Sustainability Management in the Economic Dimension

Supply Chain Management
Operational goals The Company aims to establish the Supplier Code of Conduct to entail sustainable guidelines for the suppliers, supplier selection, and criteria for supplier categorization.
Operational results The Board of Directors approved the Supplier Code of Conduct in November 2021 and subsequently notified the suppliers. 40 percent of suppliers thus far have signed the acknowledgment of the Supplier Code of Conduct. The Company plans to increase this figure to 50 percent in 2022.
Operating company TTA
Material Souring
Operational goals The use of plantation forest sourced paper packaging products increased in 2021, with a plan to increase the said use by 100 percent in 2022.
Operational approaches Operations include assessing and verifying that the paper packaging suppliers’ sources of raw material are certified from the Forest Stewardship Council (FSC), Program for the Endorsement of Forestry Certification (PEFC), or Sustainable Forestry Initiative (SFI).
Operational results PHC started purchasing paper packaging made with woods sourced from plantation forests in 2021.
Operating company PHC
Product & Service Quality and Safety
Operational goals
  • To deliver food that meets the highest safety and quality standards in every branch, which starts from the raw material selection process to the verification of sources and production chain, as well as sanitary transportation and preparation of food in order to provide customers with delicious, safe, and hygienic meals.
  • To reduce the number of customer complaints from the year 2020.
  • To ensure that all employees have received food safety training and that all suppliers are audited and meet the standard set by the brand.
Operational approaches
  • For the Quality Assurance Department to ensure that every branch receives a standard inspection according to the conditions of the franchise owner and meets the food safety goal.
  • In the case of a costumer complaint, the branch must address the complaint and discuss the cause and prevention approaches with the Quality Assurance Department.
Operational results
  • Every Pizza Hut branch has been fully inspected according to the conditions from External auditors that the franchise owner determines.
  • Across the country, there are a total of 282 customer complaints in 2021, which is a decrease from 2020’s 416 complaints.
  • 100 percent of employees have received food safety training and 100 percent of raw material suppliers are inspected and certified.
Operating company PHC
Customer Relationship Management
Operational goals To build relationships with customers using technology as well as personnel to enhance customers service and to understand customer needs as well as respond to the needs both in terms of products and services.
Operational approaches
  • Leveraging personalization technology in sales promotion to meet the needs of customers in each group as much as possible, as well as in marketing and sales planning appropriately.
  • Conducting customer satisfaction assessments (online or via SMS) to improve the quality of products and services.
  • Drive operation and plans to emphasize the customer relationship management and customer loyalty throughout the year 2022 for more customer relationships as well as to expand customer base.
Operating company PHC
Anti-Corruption
Operational goals
  • The Company will be certified as a member of Thai Private Sector Collective Action Against Corruption (CAC) by 2021.
  • To ensure that employees understand anti-corruptions operations and receive an average score of more than 90 percent after training.
Operational approaches
  • Other policies and measures are implemented includes those regarding Gifts and Entertainment Policy and Procedures, Charitable Contributions and Sponsorship Policy and Procedures, Anti-corruption Policy on Corporate Human Resources to be consistent with the Company's anti-corruption policy and measures, and applicable to all departments in the organization including subsidiaries and all associated companies and communicate the such policies via intranet for employees and email for external stakeholders including suppliers to acknowledge and cooperate in the implementation of customer complaints that must address the complaint and discuss the cause and prevent recurrence have to be taken with the relevant departments.
  • The risk management unit conducts business risk assessments, including the risk of corruption, regularly check and evaluate the internal control system to ensure that the Company has an internal control system that is sufficient and appropriate to prevent corruption. This also includes an anti-corruption campaign involving video clips of executives to raise awareness within the organization. Including creating “No Corruption” stickers for employees by walking to everyone's desks. Training is provided for new employees to understand and understand the company's policies.
  • There was a plan to provide training to current employees at least once a year both online and offline, starting from 2021 onwards. To ensure that all employees have an understanding of anti-corruption operations, the Company requires employees to take a test before and after training about corruption. If there are employees who still do not understand any issues, the Company will continue to organize additional training in the aforementioned areas.
Operational results
  • The Company and PHC have been certified as members of the Thai Private Sector Collective Action Coalition (CAC) from the review of the Board of CAC on 30 September 2021 and 20 July 2021, respectively.
  • The Company’s employees demonstrate understanding of anti-corruption operations, receiving an average score of 97.85 percent after training
Operating company TTA and PHC

Sustainability management in social dimensions

Human Rights & Labor Practices
Operational goals To ensure that more than 80 percent of employees have received human rights and labor practices policy training .
Operational approaches The Company provides training on human rights and labor practices policy conducted by experts who provide examples of human rights violations in order for employees to have a better understanding of their conduct. The training was held electronically and the training cycles are divided according to the appropriateness of employees in each department to facilitate employees in attending the training. There are pre- and post-training tests to test the knowledge and understanding of employees as well.
Operational results 85 percent of employees received training on human rights and labor practices policy, and the test results after the training have an average score of 97.85 percent.
Operating company TTA and PMTA Office
Human Resource Management
Operational goals Thoresen Shipping is committed to ensuring that its personnel are competent, capable, and happy at work to grow continuously and sustainably through more than 15 training courses throughout 2021.
Operational approaches
  • Thoresen Shipping has prepared a training plan for marine personnel to increase their skills and knowledge expertise, including the preparation of development plans for job positions and welfare, as well as supporting activities for the marine personnel to promote both work skills and organizational commitment.
  • The company has developed important training courses for marine personnel by creating a training plan that meets the international standards and requirements, including having concrete assessments and follow-up.
Operational results In 2021, due to the COVID-19 situation, Thoresen Shipping has arranged training courses for marine personnel via Zoom and E-Learning systems to ensure that the training is continuous and appropriate to the contemporary situation, with more than 15 training courses throughout 2021 Examples of important marine personnel training courses include: Bunker Procedure & Cappuccino Effect, NS Enterprise, Cargo Hold Cleaning, Piracy and Armed Robbery, Container Loading Guide and Safety, PSC Awareness, Electronic Chart and Information System (EDIS), Risk Assessment, IMO 2020 Low Sulphur Cap, Safe Anchoring (SA), Incidents investigation and root causes analysis, Safety Awareness, The International Safety Management Code (ISM Code), Safety Management System Manual (SMS), International Ship and Port Facility Security Code (ISPS Code), Safety Officer, Marine Engineering Techniques, Ship Handling (Bridge Team 3 days), Marine Lubricating Oil Training, Shipboard Familiarization.
Operating company Thoresen Shipping
Occupational Health & Safety
Operational goals To have zero accidents in the Company.
Operational approaches
  • In terms of employee health measures, the workplace environments are monitored and controlled to ensure that they do not present impacts to employees.
  • The 5 C’s, which include screen , systematic, spotless , sanitary , and self-discipline focusing on the fundamentals of safety at work and striving to have zero workplace accidents.
Operational results In 2021, the Company’s report indicates 0 accidents.
Operating company TTA
Community Development & Involvement
Operational goals For TTA Group to organize at least one community engagement activity.
Operational approaches TTA Group believes that a strong community is key to sustainable development in the business, social and economic sectors at the national level. The Group therefore always seeks opportunities to engage and participate in the community both in terms of planned activities and response to emerging matters.
Operational results TTA Group has organized a total of 26 activities to aid communities and society, covering matters such as education, healthcare, and disaster relief. More information can be found in the Sustainability Management in Social Dimensions section.
Operating company TTA Group

Sustainability Management in Environmental Dimensions

Energy Management
Operational goals To invest in renewable energy projects, such as solar rooftop projects and power plants from waste/residues to reach 1 megawatt per year in the first phase (starting in 2021), and additional expansion of investments every year until reaching the 5 MW target in 2023 to promote more environmentally friendly energy consumption, along with reducing the use of fossil fuels to reduce greenhouse gas emissions.
Operational approaches
  1. Promote hospital to use more energy from solar rooftop. UMS is an investor in the construction of a Solar Rooftop project located in the customers’ area and sells electricity to the customers to be used as an alternative energy source.
  2. Procurement of investment projects in the power plant business from other renewable energy, such as power plants from waste and residual, to produce electricity and sell it to the Electricity Authority, which also helps to solve waste problems for the community as well.
Operational results 2 investment projects with a total value of 34.51 million baht with a capacity of 1.29 megawatts. The Company has started to invest in construction in the third quarter of 2021 and is expected to be able to start producing and selling electricity to customers in early 2022. This will result in more environmentally friendly energy use.
Operating company UMS
Greenhouse Gas Emission
Operational goals Thoresen Shipping remains committed to minimizing the use of natural resources and its impact on the environment, with policies and measures to reduce greenhouse gas emissions in all areas where the Company's cargo ships operate by setting goals, including setting a strategy for operating based on the principles and strictly comply with international regulations according to the International Convention on the Prevention of Pollution From the ship Annex VI (MARPOL Annex VI), which is a regulation to prevent air pollution from ships prepared in the framework of International Maritime Organization (IMO: International Maritime Organization), with the aim of reducing the impact on ecosystems and environment.
Operational approaches
  • Thoresen Shipping operates in strict accordance with IMO regulations. The Company has a Marine Department responsible for formulating policies and implementing efficient greenhouse gas management.
  • The use of IMO Data Collection System (DCS) software to record the carbon emissions of all ships to plan voyages in ECO mode, which can help reduce carbon emissions.
  • Strictly comply with IMO requirements by switching to low-sulfur fuel oil (LSFO) to reduce the sulfur content of ship fuels (Sulfur Cap 2020).
Operational results Thoresen Shipping has reduced its sulfur oxide content to less than 0.5 percent in accordance with the new requirements of the International Maritime Organization, which is effective from 1 January 2020.
Operating company Thoresen Shipping
Water & Wastewater Management
Operational goals To conduct business with environmental responsibility and comply with relevant laws and regulations of the industrial estates in Vietnam.
Operational approaches Developing systems and management to reduce environmental impacts.
Operational results The plant of Baconco, a subsidiary of PMTA, has a maximum treatment rate of 450 cubic meters per day. The treated water is released into the water system. The treated sludge is reused in the production process to leverage the remaining chemicals. The capacity of Baconco's wastewater treatment plant is better than that specified by Phu My I Industrial Estate and beyond Vietnam's legal standards for contaminant treatment.
Operating company PMTA
Operational goals Thoresen Shipping recognizes the importance of climate and environmental change from human use of natural resources—global warming, drought and natural disasters due to the misuse of natural resources. To carry out a comprehensive water management system for the best and most efficient results, help reduce operating costs, as well as reduce the amount of wastewater and reduce the cost of wastewater management, the company's operations adhere to the rules of conduct in accordance with the prescribed international standards.
Operational approaches The company has a Technical Department that oversees the management of water and wastewater in accordance with the requirements of the International Maritime Organization and formulates an operational plan to achieve the highest efficiency in water and wastewater management. In 2021, the company has performed the following important management tasks:
  • The company has installed ballast water treatment equipment (BWT) on all 24 vessels by 2020, which will help destroy foreign organisms and alien species attached to ballast water before being released into the sea.
  • Measures were set to reduce the emission of waste caused by contaminated oil by requiring an Oil Water Separator to be installed to filter oil generated from operations before it is discharged into the sea. All vessels have an oil filter installed and a system to filter the oil from the wastewater. In addition, the quality of the wastewater has to be checked to ensure that no contaminants are discharged into the sea and to conserve the marine environment
Operational results The Company remains committed to maintaining standards for quality inspection of wastewater by maintaining the level of residual oil contamination in the wastewater discharged to the sea to less than 15 ppm according to the specified criteria. As a result of its ongoing operations in water and wastewater management, Thoresen Shipping has received the International Oil Pollution Prevention Certificate (IOPP Certificate) for strict compliance.
Operating company Thoresen Shipping
Waste & Lifecycle Management
Operational goals To conduct business with environmental responsibility and comply with relevant laws and regulations of the industrial estates in Vietnam.
Operational approaches Developing systems and management to reduce environmental impacts.
Operational results Baconco, a subsidiary of PMTA, employs certified contractors to manage both hazardous and non-hazardous waste generated by its operations in accordance with Vietnamese law. Additionally, there are wastewater treatment and air emission control systems. The amount of gas emissions is controlled 24 hours a day by the environmental monitoring system, In 2021, Baconco used recycled lubricants as fuel for production. which reduces the cost of fuel consumption and also the amount of sulfur emission that affects the environment.
Operating company PMTA
Operational goals Thoresen Shipping is working towards efficient waste management and product cycle, having formulated waste management plan to systematically collect and reduce the amount of waste on board.
Operational approaches The company plans to strictly adhere to international standards. In addition, the company organizes a campaign to support the policy on waste management and product cycle by creating the campaign to reduce the use of plastic and the production of plastic waste, which involves using infographic posters to raise awareness of environmental impact for the vessel crews and officer at the head office to aware the impact of waste for environment and ways to help save the world, such as using cloth bags, waste separation, waste management, starting in 2020 and continue into 2021.
Operational results Thoresen Shipping has been certified by Shore Facility for its environment-friendly systematic waste management. In 2021, the Thoresen Shipping fleet continues to reduce the use of plastic and the production of plastic waste according to the Company’s campaign. Waste is classified and managed systemically, resulting in an 11 percent decrease in onboard plastic waste production, from 128.5 cubic meters in 2020 to 114.2 cubic meters in 2021.
Operating company Thoresen Shipping