieve growth together with all stakeholders such as
employees and long-time business alliances.
The Risk Management Committee of the Company
which comprises all executive directors and managing
directors involving in the operation of the Company has
established a risk management strategy and constantly
monitor and analyze the result of the management,
enabling the Company to adapt the strategy to respond
to changing situations.
•
•
•
•
•
•
•
•
•
•

15
C L A S S I C
9. Sharing
10. Creating Culture and Values
Raise awareness of sharing in all dimensions, especially
in the communities managed by the Company to create
happiness from care and share culture.
The Company believes that the most essential sharing
is knowledge sharing in all sectors concerned e.g.
employees, customers and business alliances to
increase the efficiency and raise awareness of sharing
to the society at large.
Identify C-L-A-S-S-I-C as the core competency as
well as corporate values which are the culture of the
organizationthatalldepartmentsandbusinessalliances
adhere to.
•
•
•
C - Collaboration
L - Lateral Thinking
A - Alliance
S - Speed
S - Service Minded
I - Integrity
C - Cost with Quality

Message from the Chairman
“Our success through the previous years is the evidence
of the collaboration between the employees and our business
alliances under “LPN Team” concept. The committee and joint
owners of various communities also support the Company in
creating a “Vibrant Community” for more than 50,000 families
in “Lumpini” society to enjoy living in a quality “home”
and environment amidst the atmosphere of care and share.”

17
Dear Shareholders,
2011 is another year that the Company is able to achieve the
target profits and growth both in terms of quality and quantity.
Despite national and international risk factors i.e. the flood crisis
and the economic downfall in Europe, LPN has not at all been
affected by such unfortunate events, owing to the reasonable
business operation based on sufficiency economy principles,
good corporate governance and sustainable development prin-
ciples. The vision of the Company is to deliver the first “home”
to the customers in parallel with creating a good quality of life to
all residents in the Lumpini family.
All through the years, the Company has been giving much im-
portance to the business operation under the good corporate
governance principles. The “Excellent Good Corporate Gover-
nance” award the Company received from Securities Exchange
Commission (SEC) and Thai Institute of Director (IOD) is like
the promise to all stakeholders that the Company would adhere
to good corporate governance principles in our business opera-
tion always.
Moreover, of all 499 listed companies in the Stock Exchange
of Thailand, the Company has been selected as one of the five
most innovative companies in the Non-Service category (Thai-
land’s Most Innovative Companies 2011: In Search of Sustain-
able Innovation) by the Faculty of Commerce and Accounting,
Chulalongkorn University and Bangkok Business Newspaper.
The award is the proof of our intention to develop the product to
answer to the needs and lifestyle of city dwellers by enhancing
a good quality of life to all members of the “Lumpini” family.
The flood crisis from September to December in the previous
year has caused serious damages all over the country, espe-
ciallytorealestateprojectsintheperipheralareaofBangkokas
well as many projects of the Company. In time of crisis, every-
one in the Lumpini family had demonstrated their cooperation,
commitment and responsibility towards the communities. A pre-
paredness strategy had been identified and allowed the projects
oftheCompanytosufferonlyminimaldamages. Thishasbeen
accepted and praised by many Juristic Persons Committees
and joint owners. Also, the Company took full responsibilities in
restoring the residences of our employees. It is believed that the
floodcrisishasstrengthenedthetrustin “Lumpini”brandamong
the customers and employees.
Our success through the previous years is the evidence of the
collaboration between the employees and our business alli-
ances under “LPN Team” concept. The committee and joint
owners of various communities also support the Company in
creating a “Vibrant Community” for more than 50,000 families
in “Lumpini” society to enjoy living in a quality “home” and envi-
ronment amidst the atmosphere of care and share. At the same
time, we have never forgotten to create a good quality of life in
neighboring communities, society and environment.
On behalf of the Board of Directors, I would like to express
my gratitude to our executives, employees and business alli-
ances for their commitment and trust as well as to sharehold-
ers and valuable customers for referrals they have made. I am
alsogratefulforthesupportfromthefinancialinstitutions,media
and government and private agencies, all of which are of very
importance in reinforcing the Company’s success under good
corporate governance to generate growth for all stakeholders in
a sustainable manner.

Pakorn Thavisin
Chairman of the Board of Directors

The Board of Directors is responsible for the consolidated financial statements of L.P.N. Development public Co., Ltd. and subsidiary
companies as well as financial information appearing in Form 56-1 and the Annual Report. The said financial statements have
been prepared in accordance with generally accepted accounting standards by applying appropriate accounting policy which has
been practiced regularly and with careful discretion and best estimation. Important information is also adequately disclosed in
the notes to the financial statements.
The Board of Directors is aware of the accuracy and transparency of the financial statements. There are appropriate and efficient
internal control systems, adequate disclosure of important information in the notes to the financial statements as well as explanations
and analysis so as to ensure the accuracy and completion of the record of the accounting information for the highest benefit of
the shareholders and investors in using the financial statements.
With regard to this matter, the Board of Directors has appointed an Audit Committee which comprises four Independent Directors,
three of whom have the knowledge and experiences in accounting and finance, to review the accounting policy and the quality
of the financial report and the internal control system. The comments of the Audit Committee on this matter appear in the Audit
Committee’s report which is shown in Form 56-1 and in the Annual Report.
TheBoardofDirectorsopinesthattheoverallinternalcontrolsystemofthecompanyisatthesatisfactorylevelandabletoreasonably
build confidence on the reliability of the financial statements of the company and subsidiary companies as of 31 December 2011.
Report on Responsibility of the Board of Directors
on Financial Reports

Pakorn Thavisin
Chairman of the Board of Directors

21
LPN and Theory of Sustainability
Promote and involve in awareness-raising for social
and environmental responsibilities to all sectors.

Theory of Sustainability
In the current economic situation with fierce competition, business operators
usually emphasize only on short-term profits of the company. When a crisis
occurs, the majority of such businesses fail to survive because they are not
operated in a sustainable manner. The Theory of Sustainability has thus been
established to enhance the stability of the business operation. Most importantly,
in order to achieve stability during an economic crisis, the business should be
operated based on the principles that the company should not only seek profit
but also concerns for the impacts of the operation on the “society” and the use
of resources for the benefit of the “society.” At the same time, the “society”
must be careful not to consume too much of the natural resources that the
“environment” suffers a loss of balance. It could be concluded that the goal of
the business operation is to achieve the steady growth of the company while
applying best practices for sustainable development by keeping the balance of
all the three elements (profit, people and planet). The profit must be generated
following the real supply of the market, not by taking advantage of customers
or competitors. Moreover, the business must be responsible for the stakeholders
and do not cause any negative impacts on the society and environment.

23
The Company has applied the principles of sustainable development in its operation by creating the balance of the three elements of
the business operation (Triple Bottom Line) as follows:
It is evident that the Company has always applied the principles of sustainability in the business operation as shown in the business
plan with the vision to emphasize not only the profits of the operation but the qualitative efficiency as well.
Profit
TheobjectiveoftheCompanyistogainadequateandregularprofitsfromtheoperationonthebasis
of the consideration for profit-sharing to all stakeholders i.e. shareholders, employees, customers,
trade partners as well as the society and environment. For example, the price of the products of the
Company will be around 10% lower than the market price so as to be beneficial to the customers.
People
The Company has always realized that the success of the business will depend most importantly
on the efficiency of the employees. The Company has committed to develop its employees
especially in terms of the awareness on ethics by regularly organizing trainings and workshops.
The importance is not only given to internal personnel of the Company but also those who are
involved with the business of the Company including the customers or joint owners residing in
the projects of the Company.
Planet
In this context, “planet” refers to the society and environment. The operation of the Company
as a real estate developer has impacts on the society and environment on various aspects.
The Company, therefore, focuses on reducing the impacts of the development of the project
and developing a good society within the project for the residents. These have become primary
strategies of the project management and community management of the Company.

LPN and Economic Sustainability

Summary of Financial Statements
Assets
Total assets
Landandcostofprojectunderdevelopment
Inventories
Landandcostofprojectspendingdevelopment
Assets for rent-net

Liabilities and Shareholders’ Equity
Short-term loans
Long-term loans
Total liabilities
Issued and fully paid-up share
Shareholders’ equity

Operational Result
Total revenues
Revenues from sales
Cost of sales
Gross profit from sales
Net profit (Loss)

Financial Ratio

*Book value per share
*Net profit per share
Net profit margin
Return on Equity
Return on Assets
Dividend per share
* Weighted average shares
** Pending Approval from the Annual General Meeting of Shareholders in 2011
Note : Information from Consolidated Financial Statements
9,593.07
6,473.45
934.97
799.80
528.30
600.24
0.10
2,464.54
1,475.70
7,128.53
12,371.64
12,034.78
8,031.88
4,002.90
1,917.26
4.83
1.30
15.50
26.90
19.99
**
2011
10,381.36
4,483.41
2,811.96
922.78
426.95
890.86
862.65
4,299.54
1,475.70
6,081.82
10,018.12
9,676.23
6,357.44
3,318.79
1,636.97
4.12
1.11
16.34
28.89
17.72
0.56
2010
8,098.87
2,901.84
2,048.31
541.66
685.63
761.49
259.00
2,846.95
1,467.55
5,251.91
9,050.73
8,730.11
6,001.77
2,728.34
1,501.90
3.58
1.02
16.59
30.85
17.73
0.50
2009
Revised
8,846.49
3,781.48
1,403.97
681.92
709.99
2,063.69
530.67
4,362.02
1,475.70
4,484.48
7,303.69
7,018.71
4,826.17
2,192.54
1,205.44
3.04
0.82
16.50
29.01
15.05
0.4115
2008
7,175.76
4,532.36
501.64
660.72
678.53
1,202.01
501.00
3,348.80
1,475.70
3,826.96
6,823.77
6,574.22
4,294.89
2,279.33
927.74
2.59
0.63
13.60
25.99
14.11
0.32
2007
Unit: Million THB

27
** Pending Approval from the Annual General Meeting of Shareholders in 2011
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Balance sheet Unit: Million THB
Profit and loss statemen Unit: Million THB
Financial Ratio Unit: Million THB
• Total assets
• Book value
per share
• Total liabilities
• Net profit
per share
• Gross profit from sales
• Shareholders’ equity
• Net profit (Loss)
2007 : 7,175.76
2008 : 8,846.49
2009 : 8,098.87
2010 : 10,381.36
2011 : 9,593.07
2007 : 3,348.80
2008 : 4,362.02
2009 : 2,846.95
2010 : 4,299.54
2011 : 2,464.54
2007 : 3,826.96
2008 : 4,484.48
2009 : 5,251.91
2010 : 6,081.82
2011 : 7,128.53
5,000
4,000
3,000
2,000
1,000
0
2,000
1,000
0
5
4
3
2
1
0
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
2.59
3.04
3.58
4.12
4.83
2
1.5
1
0.5
0
0.63
0.82
1.02
1.11
1.30
• Dividend
per share
0.6
0.5
0.4
0.3
0.2
0.1
0
0.32
0.4115
0.50
0.56
**
• Revenues from sales
12,500
10,000
5,000
1,000
2007 20072008 20082009 20092010 20102011 2011 2007 2008 2009 2010 2011
6,574.22
7,018.71
8,730.11
9,676.23
12,034.78
2,279.33
927.74
2,192.54
1,205.44
2,728.34
1,501.90
3,318.79
1,636.97
• Total revenues
12,500
10,000
5,000
1,000
2007 2008 2009 2010 2011
6,823.77
7,303.69
9,050.73
10,018.12
12,371.64
4,002.90
1,917.26
• Return on Equity • Return on Assets
30
20
10
0
25.99
29.01
30.85
28.89
26.90
14.11
15.05
17.73
17.72
19.99
20
15
10
5
0

Summary of the Performance in 2011
L.P.N. Development Public Co., Ltd. is the leader in residential condominium development with the vision of “becoming a leader in
the development of urban residence by creating and delivering integrated values to all stakeholders for sustainable development and
growth.” The operation of the Company is based on the balance of all dimensions of the operation, sufficiency economy philosophy,
risk management framework, corporate social and environmental responsibility as well as good corporate governance. In 2011, the
Company has successfully achieved all the planned KPIs in spite of the flood crisis at the end of the year. In the previous year, the
gross income from sale and services was 12,335.27 million THB which was 24% higher from the year before. Since the turnover of
the Company has grown continuously and the dividend has been paid on a regular basis, the Company was selected from the Stock
Exchange of Thailand as one of 30 companies in SET High Dividend 30 Index (SETHD) and received the Excellent Corporate
Governance (Level 5) Award from the Securities Exchange Commission of Thailand and Thai Institute of Directors (IOD) for the
second consecutive year. Also, of all the listed companies in the Stock Exchange of Thailand, the Company has been selected as
one of the five most innovative companies in the Non-Service category (Thailand’s Most Innovative Companies 2011: In Search of
Sustainable Innovation) by businessmen from various industries.
Throughout 2011, the Company had opened the total of 11 new projects with the combined value of around 14,600 million THB. The
market share of the Company from the opening of new residential condominium projects in Bangkok and peripheral area was 20%
of the total of 45,000 units newly opened in the market. Moreover, the Company started to expand the location for development to
other provinces which have high potential. The first project was Lumpini CondoTown North Pattaya-Sukhumvit which was positively
received. This reflected that the Lumpini brand has been widely accepted. The Company commanded 26% market share of around
30,000 completed and registered residential condominiums units in Bangkok and peripheral area in 2011. The projects which had
already been completed and registered are Lumpini Place Rama 9-Ratchada Phase 2, Lumpini CondoTown Ramindra-Nawamin
Building D, Lumpini Park Pinklao, Lumpini Place Ratchayothin and Lumpini Place Rama 4-Kluaynamthai.
ThefloodcrisisfromSeptembertoDecemberinthepreviousyearhascausedseriousdamagesalloverthecountry,especiallytoreal
estate projects in the peripheral area of Bangkok as well as many projects of the Company. In time of crisis, everyone in the Lumpini
family had demonstrated their cooperation, commitment and responsibility towards the communities. A preparedness strategy had
been identified and allowed the projects of the Company to suffer only minimal damages. This has been accepted and praised by
many Juristic Persons Committees and joint owners. Also, the Company took full responsibilities in restoring the residences of our
employees. It is believed that the flood crisis has strengthened the trust in “Lumpini” brand among the customers and employees.
With regard to the financial status of the Company as of 31 December 2011, the total assets of the Company was 9,593.07 million
THB which was decreased from that of 10,381.36 million THB in 2010 as a result of the decrease of 1,876.96 million THB of the
inventories because the Company was able to sell a number of ready-to-move-in condominium units and the decrease of 827.26 million
THB in cash for loan repayment. The assets of the Company regarding land and project costs under development had increased
1,990.03 million THB. Total liabilities decreased from 4,299.54 million THB in 2010 to 2,464.54 million THB in 2011 or equivalent
to 42.68% decrease as a consequence of the decrease of both long-term and short-term loans of 1,153.17 million THB and the
decrease of trade account payable and notes payable of 724.16 million THB. The Company still held adequate operational liquidity.
With regard to the cash flow statement of the Company as of 31 December 2011, the net cash and short-term investment capital of
the Company was 294.96 million THB, decreasing from the amount of 1,122.22 million THB in the same period of the previous year
or equivalent to 73.72% because the Company had paid off parts of the loan. The reserved cash for operation was sufficient.

29
The flood crisis at the end of 2011 brought about severe changes in real estate business sector. The people in the society are very
much concerned about the problem that a group of consumers decided to avoid the risk of being flooded by choosing to buy
a residence in a vertical project like high-rise condominium rather than a horizontal one. This would help bring the residential
condominium market back to life in the coming year. However, there is still pressure on costs in the market from the increase of the
minimum wage. The Company has planned the direction of the operation in 2012 as follows:
The Company is confident that continuous growth of the core business of the Company which is the “creation of quality urban
residence” targeting middle to lower-middle group would be achieved by following the “sustainable development” principles which
give importance to all stakeholders in its business operation as well as managing risks appropriately under good corporate
governance and social and environmental responsibilities.
1. Plan income growth rate from sale at 10% from 12,000 million THB in 2011 to be 13,200 million THB in 2012.
2. Plan sale volume growth rate at 15% from 14,000 million THB in 2011 to be 16,000 million THB in 2012.
3. Plan the target value of new projects opened at 15,000 million THB and plan to expand the location for development to
other provinces with high potential.
4. Emphasize more on cost management to prepare for the government’s policy to increase the minimum wage.
5. Ensure that the customers are ready for loan application before the completion of the project to be well-prepared for the
income clustering in Q4.
6. Prepare for a possible flood crisis both in the completed projects and projects under construction.

LPN and Social Sustainability

Shareholders
Sustainability Principles and Responsibility towards Shareholders

TheCompanygivesverymuchimportanceto “appropriate”investmentreturnsonthebasisofsustainablegrowthwhichdoesnotonly
focus on generating highest profits to shareholders but also recognize other stakeholders who are of equal significance to the growth
of the business. Furthermore, the Company aims to sincerely and transparently disclose business information to general investors,
institutional investors as well as various funds e.g. provident fund and retirement fund.
As a consequence, to advance the business operation of the Company is not a general business principle only but also a respon-
sibility towards shareholders. The key objectives are to generate steady profit growth, carefully control and manage risks and be
responsible for the stakeholders as well as the society and environment.
Disclosure of Information under Good Corporate Governance

The Company realizes the importance of and emphasizes the principles of good corporate governance by focusing on the transpar-
ency of the business operation to strengthen the confidence of shareholders, investors and stakeholders, all of whom are equally
and fairly treated. The Company discloses the information in a transparent manner in accordance with the regulations on information
disclosure, including other information that are not required by law, to the Stock Exchange of Thailand as the responsibility towards
the society for the long-term benefit of investors at present and in the future.
Shareholders of the Company are investors who expect appropriate returns from a long-term investment in a company which has
financial stability, has sustainable growth rate and operates the business following the good corporate governance principles. Prior
to making any decisions, investors must be equipped with sufficient information and have trusts in the organization. As a public
company, the Company is bound to create and sustain the trusts of shareholders by managing the business in a transparent, open,
responsible and sustainable manner.

33
Customers
• Customers who are interested in buying the product: The Company applies “Green Marketing” strategy which focuses on
giving honest information about the product without any hidden agendas and offering fair buying/selling conditions.
• Customers who buy the product for residential purpose: This is the main target group which accounts for 80% of all
the customers. The Company has a clear policy to deliver values of quality product to customers and more importantly, the
values of service after moving in with the “Vibrant Community” strategy which means “the true happiness of living.”
• Customers who buy the product to invest: This group of customers accounts for 20% of all the customers. There is
a department in the Company to provide the buying/rental services in terms of the selection and assessment of renters to
minimize risks of the customers and possible problems in the community resulting from poor quality of renters.
• Renters for residential purpose: The Company regards this group of customers as members of “Lumpini” communityas
well. The tenants in the projects of the Company are entitled to the same rights and care as the customers who buy the
product for residential purpose.
Design
LPN DESIGN
The strategy of the Company is to focus on the target group in the middle to lower-middle income range, therefore, the price of the
“product” is the important factor for the decision-making of such customers. The price is directly related to the costs of the product,
especially the “condominium units” to be handed over to the customers. The condominium units must be affordable and suitable with
the lifestyle of the customers. The Company has thus developed the “LPN Design” which is 26 sq.m. condominium unit at the selling
price of only 1.0-1.5 million THB in order to lower construction costs to answer to the needs of the customers. Though the size of the
unit is only 26 sq.m., the design has been positively received by the target customers and highly successful in terms of marketing.
Also, “LPN Design” is the model to reduce the size of a condominium unit to be smaller but equally functional.
Value of Product

The product of the Company is the property developed by the Company both in terms of vertical and horizontal projects for residen-
tial and commercial purposes. The short-term and medium-term strategies of the Company would focus on the development of the
residential condominium “product” which responds to the target customers in the middle to lower-middle income group.
The Company gives significance to the strategy to deliver the value of product to the customers in all processes from the design,
construction and delivery of product. The Company also takes into account the innovation to enhance the value of product in each
process as follows:
The word “customers” usually refer to buyers of products or services of a business. The business operator is bound to be responsible
for its customers only from the time that the transaction has been made between the two. However, “customers” of the Company are
inclusive of those who are interested in the products, buy the product for residential purpose and buy the product to invest as well as
renters. The Company has established a strategy to create confidence, bond and loyalty in customers by delivering the value of the
product and service to different groups of customers as follows:

LPN GREEN
The operation of the real estate business does not only affect the customers but also the society within the project as well as sur-
rounding communities specifically in terms of environmental impacts from the location, construction process and density of com-
munities. At present, many countries have studied the impacts of building construction and established green building measures.
As a medium and large-scale condominium developer, the Company is aware of direct impacts on the society and environment of
the development of projects and has the best intention to minimize such impacts. Therefore, the Company invites experts in green
building design as consultants and comes up with LPN Green concept which adopts the standard of green building design of LEED
(Leadership in Energy and Environment Design) from the USA as follows:
Green Marketing Strategy
The marketing strategy focuses on suitability of the location for project development, appropriate marketing and advertise-
ment to promote sale that is ethical and fair to the customers and business competitors.
Green Design Concept
The design focuses on the functionality, components of the project, environmental-friendly construction materials and system
which may affect the environment. The concept of LEED is adapted to be suitable with the development and strategy of the
Company.
Green Construction Process
The construction strategy of the Company is in place to add value to the product for customers, stakeholders and environment.
The QCSES standard is as follows:
• Quality : Quality of products
• Cost : Reasonable costs of the project
• Speed : Speed of the construction work
• Environment : Awareness of the impacts from the construction on the community and environment
• Safety : Safety and hygiene of the workers at the construction site.
Green Community Management
The Company does not only emphasize the impacts of the development of projects but also the management of communi-
ties to improve the quality of life of the community members and develop the community to be of high quality under the “Vi-
brant Community” concept. In order to achieve the above objectives, the Company has planned a community management
strategy (F-B-L-E-S-P) to be implemented in all communities for consistency.
•
•
•
•
Construction
In the operation of the property development business, the construction is mostly likely to cause serious impacts on the society and
environment from the very beginning of the construction to the delivery of the completed units. The construction will affect all stake-
holders i.e. customers, construction contractors, residents of neighboring communities, construction workers as well as the environ-
ment. The QCSES strategy is thus established as a guideline for all departments and construction workers to follow. The details of
the strategy are as follows:

35
Quality : Quality of products
The construction site must be orderly and the quality of product must meet expectations of the customers.
Cost : Reasonable costs of the project
The Construction Management Department must carefully control the construction costs especially indirect costs
as well as other construction and operational expenses.
Speed : Speed of the construction work
Lengthy construction period is likely to pose a risk on the business operation. The construction and the operational
process must be completed in a timely manner within a planned timeframe to reduce costs and risks for customers.
Environment : Awareness of the impacts from the construction on the community and environment
Impacts on neighbouring communities e.g. dust, noise and waste water must be taken into account during the
construction process starting from the foundation pile work to minimize the impacts on the environment. The
Company also ensures the good quality of environment around temporary housing of construction workers to
enhance appropriate hygiene and quality of life without drugs and gambling.
Safety : Safety and hygiene of workers at the construction site.
The Company gives importance to the safety of the construction workers and related persons. Strict safety mea-
suresandregulationsareinplace.Therearesafetyofficersinalldepartments.Thetrainingstoprovideknowledge
and understanding about safety to construction workers are also regularly organized.
•
•
•
•
•
•
•
•
•
•
•
Sustainable Site
The location of the project should be close to public transportation system and convenient facilities. The project will be de-
signedtohavemoregreenspacethanthatrequiredbylaw,usethecolorthatreducesthereflectedheatandallocateparking
spaces for bicycles and shuttle bus to reduce car use.
Water Efficiency
The Company designs the water delay system and rainwater storing system, uses the treated waste water in the common
area and uses water-conserving sanitary ware.
Energy and Atmosphere
The building is designed to have a vent in the north and opaque walls in the east and west to minimize the heat from the
sun in the building. Energy efficient air conditioners are installed using non-CFC air conditioner gas. The common area is
designed to be open to allow the natural breeze and reduce the use of air conditioners.
The Company specifies in the annual business plan to develop the projects in accordance with the design standard of LEED as
follows:
Material and Resource
The Company opts for the use of substitute materials rather than natural materials such as wood, reuses the materials and
uses recyclable materials.
Quality of Indoor Environment
It is focused on the air quality and quality of living. In terms of air quality, the Company uses interior paint which has a special
quality to break apart particles of dust and toxins.
Innovation in Design
The Company develops new innovations in design to improve the value of the product such as LPN Design, Suan Ruam Jai
and semi-prefabrication construction system.

F – Facility Management
To manage each components of the project which comprise common facilities, buildings and system work and ensure
effective preventive maintenance.
B – Budgeting Management
To manage the budget in terms of income and expenses in a transparent and efficient manner.
L – Life Quality Management
To manage the quality of life in compliance with the regulations of the community, communicate to the residents for mutual
understandings and run activities to promote peaceful co-existence and care and share culture.
E – Environment Management
To ensure that the environment in the project is managed properly i.e. green space and cleanliness of the project, the waste
management is efficiently done and the facilities expenses from the common area of the community are reduced.
S – Security Management
To manage the safety of the community by installing security equipments and systems, ensuring appropriate safety
measures in the buildings especially in terms of managing the security officers to be responsible and ensuring effective
monitoring process.
P - People Management
To take care of the quality of life of the residents and develop the capacity of all parties involved.
Services Value

Various services are provided to customers of the Company from the time they express their interests in buying a product, sign a
buy-sell agreement and make a down payment in installments until the product is delivered. After they move in, the Company also
provides services in community management to enhance a good quality of life for the residents. The Department responsible for
providing services to customers during each process before the handover of condominium units to customers is the Customer Relations
Management Department which later on has been evolved into the Customer Experience Management Department to manage the
experiences of customers via all the touch points to create positive customer experiences. The touch points which have direct contact
with customers refer to the employees, sale officers, Construction Department, Customer Relations Department, Finance Department as
well as security officers and housekeepers. The Company has regularly organized various trainings to promote service mindedness
among staff at the touch points.
After the condominium units are handed over and the customers start moving in, the other value of services that the Company deliver
tocustomersisthecommunitymanagementfollowingthe “VibrantCommunity”strategywhichaimstocreateacommunitywithgreat
quality of life, society and environment and to carry on the gracious Thai culture for the happiness of the residents.
The Company has long-time experiences in managing condominiums and communities and thus applies the information on the
behaviour and livelihood of condominium residents in the development of a community management method to achieve the concept
of “Vibrant Community” for the true happiness of living. The elements of the community management method are as follows:
The value of products and services of the Company results in the trust and loyalty in “Lumpini” brand, both of which are crucial to the
sustainable development of the Company.
•
•
•
•
•
•

37
Business Alliances
One of the success factors of real estate projects is the involvement of a network of different business operators. Even though the
Company is a large organization that has been able to maintain its stability throughout the years, a network of other supporting
business operators is still considered to be of significance to drive forward the business of the Company such as architects,
engineers, consultants, constructors, construction material dealers, transportation companies and security guard companies.
The long-term relationship between the Company and the above business operators, some of which had survived the economic crisis
of 1997 together, brings about trust and confidence in each other. The Company gives very much importance to such relationship
which has been fostered during a reasonable period of time. The business operators are “alliances” of the Company. They may not
be employees within the organization but the Company takes an interest in their growth and success as if they are one of our own.
Sustainability Principle and Collaboration with Business Alliances

The sustainability principle and collaboration with business alliances has been developed from long-term relationship and friendship
between the Company and the business alliances. The joint business operation or any agreements would not focus only on the
profit generation of the company but would be done on the foundation of fairness to achieve the common goal of delivering quality
condominium units to joint owners at the reasonable price. The Company adheres to the following practices in its business operation
with the alliances:
Achieving growth together

The steady growth of the Company is partly derived from excellent support of our operationally capable business alliances. The
Company is aware of the above correlation and has continuously been supporting them to develop their organization in terms of the
working system, business operation and capacity of employees. It is to pass on the knowledge of the organization to the business
alliances. For example, the Company does not have the policy to only exchange operational knowledge and ideas with the business
alliances but also to support them to achieve business growth rate similar to that of the Company.
Working in unison

The business alliances are treated in the same manner as the employees of the Company. The Company provides assistance to
ease their financial problems and guidance on the organization of human resources development activities as well as regularly com-
municate with the business alliances, listen to their needs and respect them as a “true friend” would.
The above two practices allow the Company to deliver quality products with low costs which are in accordance with the strategy
of striving to be the leading organization in cost management in the market. The underlying concept of the “alliances” is one of the
values that help the organization to develop in a sustainable manner.
LPN Green Building Standard Task Force

In 2011, the executives of the Company approved the establishment of the Green Building Standard Task Force which is
the collaboration between Design Department, Construction Department, business alliances and green building consultants to seek
a way to develop the product to be social and environmental friendly. The establishment of such task force is under the vision to
develop the academic ability of the business alliances which will help increase the quality of the construction work in a longer term.

Employees
Vision and goals set by high-ranking executives are needed as guidance for the operation of the Company. In order for such vision
and goals to be realized, it would depend on the employees which are the most crucial mechanisms at the heart of the organization.
One of the factors that enable the Company to perform and be accepted by all sectors is the cooperation from all the staff, especially
during the economic crisis of 1997. The Company would not have survived the crisis at the time if it had not been because of the
collaboration and commitment of all the employees.
Employees are the most valuable resources of the Company. Therefore, human resources management is essential in all
departments, not only in Human Resources Department itself. The Company abides by the following principles of human resources
management in order to be a value organization:
Mr. Tamrongpol Daengbubpa
“From an officer to Manager in the Maintenance Department”
“The main factor that helps me to grow is the opportunity to learn from
the executives as well as team work and self-development.”
Mr. Tamrongpol started working in the Company when he was still a vocational student. He was committed, determined and had
constantly made an attempt to improve his work and learned from the working experiences of others. He made use of his free time
after work to further his study at the high vocational level and later on for the Bachelor’s degree in engineering and Master’s degree in
business management. Mr. Pichet Suppakijjanusan has been like a mentor who always provides guidance and professional advice to
him. Mr. Tamrongpol has grown from the position of a technician to be a manager in building management, manager of maintenance
section and is currently the Manager of the Maintenance Department.
Develop the knowledge of employees of all levels in terms of attitude, skills and knowledge by organizing regular trainings,
analyzing case studies and sharing knowledge and experiences.
Identify core competencies of employees as a standard required in the employees who would play an important role in
driving the organization forward to achieve the vision and goals. Such core competencies would be developed into values
and culture of the organization as well.
Promote work-life balance to encourage the employees not to overwork and to spend time with their families by setting ap-
propriate working hours per week and encouraging all employees to take annual leave.
Support career path of employees and allowing employees from any level to grow within the organization and become a
high-ranking executive of the Company. There have been many examples of those employees who have grown from junior
positions to be executives of the Company.
•
•
•
•
Developing Internal Personnel, Creating Opportunity to Grow

39
Mr. Kittithep Kerdmolee “From a messenger to Cleanliness Management Team Leader”
“LPN is my family and my school. I can say that I love LPN more than anything
because in my every day and time, there is only LPN.”
Mr. Kittithep started working at the Company when there was less than ten employees altogether. He was the second employee with
002 as his personnel code and was working as a messenger because of his limited educational background. He started off as an
inexperienced staff but was fortunate that Ms. Somsri Techakraisri, who was the first employee of the Company, has always been
his mentor teaching him about life and work. On many occasions, the executives of the Company demonstrated their trust in him by
askinghimtodepositlargeamountofmoneyintoabankaccount.Untilnow,hehasbeengratefulandwouldliketothankalltheexecutives
andtheCompanyforgivinghimtheopportunityandtrustanddevelopinghim to upgradehimself from beingamessengerto theManager
of Cleanliness Management Department who is responsible for over one thousand housekeepers.
Ms. Kanokwan Bangklang
“From a studious housekeeper to a manager of a parking lot”
“LPN is my second home. I love LPN as I do to my own home. I will grow together with LPN.”
LPN provides the opportunity for Ms. Kanokwan and her family to enjoy a better standard of living. Ms. Kanokwan graduated Pratom
six and started working as a housekeeper. She had been a hard worker with the intention to provide highest education for her children.
After a certain period of time, Ms. Piyanuch Naweenawakhun, Deputy Managing Director, assigned her to be in charge of the
management of the parking lot of Lumpini Tower and L.P.N. Tower and upgraded her from being a housekeeper to be an employee
of the Company. Ms. Kanokwan has gone through various changes all for the better and has been sponsored a scholarship from
Mr. Tikhamporn Plengsrisuk to further her study as well.
Ms. Manit Tidtipana “The housekeeper who never gives up and is given
an opportunity from the Company to create stability for her family.”
“When an opportunity comes to us, we must never let it go.
We must take it, learn and adapt ourselves. The success is within our reach.”
Ms. Manit had been struggle for the survival of her family for years. She neither had work nor money to support her children’s
education (three kids, two of which are twins) and had to come find work in Bangkok. After working as a housekeeper for a year,
she was promoted to be the head of the housekeepers of the Company. Ms. Aroonrat Sinkacharoen, Deputy Managing Director,
supported her in terms of providing guidance and opportunity to grow while Mr. Tikhamporn Plengsrisuk, Chief Executive Director
and Chief Executive Officer granted her scholarship to develop her education and knowledge. At present, she was promoted to be a
Cleanliness Management Officer to take care of a larger number of the housekeeping team. Because of the opportunity given to her
bytheCompany,Ms.ManitisnowtheproundownerofthreeLPNcondominiumunitsandacar.Sheisalsoabletofulfillherchildren’s
dream. All of them graduated from university and have stable job. Her eldest son is a police officer, her daughter is a nurse and her
youngest son is also working. As for herself, she finally has the opportunity to graduate a Bachelor’s degree.
Sustainability Principle and Human Resources Management
It is accepted that the Company has gone through various crisis throughout the years and developed itself to be a value organization
and an institution which carries on the value and culture of the organization and is well-adjusted to changing economic situations,
society and technology. Owing to the capacity of the employees and the awareness-raising about such values, the Company is able
to achieve substantial sustainability growth.

LPN and Environmental Sustainability

LPN and Social and Environmental Responsibilities
The property development business, especially the development of large-scale projects, has a direct impact on the environment and
society. Real estate developed by business operators of poor quality usually causes a great number of environmental and social
problems. The Company, therefore, gives very much importance to environmental and social responsibilities which are included in
the business plan of the Company both in process and after process. Environmental and social awareness is also raised among staff
in all departments and cascaded to residents of “Lumpini” community. The Corporate Social Responsibility to Community Social
Responsibility guideline has been established as well as the operational budget which is proportional to the sale of the Company.
The Corporate Environmental and Social Responsibility activity of the Company aims to create the sustainability of the Company
and has an emphasis on a sense of responsibility starting from within the organization and communities developed by the Company
before expanding to the society at large.
This requires participation of all stakeholders such as employees, customers and trade partners as the saying goes: “Good environment
and society must start from you. When you are ready, you can expand it to communities you develop and manage and finally to
neighboring communities.” Such concept leads to a performance guideline for all departments of the organization and is the origin
of the community management policy that the Company commits to develop all projects to be the “Vibrant Community” to set an
example for other real estate business operators.
1. Environmental and Social Management within the Organization
2. CESR Concept at the beginning of a project development
3. Marketing Strategy
In Process Environmental and Social Responsibility includes
Provide appropriate and hygienic working environment and atmosphere to employees and promote the experiences and
knowledge sharing in order to become an organization of learning.
Establishahumanresourcesmanagementpolicywhichpromotesqualityoflifebyenhancingwork-lifebalanceofstaffand
promoting working methods under core values and culture of the organization which has been cascaded from generation
to generation. Internal activities to build good relationship between the Board of Directors and staff in all departments to
reduce gaps are organized. The Company also encourages staff to participate in various environmental and social activi-
ties in order to raise awareness of doing goods for the society. “The Steps of Goodness” project has been initiated at the
end of 2006 and inspired by the royal duties of His Majesty the King for the happiness of the people.
Select strategic locations which are highly populated on a main road and near convenient facilities to develop a project to
reduce environmental impacts from large scale project development. The locations must also be close to public transpor-
tation system and express ways which will directly help ease the traffic and reduce energy usage.
Design products under “LPN Green” concept which is in line with Green Building Standard of the US (LEED - The Leader-
ship in Energy and Environmental Design) to reduce environmental impacts.
The Company identified a marketing strategy which is consistent with the Company’s policy to create the first home for the target
group of the middle to lower-middle level with community management strategy which aims to build a good quality of life for the
residents. Moreover, the products are offered for sale to the customers in a transparent manner. The conditions for buying and
selling are fair with no hidden agendas. The business alliances of the Company are being treated with fairness and not taken
advantage of. The Company is more likely to compete with ourselves.
1.1
1.2
2.1
2.2

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4. Environmental and Social Responsibility Activities during the Construction
Environmental Concerns : Following a purchase of a land, high ranking executives of the Company will visit the community
to provide information to neighboring communities and related governmental agencies so as to enhance understanding
and good relationships with the communities, especially to houses or buildings adjacent to the project which will be directly
affected by the development of the project. In addition, it is stated in the work plan of the project site that importance must
be given to environmental and social activities within the project and construction workers’ temporary housing during the
construction. The ways to reduce impacts stated in the Environmental Impact Assessment report must be strictly followed
by being aware of and preventing the impacts to nearby buildings or communities in terms of noise, dust and traffic, ensuring the
cleanliness of the wheels of trucks that are transporting construction materials while leaving the construction site to reduce
dust and particles, controlling the construction to follow the design and timeline and reporting the result of the compliance
with measures to prevent and reduce impacts of the construction, all of which will be monitored by high ranking officers
of the Company to ensure the effectiveness of the policy. Moreover, during the construction process, the Company will
send a team of staff and experts to survey the site by preparing a questionnaire to monitor and review the impacts of the
construction as well as to explain the details of the project construction.
Safety of related persons and construction workers : Construction workers have high risks of accidents and loss of life in
the performance of their duty. The Company has established a strict performance standard in terms of safety and assigned
security officers to provide recommendations on safety to prevent any accidents e.g. avoiding having a contact with
hazardous materials or using safety equipments at work, etc. Furthermore, the Company gives importance to their
occupational health by arranging housing for construction workers in an appropriate environment and cares for the quality
of life of all family members of the construction workers and encourages them to be healthy by exercising every morning.
Improvement of the Construction Workers’ Quality of Life : L.P.N. Development Public Co., Ltd. has organized various
activities to promote good quality of life of the construction workers of the Company such as Five S Activities to ensure an
appropriate and hygienic environment within the temporary housing of the construction workers, health check-up activities
e.g. test for addictive substances use, lung x-ray, dental check-up, first aid training, fire drill, garbage-for-egg activity and
free haircut. In 2011, the activities were organized in six projects, namely, Lumpini Place Ratchayothin, Lumpini Place
Rama 9-Ratchada Phase 2, Lumpini Park Pinklao, Lumpini Park Riverside-Rama 3, Lumpini Ville Lasalle-Bearing and
Lumpini Ville Pibulsongkram-Riverview.
The Company specially emphasizes the significance of surrounding communities which are directly affected by the impacts of
projects development. High ranking executives of the Company will visit the site and make enquires about the impacts on a regular
basis as well as develop a construction process to prevent and reduce possible impacts to nearby communities. This is included
in the roles and responsibilities of the Construction Department as follows:
4.1
4.2
4.3

5. Community Management after Handover
After the handover of the project and condominium units to customers, it will be the responsibility of the Community Management
Department of the Company to manage the community and provide good quality of life, environment and society to more than
120,000 members from 80 projects of “Lumpini” society under “Vibrant Community” strategy. It does not include only the main-
tenance of equipments and properties to be ready and safe but also the creation of happiness and good society which is warm
and safe. The importance is given to the environment within the project by:
TheCompanyalsogivesimportancetotherenovationofbuildingandenvironmentofcondominiumswhichhavebeendevelopedformore
than 10 years by repainting the building, increasing green space and improving the surroundings which are related to the quality of life of
the residents of the projects, for example, Lumpini Tower, Lumpini Center Happyland, P.S.T. Condoville and P.S.T. City Home.
Creatingagoodqualityoflifebyencouragingthememberstocomplywithrulesofthecommunityforthedisciplineofliving
together and order in the community. Also, the Company supports the organization of activities to build relationship in the
family and between various groups of “Lumpini” members and encourage all members to voice their opinions and partici-
pate in environmental and social activities both within the project and outside. This has been done through internal society
network to create sharing living culture such as helping each other to increase green space in the project, participating in
donationactivitytohelptheunderprivilegedorthosewhosufferfromnaturaldisastersoreventakingpartinpolicyplanning
with the Joint Owners Committee and executives of the Company to sustainably develop “Vibrant Community” strategy.
Other activities include the organization of “Family Day” activity in the project or various cultural and traditional events.
Additionally, the Company determines to create understanding about the culture of living together with the emphasis on
caring, sharing and being kind to each other to bring about friendship and true happiness of living.
Managing the environment by increasing and taking care of green space in the project, keeping clean, managing waste,
treating waste water and conserving energy. Apart from that, the Company promotes Green Clean Lean concept and runs
a campaign for the residents of the community to take serious action e.g. to segregate waste to be recycled or reused,
use treated water to water plants in the project, use cloth bag instead of plastic one and reduce electricity usage in the
building to conserve energy.
Managing security system within the project by the security agency established by the Company. The security
management complies with a good security standard. The Company also encourages the participation of members
of the communities as well as coordinates with related governmental agencies to entail the utmost safety of the members
of communities.
5.1
5.2
5.3

45
The after process environmental and social responsibility activities of the Company includes the organization of events both internally
and in collaboration with the government sector, “Lumpini” communities or neighboring communities in order to raise environmental
and social awareness to the society at large. The majority of the activities are continuous for long-term impact. The activities orga-
nized can be divided into the following categories:
1. Activity in collaboration with governmental agencies or organizations.
2. Activity in collaboration with “Lumpini” society.
3. Activity to raise environmental awareness.
4. Activity to provide assistance to the underprivileged.
5. Activity in collaboration with neighboring communities.
After Process Environmental and Social Responsibility
Blood Donation Activity
The Company has been collaborating with Blood Donation Center of the Thai Red Cross Society for more than 15 years
to provide venues and convenience for employees, customers and the general public to donate blood for those in need.
In 2011, 26 blood donation activities were organized in seven projects with the total of 2,984 blood units received or
equivalent to around 1,044,400 CC of blood which was used to help 11,936 patients (350-45- CC or 1 unit of blood can
help save 4 patients).
1.1
Lumpini
Tower
Lumpini Tower
Lumpini Sukhumvit 77
Lumpini Plaza Asoke
Parkview Vibhavadi*
Time/Year
Blood Volume (Unit)
Time/Year
Blood Volume/Unit
Time/Year
Blood Volume/Unit
Time/Year
Blood Volume/Unit
Time/Year
Blood Volume/Unit
4
461
4
326
4
464
4
393
4
563
4
680
4
1,313
4
1,369
4
492
4
511
4
311
4
1,313
1
133
1
150
-
-
4
1,285
4
372
4
503
4
316
4
1,297
4
339
4
431
3
155
4
1,338
4
294
-
-
3
142
4
1,368
4
1,285
4
1,297
4
1,338
61
12,072
20
6,602
17
1,630
13
1,595
14
924
2001 2002 2003 2004 2005 2006 2007
20082007 2009 2010 2011
2008 2009 2010 2011Project
Project
Total
Total
Year
Year
The volume of blood donated from L.P.N. Development Public Co., Ltd. mobile unit between 2001 and 2011
The volume of blood donated
from L.P.N. Development Public Co., Ltd. mobile unit between 2007 and 2011
1. Activity in collaboration with governmental agencies or organizations

Lumpini Ville Cultural Center
P.S.T.
Lumpini Place Pinklao
Lumpini Condotown
Bodindecha-Ramkhamhaeng
Lumpini Rama 8
Lumpini Ramindra-Laksi*
Time/Year
Blood Volume/Unit
Time/Year
Blood Volume/Unit
Time/Year
Blood Volume/Unit
Time/Year
Blood Volume/Unit
Time/Year
Blood Volume/Unit
Time/Year
Blood Volume/Unit
Total
4
312
4
429
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4
296
4
371
4
196
-
-
-
-
-
-
4
198
4
339
4
153
4
311
4
132
4
214
4
241
4
325
-
-
4
397
-
-
3
247
2,984
16
1,047
16
1,464
8
349
8
708
4
132
7
461
14,912
20082007 2009 2010 2011Project TotalYear
The volume of blood donated
from L.P.N. Development Public Co., Ltd. mobile unit between 2007 and 2011
Note: *Blood donation activity was seized by the Thai Red Cross at Lumpini Ramindra-Laksi and Parkview Vibhavadi according to the flood situation.
LPN Showcase Blood Donation Activity in the Blood Donor Recruitment Coordinator Training
National Blood Service Center, Thai Red Cross Society organized the annual training on blood donor recruitment on 16
February 2011 at Richmond Balloon 1, Richmond Hotel, Nonthaburi province to equip the coordinators with the knowledge
and understanding about blood and blood donation, blood donor recruitment, blood donor selection and health care for
blood donors. Those who wish to donate blood must be in good health which is a foundation of a safe and sustainable
blood supply. The training for the coordinator of the mobile blood donation unit is thus considered to be key to the success
of the blood recruitment work.
In the training, of all 200 nominated organizations (governmental,
educational, private and local), LPN was selected as one of the ten
organizations that effectively and successfully arranged blood
donation activities to showcase its blood donation activities. The
purpose was to set an example to other mobile donation units and to
foster a network of organizations that ran blood donation activities.
1.2

47
Support for World Blood Donor Day 2011
National Blood Service Center in collaboration with Committee of Blood Donor Recruitment and Promotion, Thai Red
Cross Society organized World Blood Donor Day 2011 on Sunday 12 June 2011 at the National Blood Service Center to
thank all the blood donors. The slogan of the event in 2011 was “More Blood, More Life.” The activities included blood,
eyes and organs donation, concert and performance of superstars and the giveaway of t-shirts with the slogan on it to
blood donors. The Company sponsored the production of 1,000 t-shirts for giveaway.
• Ms. Somsri Techakraisri, Deputy Managing Director, L.P.N.,
was the representative of the Company to receive the certificate
for being a sponsor of the organization of World Blood Donor
Day 2011 from Mr. Phan Wannamethee, Secretary General
of the Thai Red Cross Society.
• The Certificate.
1.4
In addition, the Company supported the development, improve-
ment and maintenance of the website of the Fundraising Bureau,
Thai Red Cross Society, to be another channel for promoting and
disseminating information about the activities of the Bureau
which was accessible to all blood donors. The website could
help save costs of the Bureau and raise fund for various
activities of the Thai Red Cross Society. “Blood Donation
Booklet” was produced for the second consecutive year with
the improvement on the format and the content to be more up-
to-date. The booklet provides knowledge about how to prepare
oneself before donating blood. The 2011 blood donation
calendar was also published to inform the potential donors of
the date, time and venue of the activity in advance. This was
another way of providing convenience to the donors.
Support for the Publication of PR Materials in Collaboration with National Blood Service Center and Fundraising Bureau,
Thai Red Cross Society
LPN supported the publication of a campaign poster, “44 Thai Alphabets on Blood Donation You Should Know” to promote
blood donation activities. The posters were printed and distributed to blood donation units in the network of the Thai Red
Cross Society nationwide to provide the knowledge and understanding on blood donation to blood donors so that they
would become regular donors.
1.3

Earth Hour Activity
The Company in collaboration with Bangkok Metropolitan
Administration invited residents of the projects and employees to
turn off the light for 1 hour together with other 82 countries around
the world during 20.30-21.30h on Saturday 26 March 2011 under
the “Earth Hour” campaign which had been implemented since
2008. The campaign was to reduce green house gases emission
from energy usage which is the main cause of climate change. 69
Lumpini projects participated in the campaign by turning off the
light for 1 hour which helped save 5,126.39 kilowatt of electricity or
equaledto3.42tonsofcarbondioxideandsaved18,000THBinthe
electricity bills.
Moreover, the Company continued the campaign by inviting
residents of Lumpini projects to turn off lights when not in use
on every Saturday, resulting in reduced electricity usage in the
buildings.

Environmental Improvement and Increase of Green Space Activity
The Companycollaboratedwithvariousagenciestoimprovetheenvironmentandincreasegreenspaceof neighboring areas
of the projects developed by the Company. In 2011, the Company coordinated with Bangkok Metropolitan Administration,
District offices and local organizations to develop and improve the environment and increase green space as follows:
1. Built a vertical garden at Ratchada-Rama 3 intersection.
2. Improved the scenery around Serithai Road.
3. Improved the scenery around Klongtoey Market intersection.
4. Improved the landscape and built a vertical garden around Sikarin intersection.
5. Improved the playground of Ban Prakhun Child Development Center, Korpai community.
6. Improved the scenery around Tungmahamek police station.
7. Built a vertical garden on the street aisle in front of Q House building on Sathorn Road.
Furthermore, the Company was one of the 34 organizations from the private sector in Bangkok area that supported the
“84 Streets for the King” project. Bangkok Metropolitan Administration collaborated with the private sector to improve the
street aisles and build vertical gardens on 84 streets around Bangkok. Ten districts in south Bangkok area were the
piloted districts. The activity was consistent with the “Bangkok, the City of Heaven” concept and was to celebrate H.M. the
King’s seventh cycle birthday anniversary. On 29 June 2011, Mr. Sompong Kwanampaipan, Assistant Managing Director,
attended the press conference of the project which was organized at Bangkok Arts and Cultural Center and presided over
by M.R. Sukhumbhand Paripatra, Governor of Bangkok.
1.5
1.6

49
Activity to Improve and Increase Green Space
The activities to improve and increase green space within “Lumpini” community have been carried on to demonstrate the
Company’s policy to add value to products delivered to the customers. This also helps increase the overall value of the
properties of the customers and enhances the quality of life of the residents of “Lumpini” community under “Vibrant
Community” strategy. In 2011, the Company coordinated with Lumpini community to improve and develop green space
in 4 projects as follows:
1. Lumpini Place Rama 4
2. Lumpini Suite Sukhumvit 41
3. Lumpini Place Rama 3-Riverview
4. Lumpini Place Soi Kraisri
Waste Management Activity
Appropriate and hygienic waste management in each project is another activity focused by the Company in order to create
good living environment. At present, waste problems are one of the important problems impacting the environment and
sanitation of the community. In order to manage waste properly, the Company has been providing knowledge and raising
awareness about waste to encourage the residents to segregate waste since 2008. The Company started by surveying
the waste management system in each project and replacing the waste bins in all projects to be of the same standard
in 2010. It was found that there was a variety of waste bins used in each project which differed both in terms of size and
color. The standard waste bins provided on each floor of the building would be divided into two types i.e. general waste
(blue bin) and kitchen waste (green bin). On the ground floor of each project, the bins for each type of hazardous waste
would be provided.
Waste Segregation for Recycling in Lumpini Communities
The Company had piloted a project to segregate waste in seven
projects i.e. Lumpini Center Happy Land Building D and E, Lumpini
Center Ladprao 111 Building A,B,C,D,E,F and G and Lumpini Center
Nawamin. Initially, the information about waste was selected in each
project and the waste segregation procedure was proposed to the
juristic persons of all pilot projects in order to prepare the details
of the activity. The implementation plan was then presented to the
juristic persons committee of each project for comments and recom-
mendations.Finally,thewastebinstobeusedforeachtypeofwaste
would be concluded and produced. The promotional materials of the
activity was also produced and distributed to the residents.
“Separate Boxes Reduce Waste” Activity
“SeparateBoxesReduceWaste”activityhasbeenrunningfromJune
2009inLumpiniTower.Asaresultofthesuccessoftheactivity, in 2011,
the Company has also implemented the activity in all new projects
in order to encourage the residents to segregate waste which was
reusable and recyclable to reduce the amount of waste. It was also
to raise environmental awareness among the residents. The activity
was positively received by the joint owners as well as the residents
in all projects.
2.1
2.2
2.2.1
2.2.2
2. Activity in Collaboration with “Lumpini’ Community

Hazardous Waste Segregation Activity
At present, it is more likely for the hazardous waste to be released into the
environment. The waste such as empty spray can, batteries, light bulbs and
expired medicines was usually disposed together with other types of waste and
not managed properly. Without proper management, it could affect the health
of the people as well as the quality of the environment. In this regard, Bangkok
MetropolitanAdministrationaimstopromotehazardouswastesegregationinthe
communities by educating the people about the problems, danger and impacts
of household hazardous waste on environment and health. The measures
concerning hazardous waste were also in place to minimize contamination with
general waste e.g. collection, transportation and disposal of hazardous waste
from communities. The private sector was also encouraged to take part in
managing hazardous waste. The Company provided standardized waste bins
for hazardouswastefromPollutionControl Department to all projectsdeveloped
and managed by the Company.
Waste bins for five types of hazardous waste were provided and promoted in all projects i.e. container
for chemical substances, circular fluorescent light bulbs, mobile phone battery, battery and linear fluorescent light
bulbs. In 2010 and 2011, the Company was able to collect 20,656 pieces of hazardous waste for Bangkok
Metropolitan Administration for appropriate disposal. The Company also provided the information of the amount of
such waste to the Garbage, Hazardous Waste and Waste Management Section, Environmental Office, Bangkok
Metropolitan Administration to be used to develop waste management in Bangkok which is the very fast growing city.
Library Development Project with TK Park
The Company has signed an MoU with TK Park to collaborate on “Vibrant Community, Learning Center in the
Neighborhood” project to develop and support learning in children, youth and general public as well as to support
the pass on of knowledge on the management of library or learning center. This posed an opportunity for an
exchange of knowledge and experiences for the benefits of both organizations and the public at large. The training
was organized by TK Park focusing on books management, librarian skills, the development of a living library, the
technique for organizing reading promotion activity and library usage in children and adults and attended by more
than 140 staff of the Company. The knowledge learned would be used to develop the library of various projects
of the Company. At a later stage, the libraries would also be equipped with computers and educational games to
coincide with the living library concept.
In addition, TK Park gave special discount for membership application to the joint owners, residents and the staff
and their children so as to promote the habit of reading among children, youth and general public. They would be
given a gift card and could apply for membership free of charge at TK Park on 8th Floor, Central World, from
October 2011 to September 2012.
Such activity to promote education does not only aim to elevate the quality of life of the residents in the Vibrant
CommunitybutisalsoconsistentwiththepolicyofBangkokMetropolitanAdministrationtopromoteBangkokasthe
World Book Capital in 2013. This was proposed to UNESCO on 29 April 2011 in Paris, France.
2.2.3
2.3.1
Education Promotion Activity in Lumpini Communities2.3

51
The activity plan of the campaign to promote Bangkok as the World Book Capital started in 2011-2012 and com-
prised five strategies as follows:
• Strategy 1 Shift the paradigm in the society by producing various media for each target groups and distributing
PR materials.
• Strategy 2 Manage and implement the policy by establishing clear and continuous policy and identify both short
and long term workplan to promote reading.
• Strategy 3 Build strong participation by establishing Bangkok Read for Life coordination center and implementing
activities to promote participation of organizations in the network.
• Strategy4 Makebooksavailableinallareasbyimprovingtheexistingreadingspaceandexpandingnewreadingspace.
• Strategy5 Implementvariousactivitiestoanswertoalltargetgroupse.g.readers’roadactivityandBangkokRead
for Life activity.
Story On Tour Project
The Story On Tour project was the play telling a story of a pig that loses its ears to promote co-existence and
kindness in the society. The story also taught about doing goods and being nice to friends. The activities included
story-tellingandreading,handpuppetshow,playandstorybookmaking.Thepurposeoftheprojectwastopromote
children’s education, build the reading habit, develop language skills, build imaginations and promote the use of
library in the condominium. It was also a way to strengthen the bond within the family as the activity allows parents and
childrentospendtimetogether.TheStoryOnTourprojecthadbeenorganizedintenprojects,namely,LumpiniVille
Prachachun-Pongphet, Lumpini Ville Ramkhamhaeng 44, Lumpini Ville Cultural Center, Lumpini Place Ratchada-
Thapra, Lumpini Place Phahon-Saphankhwai, Lumpini Ville Sukhumvit 77, Lumpini Place Narathiwat-Chaophraya,
Lumpini Ramindra-Laksi, Lumpini Center Ladprao 111 and Lumpini Park Pinklao, and attended by 711 participants,
373 of which were children and 338 were adults.
“Super Storyteller” and “Mini Writer” Projects
The Company organized drawing and storytelling competition in the library which was part of the Story On Tour
project aiming to promote reading and develop self-confidence of youth. After adding more storybooks to all libraries of
all projects, the Company had selected children aged 6-12 years who won the competition to participate in a camp
at TK Park to develop their drawing skills and learn many techniques about drawing and storytelling. The drawings
acquired from the camp would enter a competition for a scholarship as an incentive for the participants.
2.3.2
2.3.3
3. Activity to Raise Environmental Awareness
The Second “Lively Family Camp for Environmental Conservation with LPN”
The “Lively Family Camp for Environmental Conservation with LPN” was held for the second consecutive year at Lumpini
Park. The camp was opened for family members of the residents to learn about the ecological system, environmental
resourcesmanagementandwastemanagementthroughone-day “familycamp.”Theobjectivewastoraiseenvironmental
awareness, encourage behavioral change to be more environmental friendly and realize the value of natural resources and
build a close relationship within and among families for a happy society.
3.1

4. Activity to Provide Assistance to the Underprivileged
Green Day for Kids with LPN Activity
Green Day for Kids with LPN was held at Suan Ruam Jai at Lumpini Park Pinklao with the objective to provide a venue for
Lumpini families to participate in creative activities together and build a relationship within and among families for a happy
society. Most of the activities focused on children to encourage them to take care of the environment of the community,
learn about the norms of co-existence in the society, learn to take care of public property and raise awareness about the
responsibilities towards the environment in the community. The activities in the LPN Go Green Workshop included creating
new inventions to reduce the impacts of global warming, creating nice decoration items or accessories and playing games.
The games were designed to be fun, build imagination and stimulate IQ and divided into various stations e.g. disposing
troublesome waste, relationship bonding, guessing the names of trees in Suan Ruam Jai to teach about the types of trees
and how to care for them and snake ladder game to raise awareness about the regulations of residential condominiums.
On the day, a storytelling activity from the Story On Tour project was also organized in the library of the project to promote
the habit of reading to children.
Cleaning Activity at Jomtien Beach
The Company organized a cleaning activity at Jomtien Beach to collect garbage on the beach. Lunch was also provided
for children at Ban Prakhun Child Development Center, Korpai community, Banglamung district, Chonburi province. The
activity was participated by 20 the staff of the Company and joint owners from Lumpini Ville Prachachun-Phongphet.
3.2
3.3
As a result of the economic fluctuation, political instability and higher unemployment rate, the Company had implemented a career-
building project to provide assistance to the unemployed and the underprivileged. The objective was to help generate income and
create a good quality of life for the residents of Lumpini community and to build a positive relationship between the officers and the
residents as well as among the residents themselves in order for them to make better use of their free time and to promote a culture
of living together. The seven piloted projects were Happy Land projects (Building B, C, D, E, F, G, H), Ladprao projects (A, B, C, D,
E, F, G), Lumpini Center Nawamin and Lumpini CondoTown Bodindecha-Ramkhamhaeng.
5.1
5. Activity in collaboration with neighboring communities.
Cleaning and Painting Activity at Tong Bon Temple
The Company collaborated with Yannawa District in the organization of the “Cleaning and Painting Activity at Tong Bon
Temple” (adjacent to Lumpini Park Riverside-Rama 3) to improve the scenery in the temple and to make merits for
H.R.H. Princess Sirindhorn on the occasion of the 56th birthday on 2nd April 2011. Around 80 volunteers and executives
from both organizations participated in the activity.

53
Activity to Build a Playground, Improve a Library and Renovate a Building for Wat Mai Kratoom Lom School
WatMaiKratoomLomSchoolistheschoolunderBangkokMetropolitanAdministrationandislocatedinNongchokdistrict.
At present, there are 140 students from kindergarten to Pratom 6 level. Since the school lacked facilities and infrastructures
necessary for students, the Company offered to sponsor the construction of a playground, the development and
improvement of the library by building book shelves and donating five computers to the library and the renovation of a
building by fixing the ceiling to be as good as new.
Merit Making Activity to Sponsor the Renovation of Kiat Pradit Temple
The Company, joint owners of Lumpini Ville Ratburana-Riverview and business alliances arranged a merit making activity
to raise fund for the renovation of Kiat Pradit Temple (near Lumpini Ville Ratburana-Riverview) which was being renovated
but lacked financial support.
Theceremonywasheldon15October2011andpresidedoverbyMr.CharanKesorn,ManagingDirectorofLumpini Property
Management Co., Ltd. On 16 October 2011, Ms. Yupa Techakraisri, Executive Director of L.P.N. Development Public
Co., Ltd., Mr. Charan Kesorn, Managing Director of Lumpini Property Management Co., Ltd. and Mr. Somsak Metatan,
Chairman of Condominium Juristic Person Committee of Lumpini Ville Ratburana-Riverview, joint owners and staff of the
Company offered robes and the donation of 395,000.00 THB to the temple.
Activity to Repair Playground Equipments and Aerobic Area of Ban Prakhun Child Development Center, Korpai Community
In 2011, the Company has expanded the project development to Pattaya, Chonburi province and explored community
surrounding the development site for possible assistance that could be provided to the community to suit their needs.
Korpai community is in the neighborhood of Lumpini CondoTown North Pattaya-Sukhumvit and the majority of the
community members are elderly people and children. The community is in need of a financial resource to repair the
playground equipments and aerobic area. Therefore, the Company offered financial aid to the community to repair the
playground equipments and aerobic area to serve as a common area for the community members to meet up, relax
and exercise.
5.3
5.4
5.5
5.2 Merit Making Activity at Tong Bon Temple
The Company and business alliances together made a merit to monks at Tong Bon Temple (adjacent to Lumpini Park
Riverside-Rama 3) to support the construction of a multi-purpose pavilion to serve as Dharma school and Sunday Buddhist
school. The activity was held on Tuesday 17 May 2011 which was a Vesak Day. Mr. Sompong Kwanampaipan, Assistant
Managing Director of Lumpini Project Management Service Co., Ltd. (LPS) was the representative of the Company to offer
the collected amount of 266,611 THB to the abbot of Tong Bon Temple.

Moreover, the Company focuses on the social responsibility in terms of labor directly and indirectly as well as fair business operation
as follows:
Labor
The operation of the Company involves directly and indirectly with labor through affiliated companies and business alliances who
provide services to the Company, especially construction and security services. The Company has established the following policies
for operation:
Direct Labor
Lumpini Property Management Co., Ltd. which is an affiliated company is the provider of cleaning services in the projects managed
by the Company. The employees of the Company and affiliated companies are divided into 2 groups as follows:
Group 1: Full-time Employee
The Company emphasizes the importance of human resources management which is included in the mission and strategic map
of the Company with an aim to develop the Company to be a quality organization.
Group 2: Daily Employee
The majority of daily employees are women who come to look for work in Bangkok. This group of women does not have a chance
to compete in the labor market for the lack of knowledge and skills. The Company thus assigns an affiliated company to run an add-
on business to provide cleaning services to communities managed by the Company and hire women who were exploited in terms
of labor. These women will be trained to increase their personal and professional knowledge and skills. At present, there are more
than 800 women hired by the Company. The other policy for such business operation is to return the profits of operation to all daily
employeesintermsofwage(whichis20%higherthantheminimumwage)andwelfares.TheCompanyalsosupportstheeducation
of the employees or their children who lack financial resources as well as their well-beings and good quality of life for a better future.
Lumpini Helps, Suayai Smiles Project
During the flood situation in 2011, Suayai Community located in Rachadapisek soi 36 which was nearby Lumini Place
Ratchayothin was heavily flooded for an extended period of time. The Company was aware of the situation via the
Foundation for Slum Child Care under the royal patronage of HRH Princess Kalyani Vadhana which was the community
assistance center during the time. The Foundation packed up donated goods and distributed survival bags to the commu-
nities affected by the flood, as a consequence, basic necessities of the Foundation itself had become scarce.
After the water receded, the Company contacted the Foundation to urgently provided assistance to the communities. The
survey had been done to acquire the information of the real needs of the community. It was found that the community
was a densely populated area of wooden housing residing by no less than 1,000 residents. The majority of the community
members was daily employees who suffered a great deal from unemployment during the flood.
The Foundation surveyed and compiled the list of those who were affected by the flood and needed urgent help. The
Company then prepared the necessities for the affected, donated other goods to the Foundation for its use, raised fund
from business alliances, staff and joint owners of various projects and organized mental health recovery activities for the
community members e.g. free haircut and free lunch.
The activity could not have been successful without the collaboration of the business alliances, the Company’s staff,
other private companies and “Ruam Jai Pai Duay Kan” group which consisted of the representatives of joint owners from
Lumpini Place Ratchayothin, Lumpini Place Ratchada-Thapra, Lumpini Ville Prachachun-Phongphet, P.S.T. City Home,
Lumpini Suite Pinklao, U-Delight Huay Kwang, Lumpini CondoTown Bodindecha-Ramkhamhaeng and Lumpini Ville
Ladprao-Chokchai 4. The total of 321,466.50 THB was raised.
5.6

55
Indirect Labor
The Company has to hire external companies (construction contractors) to construct buildings developed by the Company. Such
group of companies has done businesses with the Company for a long period of time and developed into being an “alliance” that has
gone through the economic crisis in 1997 together. This allows the Company to establish a guideline to manage construction work
and provide trainings for workers of the alliance. The Company strictly abides by law in the management of labor, especially in terms
of creating a good quality of life for the workers, providing welfares, safety, healthcare and good environment of the construction
site. The Company also takes care of the surroundings of the workers’ temporary housing and lays ground rules for the workers e.g.
workers must avoid gambling and drugs.
Fair Business Operation
In order to ensure balanced and fair gain of the Company, the main strategy, vision, mission and strategic map are developed from
the balanced scorecard system which entails balanced and fair interests and benefits for all stakeholders as follows:

Benefits for Customers
The Company has developed products with affordable prices especially for customers in the lower-middle income range. “Vibrant
Community” strategy will help enhance the quality of life of the customers who are residents in the community as well.
Benefits for Trade Partners
The Company has allied with trade partners for a long period of time, especially those who had gone through the economic crisis
together. The business alliances of the Company are like an affiliated organization that achieves development and growth together
with the Company. The profits from the operation will also be the win-win situation for both parties.
Benefits for Employees
The Company focuses on the importance of human resources management and development as well as career advancement of
employees.TheCompanyisalearningorganizationinwhichthemajorityofhighrankingexecutivesareinternalstaffwhohavegrown
from mid-manager level. The importance is given to work-life balance also. As for remuneration for employees, the Company has
decided the bonus for employees based on sales volume of the organization in order to encourage all employees to participate and
take responsibility in the performance of the Company.

Annual Report 2011

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