Page 297 - Social Enterprise A New Business Paradigm for Thailand

• Stock Exchange of Thailand plays an influential role: The development and significance of
ESG have steadily advanced since 2001, when ESG principles and corporate governance
guidelines were first introduced for publicly listed companies.

• Greater transparency: In 2023, a total of 692 publicly listed companies, representing 76%
of all listed firms, disclosed ESG information through publicly accessible online platforms.

Table 9.14: Comparison of CSR Budgets and Activity Models of Four Major Corporations in Thailand*

Thai
SCG Public Kasikornbank Beverage
PTT Public
Company Company Public Company Public
Company Limited
Limited Limited Company
Limited
Approx.
Average
Annual CSR 1,052.60 646.57 607.61 493.75
Budget
(Million Baht)
Percentage of
Company 1.37 1.80 1.62 1.81
Profit
In 2023: Focuses on three • 39%: Education • 37%: Sports
• 71.61%: CSR key areas (without • 18%: Public Health • 21%:
projects in various specifying • 17%: Environment Community
forms such as percentage • 12%: Social Welfare and Social
education, allocation): • 8%: Economic Development
environment, arts • Environment Development • 18%: Arts &
CSR Activity & culture • Economy • 4%: Arts & Culture Culture
Model • 26.83%: • Society • 2%: Emergency Aid • 14%: Public
Supported
Donations, & Others Health
particularly in • 10%:
public health Education
• 1.56%: Support
for Social
Enterprises (SE)*
Note:
*Only four of the five case study companies are included in this table because their total profit figures are publicly
disclosed in annual reports. In the case of Charoen Pokphand Group, however, the total profit across the entire
conglomerate was not available during the study period. As a result, the percentage of CSR budget relative to
company profit could not be calculated for comparison with the other four companies.

However, support for social enterprises from large corporations remains relatively limited. One
possible explanation is that these companies believe managing such initiatives internally is
more efficient. In cases where support for social enterprises does occur, it is often through
direct investment, resulting in the enterprise becoming a subsidiary. A notable example is PTT

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