Turn corporate responsibility

into opportunities

Turn corporate responsibility

into opportunities

is the latest Digital Social Innovation by TEI

(Thailand Environment Institute)

To achieve SDG11 in Bangkok

1.livable city

2.good quality of life

3.environmental sustainability
4.learning center & well-management

How might TEI promote the

implementation of SDG 11
in innovative ways?

This report is a part of nal project in the course,

DBT416 Planet & Society
Professor. Massimo Chen

Submitted by December 16, 2016.

Our Team
5716440036

Chanikan

5716440234

Nattapong

5716440119

Nimmano

Jirintorn

Jianpinitnun

Nichkamon

Rucksittitham

5716440853

Charn

Sangvirojkul

5716440978

Panpaporn

Yongkok

5716440291
5716440366
5716440887

Sae-lieo

Phatchatreeya Larpiampaisarn

Jiraphat

Maneerattanakulchai

table of
contents
3

Executive Summary

Problem & Objective

5
6
10
11
14
20
30
36

Background Information

41
42
44
47

Ideation & Prototype

55

Roadmap & Conclusion

57

Reference

59

Annexes

Who is TEI?
What is Livable cities
Promoting Livable cities in Thailand
Current approach
The Truth about CSR
Corporate Disruptor
Overview of CSR in Thailand

Concept
The First prototype
The second prototype

executive
summary
This project focuses on the statement of how Thailand Environment Institute (TEI) promote the implementation of SDG 11 in innovative ways? The primary aim of the task is turning corporate behavior on
Social responsibility into opportunity of the contribution to Sustainable Development Goals (SGDs) in
particular sustainable cities and communities;
SDG11 with digital platforms.
The report involves an analysis of Corporate Social
Responsibility (CSR) ecosystem and TEI practises
with the purpose of appearing on repositioning TEI
to accomplish the statement with great efciency. A
design process is mainly used as the creation of a
convention for the construction of INTERSECT the
latest digital social innovation platform.
The INTERSECT prototype is remarkably a project
co-ordinator website for 4 main users; people, local
municipality, TEI, and corporates. TEI does not only
set themselves as a connector between contributor
and takers, but also advocate for a participatory
approach. It apparently improves the nonprot
organization arrangement throughout CSI. Results
of idea submitted are expected to be successful
according to the new system of the nonprot organization.

problem &
objective
To achieve SDG11 in Bangkok

1.livable city

2.good quality of life

3.environmental sustainability
4.learning center & well-management

Require a lot of effort to bring

change to their living areas

Give a consult in
development practises.
Create frameworks &
indicator to city

Responsible for improving

quality of life of people
living in the area.
Lack of knowledge &
capital in sustainable
development.

Identify and contact to the

community or area by
themselves.
Large amount of capital
and resources to conduct
social responsibility
Sometimes, helps do not
meet the need of community and less impactful.

To connect four different actors, playing a role in

urban and sustainable development. Hopefully, bring
corporate responsibility to contribute to society and
environment to meet with local needs of communities
in development, along with collaboration and consulting from international organisations or institutes.

background
information

thailand
environment
institute
5

who is tei?
BACKGROUND

The Thailand Environment Institute (TEI) is

a non-prot, non-governmental, environmental organization, focusing on environmental issues.
Established in May 1993 with a working philosophy of serving

as a reliable and up-to-date information and knowledge

resource. Founded on the belief that partnerships are the most

effective approach in achieving sustainable development and

better quality of life, the Thailand Environment Institute advo-

cates a participatory approach to shared environmental

responsibility. By working closely with the private sector,

government, local communities, other civil society partners,
academia and in international circles with international organizations, TEI helps to formulate environmental directives and
link policy with action to encourage meaningful environmental
progress in Thailand.

who is tei?
VISION

The vision of the Thailand Environment Institute is to be a

national centre of excellence in environmental issues by

Leading in national environmental policy planning based on

tangible evidence and experiences

Serving nationally and internationally as a primary source of

data and information

Acting as core leader in capacity development, collaboration

and networking for policy implementation

MISSION

The Thailand Environment Institute will serve as a respected

research institute, a center of high-quality information and

meaningful action committed to sustainable human development, by

Conducting research activities within and outside the country

to benet the conservation of natural resources and the

environment, and by supporting and participating in the

practical application of the research ndings.

Establishing up-to-date and reliable information systems and

through providing for extensive dissemination of quality

information on environmental issues.

Developing and enhancing the knowledge and capabilities

of the staff so that they can be proud of their work and their
organization

who is tei?
WORKING STRUCTURE AS 3 PILLARS:

1. The management / administration of

environmental research funds / grants
2. Social enterprises clusters
3. Research clusters, consisting of 10 centers;
3.1 The Asian Climate Resilience Center (ACRC)

3.2 The Center of Environmental Friendly Agriculture and

Sustainability (CEFAS)

3.3 The Center of Urban Sustainability and Livability (CUSL)

3.4 The Center of Energy and Waste Management for Low

Carbon Society (EWLCS)

3.5 The Center of Environmental, Health, and Social Impact

Safeguards (EHSIS)

3.6 The Center of Natural Resources and Biodiversity Sustainability (NRBS)

3.7 The Center of Responsible Consumption and Production

for Environment (RCPE)

3.8 The Center of Environmental Governance and Social

Engagement (EGSE)

3.9 The Environmental Education Center (EEC)

3.10 The Center of Thailand Earth Environment and Disasters

Administration (TEEDA)

focus on
sdg11
The Center of Urban Sustainability and
Livability (CUSL)
Owing to the rapid expansion of urban areas in Thailand, TEI

has been working on urban environmental development since

its establishment under the concept of

Livable Cities.

TEI aims to enhance community capacity take part in urban

environmental development and to support the local govern-

ments to development environmental development plans in

collaboration with city stakeholders . These efforts align with

Thailands own decentralization process that is underway and

with Local Agenda 21 from the United Nations Summit Forum

on Development and Environment.

From 1995 to 2003 TEI took the role in developing a national

master plan, a strategy for urban environmental development,

and new policy for the public sector and the sector of policy
level. TEI also worked at the local level, collaborating on urban
environmental development in many communities, such as
Phuket, Samut Prakan, and Nakhon Sri Thamarat. In 2003 and

2004, TEI played a role in developing indicators for livable

cities which were used in an empirical study looking at how

development impacted livability in Bangkok and Chiang Mai.

TEI also developed indicators in order to evaluate the performance according to each element of each municipality participating in the project.

Efforts to improve cooperation and collaboration at the local

level have also helped cities build capacity to address other

key issues impacting their population, including land use,

conservation of urban bio-diversity, and the development and
improvement of physical infrastructure.

what is
livable city?
The city of better live. On the base of development according to the sufciency
economy
Livable cities in term of developing country began in period of
Economic and Social Development Plan Vol. 7 (1992-1996) by vision
of public health because of World Health Organization (WHO) that
began healthy city plan since 1986.Beginning of developed cities was
a developer for sanitation in communities affected by the physical
environment, social and economic by the municipal executive and the
provincial governor, a leader in network development, together with
the community to get more practices in order to get knowledge properly with communitycontext. Economic and Social Development Plan
was descried by many institutes. The government had been promoting and incentive every institute to awareness and develop the
community. Economic and Social Development Plan Vol. 11
(2012-2016) has a focus on changing the development process to be
an economic and environmentally friendly community. Furthermore,
preparing for climate change by development method:
1. Urban planning integrates with culture, social and ecological
2. Supporting the distribution of population and encourage sufcient
settlement proper with the area
3. Increasing performance of using the energy within logistics and
transportation to decrease the quantity of greenhouse gas
4. Low carbon dioxide and environmental friendly
5. Increasing performance to acclimate to the climate change and
disaster
However, livable city development had performed with the trend of
world developing in order to awareness about effected of environment problem and climate changing by the United Nation conference
since 1992 and recently on 2012 called Rio+20 is also focusing on
sustainable development in integrating urban planning, stability in
settlement and habitat, environmental friendly transportation, appropriate and safety environment and connect between city and countryside.

10

promoting livable
cities in thailand
TEI has set up FOUR key framworks to
promote a livable city; each of them consists of Indicators for evaluation.
+ 7 indicators

1. Livable City
Considering from the physical and economic foundations
of the city. Such as:

- The proper utilization of land,

- Infrastructure is standardized for all people

- Residential security

- Security of life and property

- Economic stability

2. People with good quality of life

Considering from social for better health. Such as:
- People have good health

- People of all ages have a variety of education and

equal

- Every group of people receive appropriate welfare

- Drug-free and safe from all vices

- The family has a warmth and generosity with the com

munity

- Citizen participate in social activities

- Youth, women, the disabled, the elderly and the disadvantaged people has been defend with rights

- Tradition, culture and wisdom are inheritance

11

+ 9 indicators

promoting livable
cities in thailand
TEI has set up FOUR key framworks to
promote a livable city; each of them consists of Indicators for evaluation.
3. Environmental Sustainability

+ 7 indicators

Considering from sustainable urban and environmental

management. Such as:

- The waste or pollution is managed correctly and

appropriately

- Green spaces and urban landscape care is appropriate and consistent with the environment

- People have a way of life and consumption that is

environmentally friendly

+ 11 indicators

4. Learning Center &

Efcient Management
Considering from efcient management and administration

in government and ability for the municipality to learn and

adapt. Such as:

- A clear vision and plan

- Personnel have knowledgeable and competent

- Good management

- Innovative urban development.

- Education and knowledge work system has been

developed continuously

12

promoting livable
cities in thailand
TEI is using their livable city frameworks
and indicators purposely to
1. To develop mechanisms and tools to be
more clear in the indicated livable municipality
2. To promote the municipality bring the
idea and indicator to integrate with the
development
3. To encourage people in community to
collaborate in development
4. To praise the municipality which success in development and good model
to another municipality that encourage
to develop in the rightand proper direction

13

current
approach
TEI is now promoting livable city mainly
by A Livable City Contest, held annually.
They encourage each municipality, scaled
into small, medium and big, in Thailand to
apply for the contest. Integrating their
frameworks and indicators, TEI has made
this contest an approach for assessment
and collecting accountability of both City
Development Process and Impacts of
Developments.

In collaboration
with

www.deqp.go.th

City or municipality will be classied into 3 scales.

1. Small municipal / municipal district (Having a
member of the municipal council more than 12
persons)
2. Medium municipal / municipality (Having people
more than 10,000 in the community and member
of the municipal council more than 18 persons)
3. Big municipal / city municipal (Having people
more than 50,000 peoplein the community and
member of the municipal council more than 24
persons.)

14

www.mnt.or.th

current
approach
An evaluation

for awarding the livable city contest, is processing as follow steps, taking the period
from May to December.

1. Public Relations and application

| May July

In collaboration
with

The TEI will have an activity to educate for the

municipality, intending to apply within 5
regions to get more understanding of the
criteria, indicators and presentation submit.
www.deqp.go.th

2. Checking document
| August
The committee will consider the submitted
document of a each municipality. Check the
information of the report and primary collected data in order to rating of each metric indicators according to the designated criteria
and propose the overall score of qualied
municipalities to site survey committee.

15

www.mnt.or.th

current
approach
An evaluation

for awarding the livable city contest, is processing as follow steps, taking the period
from May to December.
In collaboration
with

3. Evaluation and visiting area

| September November
The committee will survey the site to look at an
activity and a result from development, presenting in the approved document from
checking process. Rating points are ranged
from obvious evidence of development,
endeavors in operation, urban innovative and
sustainable approach. Next, Furthermore,
ranking will be arranged according to overall
scores and proposed the director committee

4. Awarding and announcement

| December
The director committee will consider the
rewards to a livable municipality in 2016 and
announceme the summary on TEI website.

16

www.deqp.go.th

www.mnt.or.th

current
approach
A guidline for municipalities applying to the con-

test. Besides from practising development, presentation progress is recommended. With a concise,
systematic information showing clear impacts that
bring change into city.

In collaboration
with

1. Setting up working committee

The municipality should set up a team; who might have

background and comprehension in livable citys indicators, for choosing achievement, collecting data and
prepare an application

2. Studying livable city frameworks, indicators and

evaluation process

www.deqp.go.th

Founding committee should profoundly understand

livable city frameworks, indicators and evaluation
process, refered in a mannual book of the contest. As
well as study how to make application, report and

presentation; which can be downloaded an example

on the website.

http://www.tei.or.th/w_lc/160419-award-book-2559.pdf

3. Choosing outstanding and innovative works

Selected work achievement should have creative,
outstanding characteristic and discernibly concrete
evidence. It could be chosen more than one project for

each single indicator, but be avoid of presenting that

project in other indicators. Futhermore, innovative

project; according to the indicator no.34, get more
preferable in evaluating points in order to encourage

municipality to initiate urban development in many

different innovative ways.

17

www.mnt.or.th

current
approach
Benets and award

that municipalities are

expected to get in highest return from applying to
the contest is winnig a Trophy from Her Royal
Highness Princess Maha Chakri Sirindhorn.
Secondary incentive is gaining award and recognition from credible organisations, which will enhance
reputation from city citizen. Moreover, achievement
revealed to other municipalities, press and media
also bring fame and acception to municipality

In collaboration
with

From the passing years, livable city assessment does

not only concentrate on contest and award, but still
put an emphasis on applying the developed livable

www.deqp.go.th

frameworks and indicators to improve urban devel-

opment, reinforce engagement of people in city

areas as well as collaboration with other actors,

including organisation, private sector and govern-

ment ofcer. Awarding municipality will be promot-

ed as a good example of city development so that

other cities will be able to get into the better and
suitable direction.

18

www.mnt.or.th

current
approach
However,

this contest and reward approaching

TEI are currently using might not have potential
enough to achieve SDG11 in cities, due to some
limitations.
1. Winner trophy is not incentive for everyone in
community to gather together in making urban
development
2. The form of award doesnt allow everyone to share
a sense of ownership. It seems to be a kind of honor
for community administration rather than recognition for action of people

In collaboration
with

www.deqp.go.th

3. The contest approach is traditional way of what an

institute usually do, which is hard for estimating the
impact of approaching action.
4. Only a guidline is provided to municipality. All
efforts in development are required solely from
people community itself.

19

www.mnt.or.th

background
information

the
truth
about csr
20

the truth
about csr
Most companies have long practiced some form of
corporate social and environmental responsibility

Contributing to the well-being of the

communities and society they affect and
on which they depend.
If in doing so CSR activities mitigate risks, enhance
reputation, and contribute to business results, that is
all to the good. But for many CSR programs, those
outcomes should be a spillover, not their reason for
being.
Despite the widely accepted ideal of pursuing
shared valuecreating economic value in ways that
also create value for society
Rather, most companies practice a multifaceted
version of CSR that runs the gamut from pure philanthropy to environmental sustainability to the active
pursuit of shared value. Moreover, well-managed
companies seem less interested in totally integrating
CSR with their business strategies and goals than in
devising a cogent CSR program aligned with the
companys purpose and values.

21

by V. Kasturi Rangan,

Lisa Chase and Sohel Karim

the truth
about csr
To maximize their positive impact on the social and
environmental systems in which they operate, companies must develop coherent CSR strategies.
Companies CSR activities are typically divided
among three theaters of practice.

Theater one:

focusing on philanthropy.
Programs in this theater are not designed
to produce prots or directly improve
business performance. Examples include
donations of money or equipment to civic
organizations, engagement with community initiatives, and support for employee
volunteering.

22

by V. Kasturi Rangan,

Lisa Chase and Sohel Karim

the truth
about csr
To maximize their positive impact on the social and
environmental systems in which they operate, companies must develop coherent CSR strategies.
Companies CSR activities are typically divided
among three theaters of practice.

Theater two:

improving operational
effectiveness.

Programs in this theater function within

existing business models to deliver social
or environmental benets in ways that
support a companys operations across
the value chain, often improving efciency
and effectiveness. Thus they maybut
dont alwaysincrease revenue, decrease
costs, or both. Examples include sustainability initiatives that reduce resource use,
waste, or emissions, which may in turn
reduce costs; and investments in employee working conditions, health care, or education, which may enhance productivity,
retention, and company reputation.

23

by V. Kasturi Rangan,

Lisa Chase and Sohel Karim

the truth
about csr
To maximize their positive impact on the social and
environmental systems in which they operate, companies must develop coherent CSR strategies.
Companies CSR activities are typically divided
among three theaters of practice.

Theater three:

transforming the business model.

Programs in this theater create new forms
of business specically to address social
or environmental challenges. Improved
business performancea requirement of
initiatives in this theateris predicated on
achieving social or environmental results.

24

by V. Kasturi Rangan,

Lisa Chase and Sohel Karim

the truth
about csr
Hindustan
Unilevers
Project Shakti

by V. Kasturi Rangan,

Lisa Chase and Sohel Karim

Case study
Hindustan Unilevers Project Shakti (empowerment) in India provides a good example. Instead of
using its customary wholesaler-to-retailer distribution model to reach remote villages, the company
recruits village women, provides them with access to
micronance loans, and trains them in selling soaps,
detergents, and other products door-to-door. More
than 65,000 women entrepreneurs now participate,
nearly doubling their household incomes, on average, while increasing rural access to hygiene products and thus contributing to public health.These
social gains have been met by business gains for the
company:

As of 2012 Project Shakti had achieved

more than $100 million in sales. Its success has led Unilever to roll out similar
programs in other parts of the world.

Images resources:
https://www.hul.co.in/sustainable-living/india-sustainability-initiatives

25

the truth
about csr
Although each CSR activity can be assigned principally to a single theater, the boundaries are porous:
Programs in one theater can inuence and complement those in another or even migrate. For example,
a theater one initiative might improve the companys
reputation and consequently increase sales. Thus,
while it was not designed to drive business results, it
may end up doing so and as a result migrate to
theater two. The valuable brand reputations of Tata
in India, Grupo Bimbo in Mexico, and Target in the
United States, to name just a few, are built in part on
those companies philanthropic and community
engagement.

26

by V. Kasturi Rangan,

Lisa Chase and Sohel Karim

the truth
about csr

by V. Kasturi Rangan,

Case study
Similarly, activities in theater two may give rise to
new business models and thereby migrate to theater
three. Consider IKEA: Its People & Planet initiative
calls for its entire supply chain to be 100% sustainable by 2020, even as the company aims to double
sales by the same year. This aggressive goal is driving the development of new business models to
close the post-consumer recycling loop. IKEA will
have to radically alter how it designs furniture and,
even more important, devise new models for collecting and recycling used furniture.
IKEA has developed its blueprints in a top-down
manner. When the company hired Steve Howard as
its CSO, in 2011, it appointed him to its seven-person executive management group. This group,
which includes the heads of all the operating divisions, sets the companys vision and develops its
strategy. Its work has facilitated the simultaneous
pursuit of aggressive growth and bold sustainability
plans we mentioned earlier, along with a social welfare initiative known as the IKEA Wayan array of
programs related to preventing child labor and
maintaining other labor standards throughout the
supply chain. The sustainability agenda thus crafted
at the top is being executed throughout the company.
27

Lisa Chase and Sohel Karim

the truth
about csr
Developing a Unied Practice Platform
Once managers have inventoried their rms CSR
activities, they can begin the rigorous undertaking of
bringing discipline and coherence to the portfolio as
a whole. Drawing on the experience of participants
in HBSs CSR executive education program and our
research and consultancy with companies, we have
developed a four-step process for doing so. The
steps are often interactive and iterative and neednt
be followed in sequence, though all four must be
executed. Companies seeking to coordinate established portfolios should begin with step one, which
emphasizes rationalizing the programs within each
theater.

28

by V. Kasturi Rangan,

Lisa Chase and Sohel Karim

the truth
about csr
Companies building their rst portfolios should start
with step four, which focuses on developing an interdisciplinary strategy.
by V. Kasturi Rangan,

1. Pruning and Aligning Programs Within

Theaters
2. Developing Metrics to Gauge
Performance
3. Coordinating Programs Across
Theaters
4. Developing an Interdisciplinary CSR
Strategy
Best-practices companies operate coordinated and
interdependent programs across the CSR portfolio.
Some of their initiatives indeed create shared value;
some, though intended to do so, create more value
for society than for the rm; and some are intended
to create value primarily for society. Yet all have one
thing in common: They are aligned with the companies business purpose, the values of the companies
important stakeholders, and the needs of the communities in which the companies operate. These
companies, of course, stand in stark contrast to
those that are focused solely on creating value for
their shareholders.

29

Lisa Chase and Sohel Karim

background
information

SDGs become
opportunities
for business?
30

Corporate
Disruptors
A new world for business
The world is changing rapidlythe evidence is all
around us. The next few decades will see signicant
shifts in consumer demand, buying power and
expectations, driven by massive population migrations and widespread information availability. At the
same time, an increasingly resource-constrained
world will be forced to deal with decades of unfettered growth and unsustainable consumption of
natural resources. The implications for businesses
are signifcant: With these changes fundamentally
redening the rules of the game, companies increasingly recognize they must take a deeper look at what
this new day dawning means for them and how they
should respond. Five major trends, in particular, are
forcing companies to nnd new and innovative ways
to deliver value for their stakeholders.

31

How business is turning the

worlds greatest challenges
into opportunities

Corporate
Disruptors
1. Shifts in global demand, from developed economies to developing ones and
rural areas to cities
2. Dual demographic bulge, with an
aging population at one end and youth
at the other
3. Rise of the informed, socially conscious
and increasingly demanding consumer
4. Expectations for digital responsibility
and proper, ethical use of personal data
5. Natural resource complexity and environmental constraints, requiring the decoupling of growth from virgin resource
consumption

32

How business is turning the

worlds greatest challenges
into opportunities

Corporate
Disruptors
Companies understandably and themselves in a
quandary: They are unsure of what it all means for
their businessboth now and in the long term.
But perhaps even more important, there are no clear
clues for how they should respond.

As companies grapple with how they

need to change their organizations to
thrive and grow in todays evolving, often
chaotic, world, the SDGs can serve as a
guiding light.
They are a framework that can help companies capitalize on the possibilities inherent in these macro
trends by entering new markets, developing new
solutions and services, and creating entirely new
businesses.

33

How business is turning the

worlds greatest challenges
into opportunities

from responsibility
to opportunity
The Sustainable Development Goals represent by
far the greatest development agenda the international community has ever signed up for. The overarching objective behind the SDGs may have been to
drive positive social and environmental impact.
However, the SDGs can also serve as an important
framework for businesses to grow and become
more competitive, especially in an increasingly volatile, complex and uncertain world.

34

How business is turning the

worlds greatest challenges
into opportunities

from responsibility
to opportunity
The Sustainable Development Goals represent by
far the greatest development agenda the international community has ever signed up for. The overarching objective behind the SDGs may have been to
drive positive social and environmental impact.
However, the SDGs can also serve as an important
framework for businesses to grow and become
more competitive, especially in an increasingly volatile, complex and uncertain world.

35

How business is turning the

worlds greatest challenges
into opportunities

background
information

overview of
csr in
thailand
36

CSR IN
THAILAND
CSR is integrated into three areas (often
referred to as triple bottom line): namely
people (society), planet (environment)
and prot (economics), as shown in the
diagram
CSR is divided into 4 levels by ThaiCSR
organisation;
1. Mandatory Level: legal requirement
such as consumer protection law,
labour law, paying taxes, etc.
2. Elementary Level: to survive in a
market without encroaching on society
3. Pre-emptive Level: to take care of
nearby stakeholders in order to show its
responsibility to society
4. Voluntary Level: a company offers to
do CSR without being forced by a society.

37

CSR IN
THAILAND
Elements that have a strong impact on the
context in which CSR collaboration is able
to develop in Thailand are 3 main drivers;

Menu

1. Economic drivers-company image,

competitive advantage, pressure from
Explore
business partner/customers/investor

Search

2. Social drivers-pressure from local community, etc

Ratchathewi

3. Political drivers-improves standing with

government, legal, regulatory drivers,
political pressure, licence to explore
operate

Achieved

See all

Waste management
Ratchathewi, Bangkok

38

Log in

CSR IN
THAILAND
Philanthropy
The social/religious context in Thailand is
the basis for performing good deeds, because of the Buddhist merit-making culture. Therefore a lot of Thai companies are
involved in
1. Philanthropic actions
2. Employee volunteering
3. Charity
4. Sponsoring or sharing.

CSR Components in Developed Countries and Developing Countries

DEVELOPED countries

DEVELOPING countries

4. Philanthropy

4.

4. Legal compliance

3. Ethical Conduct

3.

3. Ethical Conduct

2. Legal compliance

2.

2. Philanthropy

1. Economic contribution

1.

1. Economic contribution

Source: Carroll, A. B. (1979). A Three-Dimensional Model of Corporate Performance. Academy of Manage Review,
4[4], p. 497-505.

Source: Visser, W. (2008X Corporate

Social Responsibility in Developing
Countries, In Crane et al., The Oxford
Handbook of Corporate Social Responsibility, Oxford: OUP, 473-479.

39

ECOSYSTEM IN THAILAND
Government
International Organisations
Provide CSR principles / guidlines

UNGC | United Nations Global Compact

ISO | International Organisation for Standardization
SEC | the Securities and Exchange Comission
OECD | Organisation of Economic Coorperationsion
and Development

Law &
Policy

Corporates

GRI | Global Reporting Initiatives

Digital platform
CSRCOM.com

Promoting news of both Thai & Global CSR

Institutes in Thailand
Consulting

Thaipat Institute | thaicsr.com

Researching, Training and Consulting about CSR

Giving advise

TEI | Thailand Environment Institute

Serving as a reliable and up-to-date information and

knowledge resource about environmental issues

Contact

to do CSR

Municipality

Contribute Philanthropic actions, Employee

volunteering, Charity, Sponsoring or sharing.

40

People

Certied
Training
partner

ideation &
prototype

concept

41

concept
CSR has been a major global trend in
business from big rm to small and still
grow increasingly but in the present day ,
with the birth of SDG, not only business
sector need to concern CSR but also embrace and nd the way to align the SDGs
to CSR strategies. Several solutions have
been proposed in order to complete this
challenge such as using a gamication as
a trigger to promote the livable index for
district to compete with each other but
perharps the most effective solution is the
simplest one: creating a online platform
(website) to connect business sector (who
is seeking for CSR) with Community (Local
development) in order to make business
sector perform CSR more effectively and
promote the brand reputation of business
sector and also solve the local community
directly as well.

42

To achieve SDG11 in Bangkok

1.livable city

2.good quality of life

3.environmental sustainability
4.learning center & well-management

1.
Inquire needs of development
from people in an area

TEI creates the

project on

3.

2.

TEI & expertise from

partners shape project

Open up multiple projects

People vote projects priority
Submit a selected proposal

4.

Look for a suitable project on

the platform for doing CSR

Apply to help the project

Get conrmed authority
Carry out
Collaboration with other
companies & organisations

ACHIEVE !
43

ideation &
prototype

the first
prototype
https://projects.invisionapp.com/share/ZH9MZF8B8#/screens/209576664
Try out, the interactive prototype by the link:

44

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Waste management
Ratchathewi, Bangkok

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46

ideation &
prototype

the second
prototype
https://invis.io/6A9SNMLE2#/211870657_1-07
Find all features and explanations of INTERSECT

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enter

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Livable city indicators:

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is the latest Digital Social Innovation by TEI

(Thailand Environment Institute)

To achieve

1.livable city

2.good quality of life

3.environmental sustainability
4.learning center & well-management

1.
Inquire needs of development
from people in an area

TEI creates the

project on

3.

2.

TEI & expertise from

partners shape project

Open up multiple projects

People vote projects priority
Submit a selected proposal

4.

Look for a suitable project on

the platform for doing CSR

Apply to help the project

Get conrmed authority
Carry out
Collaboration with other
companies & organisations

ACHIEVE !

benefit for corporate

enhance
brand reputation

history collection
for csr report

ranking &
certification

market share
opportunity

corporate social
consulting

create your own

csr platform

Turn responsibility into opportunities

the latest Digital Social Innovation by TEI
(Thailand Environment Institute)

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Corporate prole
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Select your corporate package

SILVER PACKAGE
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the platform.
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Ranked and Certied by TEI

Taking

less steps to perform

your responsibility
to our world.

GOLD PACKAGE
Access and apply to projects on
the platform.
Contribution history and report.
Ranked and Certied by TEI
Priority to get a project.
Corporate Social Innovation
consulting by TEI & partners.

Turning

from responsibility to
opportunities to improve
your business operational
effectiveness

PLATINUM PACKAGE
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the platform.
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Priority to get a project.
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Type
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Location
Bang Bon
Bang Kapi
Bang Khae
Bang Khen

Dusit
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Pom Prap Sattru Phai

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Huai Khwang

Prawet

Khan Na Yao

What is INTERSECT?

Khlong Sam Wa

Bang Kho Laem Who is TEI? Khlong San

Bang Khun Thian Livable city Khlong Toei

Bang Na

Bang Phlat

SDG11

Engagement

Prole

City

Tickets Sai Mai

Ranking

People

Lak Si

Lat Krabang

Sathon

Lat Phrao

Bang Sue

Min Buri

Suan Luang
Taling Chan

Nong Chok

Bangkok Yai

Nong Khaem

Bueng Kum

Pathum Wan

Thawi Watthana
Thon Buri

Phasi Charoen

Chatuchak

Phaya Thai

Chom Thong

Phra Khanong

Din Daeng

Phra Nakhon

Don Mueang

Ratchathewi

Samphanthawong Benets
Saphan Sung

Bang Rak
Bangkok Noi

Rat Burana

Thung Khru
Wang Thonglang
Watthana
Yan Nawa

Budget
100,000 Baht

Difculty
Easy

Normal

Hard

Challenging

Process
Waiting

Happening

Achieved

See the result

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53

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Ratchathewi

Difculty

100,000

Process

Normal

Achieved

Waste management
Ratchathewi, Bangkok

Achieved by:

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Corporate

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Engagement

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Position

Company Name

True Corporation Public Company Limited

Advanced Info Service Public Company Limited (AIS)

PTT Public Company Limited

Bangchack petroleum

Siam Cement Public Company Limited

Badge

Popularity

DTAC

Badge

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roadmap &
conclusion

the future
opportunities

55

conclusion
INTERSECT is an innovative digital platform, connecting between super-contributors; business
corporate and local takers; people in community by
potentially bring the social responsibility to meet the
present need of social improvement particularly in
city areas. However, there are possibly able to go
further than just facilitating responsibility committment. Pursuing sustainable development goal
becomes be a chance for corporates to go beyond
philanthropy CSR, turning into opportunities for
improving business operational effectiveness and
tranforming into new business model exceptionally.
The platform is planned to cover not just Bangkok
city but rather largely total areas of country in order
to achieve sustainability in global urban development.
The digital platform as a social innovation will apparently change the arrangement of TEI and other nonprot organizations; playing as a coordinator
that intersects several signicant actors for collaboration on specic project. We strongly believe that
this will bring a new value to TEI, bring hope to community, and change the corporate behavior of
responsibility to business social opportunities and
lastly enhance current pace of international development in city faster than ever.

56

reference

57

reference
TEI background
http://www.tei.or.th
http://www.tei.or.th/w_lc/160419-award-book-2559
.pdf
The Truth about CSR
https://hbr.org/2015/01/the-truth-about-csr
Case study
https://www.hul.co.in/sustainable-living/india-sustai
nability-initiatives/
Corporate Disruptor
https://www.accenture.com/t20160307T065352__
w__/gb-en/_acnmedia/PDF-4/Accenture-Strategy-C
orporate-Disruptors.pdf
CSR in Thailand
http://www.thaipat.org
http://www.csrcom.com
http://www.ngobiz.org/picture/File/Final%20%20Re
port%20on%20CSR%20Development%20in%20Th
ailand%20_Original%20Version_.pdf
SDG11
https://sustainabledevelopment.un.org/sdg11

58

annexes

59

60