La Thaïlande Audrey Baron-Gutty
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Comparative Study of Electoral Systems, 1996-2001
ICPSR 2683 Comparative Study of Electoral Systems, 1996-2001 Virginia Sapiro W. Philips Shively Comparative Study of Electoral Systems 4th ICPSR Version February 2004 Inter-university Consortium for Political and Social Research P.O. Box 1248 Ann Arbor, Michigan 48106 www.icpsr.umich.edu Terms of Use Bibliographic Citation: Publications based on ICPSR data collections should acknowledge those sources by means of bibliographic citations. To ensure that such source attributions are captured for social science bibliographic utilities, citations must appear in footnotes or in the reference section of publications. The bibliographic citation for this data collection is: Comparative Study of Electoral Systems Secretariat. COMPARATIVE STUDY OF ELECTORAL SYSTEMS, 1996-2001 [Computer file]. 4th ICPSR version. Ann Arbor, MI: University of Michigan, Center for Political Studies [producer], 2002. Ann Arbor, MI: Inter-university Consortium for Political and Social Research [distributor], 2004. Request for Information on To provide funding agencies with essential information about use of Use of ICPSR Resources: archival resources and to facilitate the exchange of information about ICPSR participants' research activities, users of ICPSR data are requested to send to ICPSR bibliographic citations for each completed manuscript or thesis abstract. Visit the ICPSR Web site for more information on submitting citations. Data Disclaimer: The original collector of the data, ICPSR, and the relevant funding agency bear no responsibility for uses of this collection or for interpretations or inferences based upon such uses. Responsible Use In preparing data for public release, ICPSR performs a number of Statement: procedures to ensure that the identity of research subjects cannot be disclosed. Any intentional identification or disclosure of a person or establishment violates the assurances of confidentiality given to the providers of the information. -
Annual Reports
ANNUAL REPORTS .The Houorary Auditor's Fioaucial Report December 31, 1982 and 1981 We have examined the statements .of assets and liabilities of the Siam Society (Under Royal Patronage) as at December 31, 1982 and 1981 and the related statements of revenues and expenditures for the years then ended. Our examinations were made in accordance with generally accepted auditing standards and, accordingly, included such tests of the accounting records and such other auditing procedures as we considered necessary in the circumstances. The accounts of the Society are maintained and the accompanying financial statemetlts have been prepared on the cash basis, with adjustments to give effect to unsold publications, dues collected in advance and inclusion of provision for deprecia tion. In our opinion, the financial statements referred to above present fairly, on the basis described in the preceding paragraph, the assets and liabilities of the Siam Society (Under Royal Patronage) at Dece~ber 31, 1982 and 1981 and its revenues and expendi tures for the years then ended, applied on a consistent basis. YUKTA NA THALANG C.P.A. (THAILAND) Registration No. 1 March 18, 1983 THE s:IAM SOCIETY STATEMENTS OF ASSETS AND LIABILITIES AS AT DECEl\HBER 31, 1982 AND 1981 ASSETS LIABILITY AND FUNDS ':\ In Baht In Baht I982 198I 1982 1981 CURRENT LIABILITY CURRENT ASSETS Dues collected in advance 50,237 49,365 Cash on hand and in banks 301,161 168,35:1 FUNDS Temporary investments 6,573,199 5,778,98(i Endowment fund: Publications for sale 350,190 386,17:' Thai Government 2,000,000 2,000,000 Other current asset 48,000 48,00(~ Members' contribution 323,396 323,396 Total Current Assets 7,272,550 6,363,511! Life membership fund 987,373 915,923 Kamthieng Memorial fund 166,131 63,519 PROPERTY AND EQUIPMENT-At Revolving fund 101,675 101,675 cost or assigned value less Notes on Custom of Cambodia's fund 100,000 accumulated depreciation (Note 1) Edwin F. -
Democracy and the Thai Middle Class: Globalization, Modernization, And
DEMOCRACY AND THE THAI MIDDLE CLASS Globalization, Modernization, and Constitutional Change Neil A. Englehart Abstract Although democratization in Thailand is often seen as an illustration of mod- ernization theory, the extent of middle class support for democracy is actually unclear. The greatest advance for Thai democracy in the 1990s was the pas- sage of the 1997 Constitution, more closely linked to economic globalization than modernization. Thai democratization in the 1990s is commonly charac- terized as a classic case of modernization theory in action. The moderniza- tion argument holds that economic development in Thailand created a substantial, well-educated urban middle class that wanted accountable demo- cratic government. Thus, when a military coup overthrew a fledgling demo- cratic regime in 1991, it led to middle class protests in 1992 that ejected the junta and put Thailand firmly on the path to democratic consolidation. These events purportedly demonstrated that military governments are no longer ten- able in the face of middle-class demands for democracy. Does modernization theory provide an accurate account of the Thai case? Close examination of the evidence shows that it does not. The Thai middle class cannot be characterized as having coherent political preferences. Some Neil A. Englehart is Assistant Professor of Government and Law at Lafayette College in Easton, Pennsylvania, and is currently a member of the Institute for Ad- vanced Study in Princeton, New Jersey. Laura Luerhmann, Melissa Miller, Clark Neher, Michael Nelson, and an anonymous reviewer all provided valuable comments on this paper. Asian Survey , 43:2, pp. 253–279. ISSN: 0004–4687 Ó 2003 by The Regents of the University of California. -
Bank of Sustainability
AnnualAnnual Report Report 2019 2019 BankçèāÓāòČú of SustainabilityŚÖÓöāðñĀēÖñĆè Bank of Sustainability KBank conducts business with the foundation of Bank of Sustainability, with appropriate risk management and good corporate governance principles. We strive to balance economic, social, and environmental dimensions to achieve goals and create sustainable long-term returns. The philosophy of sustainable development is instilled in all our operations as part of our Green DNA, ensuring maximum benefit for all stakeholders and paving the way for sustainable growth. Multi- Large Corporate Corporate Business Business Medium Mass Business Small and Middle Micro Income Business High Affluent Net Worth Individual Vision KASIKORNBANK aims to be the most innovative, proactive, and customer centric financial institution, delivering world class financial services and sustainable value for all stakeholders by harmoniously combining technology and talent. Core Values Customer at Heart Agility Collaboration Innovativeness Annual Report 2019 KASIKORNBANK Financial Highlights (Consolidated Financial Statements) 004 Financial Highlights (Consolidated Financial Statements) As of or for the years ended December 31, 2019 2018 2017 2016 2015 COMMON SHARE INFORMATION Per share (Baht) • basic earnings 16.18 16.07 14.35 16.79 16.49 • book value 169.79 157.23 145.67 134.44 119.42 • dividends 5.00 4.00 4.00 4.00 4.00 Share price (Baht) (1) • high 202.00 242.00 235.00 201.00 235.00 • low 131.00 182.50 182.00 144.00 147.00 • closing 151.00 185.00 232.00 177.50 150.50 -
The Roles of Governments in the Education Reform Policy in Thailand from 1999 - 2009
The roles of governments in the education reform policy in Thailand from 1999 - 2009 Thipsarin Phaktanakul Thesis submitted in fulfilment of the requirements for the degree of Professional Doctorate in Public Administration University of Canberra 2015 Abstract The most recent education reform policy in Thailand officially began in 1999, when the National Education Act came into force. It was considered the most comprehensive reform in Thailand’s history. From 1999 to 2009, many governments and ministers of education assumed power. Their roles in implementing the education reform policy as stipulated in the National Education Act were significant. This research examines the roles of each government and each Minister of Education in implementing the education reform policy after the National Education Act came into force in 1999 to the end of the first decade of this policy. This research is qualitative and is undertaken by two main methods: document analysis and semi-structured interviewing. This research analyses the factors which influenced the implementation of the education reform policy based on the top-down approach to policy implementation analysis. The governments of Thailand within the timeframe of this research can be divided into three groups: (1) the Democrat Party from 1999 to the beginning of 2001 and from the end of 2008 to 2009; (2) the Thai Rak Thai Party and other political parties associated with Thaksin Shinawatra from 2001 to 2006 and in 2008; and (3) the government appointed by the military junta after the coup d’état -
Le Système Thaksin : Coup De Frein Au Processus De Démocratisation Ou « Voie Thaïlandaise » Vers La Démocratie ?
L e s É t u d e s d u C E R I N° 115 - juin 2005 Le système Thaksin : coup de frein au processus de démocratisation ou « voie thaïlandaise » vers la démocratie ? Nicolas Revise Centre d'études et de recherches internationales Sciences Po Nicolas Revise Le système Thaksin : coup de frein au processus de démocratisation ou « voie thaïlandaise » vers la démocratie ? Résumé Thaksin Shinawatra, le Premier ministre thaïlandais, est l’homme de tous les superlatifs : magnat des télécommunications, milliardaire, il est le seul chef de gouvernement thaïlandais élu ayant réussi à boucler une législature avant d’être reconduit triomphalement pour un deuxième mandat. Son parti, le Thai Rak Thai (« Les Thaïlandais aiment les Thaïlandais »), gouverne avec une majorité parlementaire écrasante. Parvenu au pouvoir dans le sillage de la crise asiatique de 1997 et de la Constitution démocratique thaïlandaise promulguée la même année, Thaksin constitue une synthèse de l’histoire récente du pays : il est l’héritier des régimes militaires autoritaires des années 1960-1970 et le produit d’une libéralisation politique et économique ayant porté au pouvoir des hommes d’affaires mus en politiciens professionnels. Mais que le « système Thaksin » – mélange d’autoritarisme et de libéralisme – marque un coup d’arrêt à vingt-cinq ans de démocratisation politique ou qu’il incarne une « voie thaïlandaise » vers la démocratie, le Premier ministre ne peut gouverner à sa guise : il a face à lui une société civile dynamique, complexe et structurée qui a déjà fait par trois fois au moins la démonstration éclatante de sa capacité de mobilisation politique. -
Center for Economic Institutions Working Paper Series
Center for Economic Institutions Working Paper Series CEI Working Paper Series, No. 2004-13 Business Groups in Thailand: Before and after the East Asian Financial Crisis Piruna Polsiri Yupana Wiwattanakantang Center for Economic Institutions Working Paper Series Institute of Economic Research Hitotsubashi University 2-1 Naka, Kunitachi, Tokyo, 186-8603 JAPAN Tel: +81-42-580-8405 Fax: +81-42-580-8333 e-mail: [email protected] Business Groups in Thailand: Before and after the East Asian Financial Crisis Piruna Polsiri * and Yupana Wiwattanakantang ** *Department of Finance, University of Melbourne, Parkville, VIC 3010, Australia, and Department of Finance, Dhurakijpundit University, Thailand. E-mail: [email protected] **Center for Economic Institutions, Institute of Economic Research, Hitotsubashi University, 2-1 Naka, Kunitachi, Tokyo 186-8602, Japan. E-mail: [email protected] April 2004 Abstract This paper investigates how business groups in Thailand had evolved since the 1950s. We argue that political connections and foreign capital among other factors were contributable to the emerging of Thai business groups. The business groups that owned banks developed fast during the late 1980s and the early 1990s until the financial deregulation, and the establishment of the Stock Exchange of Thailand, and the Bangkok International Banking Facilities. After that the groups that do not own banks have expanded rapidly. We find that the ownership and board structure of the listed firms that belong to the top 30 business groups were not affected by the crisis. Compared to the pre-crisis period, the leverage ratio for the business groups firms has increased while the profitability has declined during the post crisis of 1997-1999. -
Bab Ii Kudeta Militer Dan Demokratisasi Thailand 2.1
BAB II KUDETA MILITER DAN DEMOKRATISASI THAILAND 2.1. Posisi Militer dalam Politik Thailand Sejak berakhirnya sistem pemerintahan Monarki Konstitusional pada tahun 1932, militer memiliki peran yang cukup besar dalam politik pihak militer tidak hanya mengurusi masalah pertahanan tetapi juga masalah keamanan nasional yaitu stabilitas politik di pemerintahan.27 Pihak militer sebagai aparatur negara seperti aparat kepolisian telah memiliki pengaruh besar dalam pembuatan kebijakan politik. Militer selalu mengatasnamakan dirinya sebagai pelindung negara. Lemahnya kekuatan sipil dan kuatnya pengaruh militer memaksa Thailand menjadi negara otoriter. Fenomena kudeta banyak terjadi dikarenakan bahwa kinerja pemerintahan sipil tidak efektif dan tidak melembaga, badan eksekutif tidak dapat menguasai serta mengontrol militer, maka peluang terjadinya kudeta relatif terbuka lebar.28 Pada saat terjadi kudeta tahun 1932 militer Thailand berawal memasuki politik yang menjatuhkan sistem Monarki Absolut. Kudeta yang terjadi pada saat itu dipengaruhi dari beberapa faktor seperti situasi perekonomian negara semakin memburuk dan juga ada campur tangan raja pada waktu itu, namun kudeta ini termasuk langkah awal bagi masuknya militer ke dalam ranah politik di Thailand. 27Sri Issundari. “Latar Belakang Kudeta Militer Thailand Pada Masa Pemerintahan PM Thaksin Shinawatra,”Jurusan Hubungan Internasional UPN “Veteran” Yogyakarta, Vol. 12 No. 4, Desember 2008, hal. 204. 28Ibid. 28 Pengambil-alihan kekuasaan yang dilakukan pihak militer disebabkan oleh ketimpangan ekonomi akibat penyalahgunaan kekuasaan. Thaksin Shinawatra lebih dianggap sebagai pemimpin yang berkarakteristik pebisnis, korupsi, kronisme, nepotisme. Pemerintahan yang korup ataupun peraturan perundang- undangan yang tidak beres mengakibatkan buruknya kondisi pemerintahan Thailand. Semua kudeta yang terjadi selalu memunculkan dugaan kalau militer yang selalu melatarbelakanginya. Selama ini petinggi militer Thailand selalu memainkan peran sangat penting disetiap peristiwa kudeta maupun peristiwa unjuk rasa yang terjadi. -
AW Cover Eng CV
Management Report Financial Reports Corporate Governance BOARD OF DIRECTORS AND EXECUTIVES 1. Mr. Banyong Lamsam 2002 - Present Chairman of the Corporate Governance Chairman of the Board of Directors Committee, Advisory Director to the Management Committee KASIKORNBANK PCL (Authorized Signature) 1993 - Present Chairman, Age 75 Mitsubishi Elevator Asia Company Limited ANNUAL REPORT 2008 ANNUAL REPORT Education 1994 - Present Honorary Chairman, Independent Director • Bachelor of Business Administration (Banking and Finance), and Chairman of the Audit Committee, University of New Mexico, U.S.A. Charoen Pokphand Foods Public Director Training and Certification Program Company Limited • Director Accreditation Program (DAP), 2002 - Present Director, Thai Institute of Directors Quality House Public Company Limited Experience Over Past 5 Years and Directorship in Other 2002 - 2007 Director, Companies Siam Food Public Company Limited 1992 - Present Chairman of the Board of Directors, Family Relationship None KASIKORNBANK PCL 2000 - Present Advisory Director to the Management 3. Mr. Banthoon Lamsam Committee, KASIKORNBANK PCL Director 1991 - Present Chairman, Dole Thailand Limited Chief Executive Officer 1992 - Jul 2008 Director, Com-Link Company Limited Chairman of the Risk Management Committee Family Relationship (Authorized Signature) • Cousin of Ms. Sujitpan Lamsam Age 55 • Uncle of Mr. Banthoon Lamsam and Mr. Krisada Lamsam Education • Master of Business Administration, Harvard University, U.S.A. 2. Police General Pow Sarasin Director Training and Certification Program Vice Chairman • Director Certification Program (DCP), Advisory Director to the Management Committee Thai Institute of Directors Chairman of the Corporate Governance Committee Experience Over Past 5 Years and Directorship in Other (Authorized Signature) Companies Age 79 2004 - Present Director and Chief Executive Officer, Education KASIKORNBANK PCL • Bachelor of Science (Chemistry), 2003 - Present Chairman of the Risk Management Johns Hopkins University, U.S.A. -
Inside 8X8 Copy 1
4 “√∫—≠ Contents “√®“° æ.µ.∑. ∑—°…‘≥ ™‘π«—µ√ 𓬰√—∞¡πµ√’ Message from Prime Minister Thaksin Shinawatra ................................................................6 “√®“°π“¬ ÿ«—®πå ≈‘ªµæ—≈≈¿ √Õß𓬰√—∞¡πµ√’ ª√–∏“π°√√¡°“√®—¥ß“π§√∫√Õ∫ 1 ªï ‡Àµÿ°“√≥å∏√≥’æ‘∫—µ‘¿—¬ ÷π“¡‘ Message from Deputy Prime Minister Suwat Liptapanlop, Chairman of the çOne Year in Memory of Tsunamié Committee ........................................8 ÷π“¡‘§◊ÕÕ–‰√ What Is a Tsunami? .................................................................................................................12 Õ—π¥“¡—π..Õ—π¥“¡—π Andaman - The Region and Its People ...............................................................................14 26 ∏—𫓧¡ 2547 §≈◊Ëπ¬—°…å∂≈à¡Õ—π¥“¡—π...«—π·Ààߧ«“¡ Ÿ≠‡ ’¬ 26 December 2004: The Tsunami Devastates the Andaman Region - A Day of Great Loss ...............................................................................................16 Õ“≈—¬§ÿ≥æÿà¡ ‡®π‡´àπ In Memory of Khun Poom Jensen ........................................................................................20 æ≈—ߧ≈◊ËππÈ”„® The Power of Kindness - From the Heart ............................................................................22 .πÈ”æ√–∑—¬...æ√–∫√¡«ß»“πÿ«ß»å Kindness of Thai Royalty .§«“¡™à«¬‡À≈◊Õ...®“°√—∞∫“≈ ŸàºŸâ Ÿ≠‡ ’¬ Government Aid to Tsunami Victims .æ≈—ßπÈ”„®§π‰∑¬ The Kindness of the Thai People .πÈ”„®∑’ˉ√âæ√¡·¥π Mercy without Borders æ≈‘°øóôπÕ—π¥“¡—π Ÿà§«“¡¬—Ë߬◊π Rehabilitation of Andaman to Sustainability ........................................................................44 -
Who Is Thaksin Shinawatra?
THE THAKSINIZATION OF THAILAND Ukrist Pathmanand Duncan McCargo Duncan McCargo and Ukrist Pathmanand For decades, Thailand was economically dynamic, yet politically shambolic. 1997 changed all that: the Asian economic crisis, closely followed by the promulgation of a new liberal constitution in Thailand, paved the way for the political rise of Thaksin Shinawatra, a fabulously wealthy telecommuni- cations magnate often compared with Italian premier Silvio Berlusconi. Although presenting itself as a national, transformative party, at heart Thaksin’s ruling Thai Rak Thai Party was little more than a vehicle for the OF THAILAND THE THAKSINIZATION interests and ambitions of its founder-leader. After winning a landslide election victory in 2001, Prime Minister Thaksin exercised an extraordinary degree of personal dominance over the Thai political scene. He was re- elected in 2005, the first Thai premier to do so. Though toppled by a military coup in 2006, Thaksin continues to exert a powerful influence on Thai poli- tics today, both in terms of his legacy and ongoing political activities. This book – by two leading scholars in the field – is an analysis of Thaksin at the height of his power. It examines Thaksin’s background, his business activities, the emergence of Thai Rak Thai, his relationship with the military, Thaksin’s use of rhetoric through media such as radio, his wider political economy networks, and what this all meant for the future. The result is essential reading for students, academics, journalists, dip- lomats, investors – and anyone else who needs to understand the Thaksin phenomenon in present-day Thailand. Winner of the 2009 Bernard Schwartz Book Award for his Tearing Apart the Land, Duncan McCargo is professor of Southeast East Asian politics at the University of Leeds. -
Chairman Vice Chairman Directors Legal Adviser Corporate Secretary Assistant Secretary to the Board of Directors
230 Annual Report 2010 BOARD OF DIRECTORS Chairman 1. Mr. Banyong Lamsam Vice Chairman 2. Police General Pow Sarasin Directors 3. Mr. Banthoon Lamsam 9. Professor Dr. Yongyuth Yuthavong 4. Mr. Sukri Kaocharern 10. Dr. Abhijai Chandrasen 5. M.R. Sarisdiguna Kitiyakara 11. Ms. Elizabeth Sam 6. Mr. Somchai Bulsook 12. Dr. Schwin Dhammanungune 7. Ms. Sujitpan Lamsam 13. Professor Dr. Pairash Thajchayapong 8. Professor Khunying Suchada Kiranandana 14. Mr. Hiroshi Ota Legal Adviser Dr. Abhijai Chandrasen Corporate Secretary Ms. Tida Samalapa Assistant Secretary to the Board of Directors Dr. Adit Laixuthai Ms. Arasa Ampornpong Ms. Prayoonsri Katanyutanon Structure 231 12 13 10 4 6 9 5 14 7 3 1 2 8 11 232 Annual Report 2010 BOARD OF DIRECTORS AND EXECUTIVES 1. Mr. Banyong Lamsam Training Program Chairman of the Board of Directors • Director Accreditation Program (DAP), Advisory Director to the Management Committee Thai Institute of Directors Association (Authorized Signature) Experience Over Past 5 Years and Directorship in Other Companies Age 77 1992 - Present Vice Chairman, Education KASIKORNBANK PUBLIC COMPANY LIMITED • Bachelor’s Degree (Business Administration - Banking 2000 - Present Advisory Director to the Management Committee, and Finance), University of New Mexico, U.S.A. KASIKORNBANK PUBLIC COMPANY LIMITED • Honorary Doctorate Degree in Economics, 2002 - Present Chairman of the Corporate Governance Committee, Ramkhamhaeng University KASIKORNBANK PUBLIC COMPANY LIMITED • Honorary Doctorate Degree in Economics, Chiangmai University Mar. 2010 - Present Vice Chairman, Independent Director, Training Program Chairman of the Audit Committee, • Advanced Management Program, Harvard Business School, U.S.A. and Chairman of the Remuneration • Banking Program, Institute of Bankers, London, U.K.