the BeLuThai Chamber of Commerce

Commerce
Magazine of the Netherlands-Thai Chamber of Commerce and the Belgian- Luxembourg/Thai Chamber of Commerce / Volume 1, 2012
Royal Flora Ratchaphreuk
Stamex: from start-up to success
Water management & the Netherlands
Belgium and the Euro breakthrough

Commerce
Board of Directors
NTCC Board of Directors
Beluthai Board of Directors
Dr. Pisit Leeahtam, President
Jardine Matheson (Thailand) Ltd.
Mr. Henk Kiks, Vice-President
B-Quik Co., Ltd.
Mr. Willem de Vries, Vice-President
Vigilant Technology Co., Ltd.
Mr. Hein Swinkels, Treasurer
Unilever
Mr. Rob Hurenkamp, Director
Mazars (Thailand) Ltd.
Mr. Jack Monshouwer, Director
Hanky Panky Toys Thailand Ltd.
Mr. Alko Plas, Director
Chuchawal-Royal Haskoning
Mr. Stefan van der Sluys, Director
cargo-partner Logistics Ltd.
Mr. Jakkrin Taepaisitpong, Director
Betagro Group
Mr. Plakorn Wanglee, Director
The Royal Bank of Scotland N.V. Bangkok Branch
Mrs. Pissawan Achanapornkul, Advisor
The Shell Company of Thailand Ltd.
Mr. Alwin Hollander, Advisor
KLM Royal Dutch Airlines
Dr. Wicha Jiwalai, Advisor
Netherlands Alumni Association Thailand
Mr. Henk-Cor van der Kwast, Advisor
Royal Netherlands Embassy
Mrs. Susanne van Laarhoven, Advisor
Mr. Panya Pongtanya, Advisor
Mrs. Jantje Schiphorst, Advisor
FrieslandCampina Foremost
Dr. Sutharm Valaisathien, President
International Legal Counselors Ltd.
Dr. Vibul Pattarathammas, Honorary President
Lau Brothers International
Mr. Frank Clovyn, Vice-Pesident
Mr. Pierre Metz, Vice-Pesident
Gallothai Co., Ltd.
Mr. Daniel Chaudière, Honorary Secretary
Siam Industrial Co., Ltd.
Mr. Philippe Salmon, Honorary Treasurer
GDF Suez Energy
Mr. Bernard Collin, Director
Safecoms Co., Ltd.
Mr. Alain Deurwaerder, Director
Ducati Motor (Thailand) Co., Ltd.
Mr. Jean-Louis Graindorge, Director
Puratos (Thailand) Co., Ltd.
Mr. Roby Janssens, Director
Atlas Copco (Thailand) Ltd.
Mr. Philippe Roolant, Director
Siam Stars Ltd.
Mr. Oliver Verdickt, Director
Chairman Events Committee
De Boer N.V.
Mr. Luc de Waegh, Director
West Indochina
H.E. Ambassador Rudi Veestraeten, Patron
Royal Belgian Embassy
H.E. Ambassador Marc Thil, Patron
Embassy of Grand Duchy of Luxembourg
Mr. Claude Vincent, Advisor
Walloon Export and Foreign Investment Agency
Mr. Marc Devriendt, Advisor
Flanders Investment & Trade
Executive Director
Mr. Bert Cesar
4 volume 1, 2012

Editorial Message
Dear Members and Friends,
We are happy to present the first edition of this year’s Commerce magazine. Our best wishes for a
prosperous Year of the Dragon: Kung Hei Fat Choi.
Looking back at 2011, challenges were all around and suffering great, especially for the affected
population and companies. The experience of the flooding of Central Thailand has clearly demonstrated
the importance of Thailand in the global supply chain. The world has come to realize how many cars
and car parts Thailand produces, how many electronic products and components, how many digital
cameras, how many food products, etc. We all have an opportunity now to promote Thailand as an
important building block of the global economy. A proof of the resilience of the Thai economy and
its people is that Thai exports in 2011 managed to grow by an incredible 12% in Baht terms (17% in
USD). Meanwhile, many people and companies did exceptional things for each other when times
were tough. Our award dinner will celebrate these heroes of the water.
Myanmar has seen some dramatic changes over the past months. Now is the time to go and look for
yourself so that you can assess the opportunities in your industry. Responsible investment is what our
companies can offer to the people Burma who have suffered so much under the military regime and
the sanctions. Or, as Luc de Waegh who leads our delegation would put it: providing training, decent
salaries and real career opportunities to people in Burma is your company’s ultimate CSR program.
Myanmar has tremendous potential for European business. And, the population of some 60 million
people is entitled to consume the same quality products as anybody in the world.
In this issue of Commerce, you will find articles on management, water as well as an interview with
award-winning member Stamex, a leading manufacturer of machinery for the starch industry.
Looking at the year ahead for our Chambers, both NTCC and Beluthai have prepared plans for an even
more exciting year, with a wider range of activities for our members. In addition, we will introduce
more added value services and more support for our members. Remember, if there is anything we can
do, your Chamber is only one phone call away. We’ll do our very best to support you.
Bert Cesar
Commerce, Vol. 1, 2012
A quarterly publication of the Netherlands-Thai Chamber
of Commerce and the Belgian-Luxembourg/Thai Chamber
of Commerce. Views expressed do not necessarily reflect
those of the Chambers.
Editor-in-chief: Bert Cesar
Assistant Editor: Margot Campman
Designed and printed by Hanky Panky Toys Thailand Ltd.
Vol. 1, 2012
Netherlands-Thai Chamber of Commerce
Belgian-Luxembourg/Thai Chamber of Commerce
15 Soi Tonson, Ploenchit Road
Lumpini, Pathumwan
Bangkok, 10330
Tel: +662-309 5250
info@ntccthailand.org; www.ntccthailand.org
info@beluthai.org; www.beluthai.org
volume 1, 2012 5

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Highlights
9. Royal Flora Ratchaphreuk
Royal Flora Ratchaphruek opened in Chiang Mai last December and will remain
open until 14 March. Read more about the Dutch orange lilies and the opening by
the Netherlands Ambassador H.E. Mr. Joan Boer. Also, have a look at the excellent
Belgium garden.
13. Belgium and the Euro
breakthrough
The political breakthrough in Belgium clears the way for the necessary economic
reforms. Find out how the new government plans to cut public spending and
boost revenue growth.
16. Water management & the
Netherlands
Water-related challenges faced by Thailand are very similar to those faced in the
Netherlands. The Dutch water sector explains its integrated water management.
18. Stamex: from start-up to success
This issue of Commerce will tell the story of starch equipment manufacturer
Stamex. Colleagues Mark Schuur and Henk de Vries moved from Groningen to
Thailand to start up their own business and turn it into a big success.
25. NTCC and Beluthai networking
cocktails
In January, NTCC and Beluthai members enjoyed original networking cocktails. At
the invitation of the Belgian Embassy and Flanders Investment and Trade, Beluthai
members gathered at the Holiday Inn in Pattaya. Concurrently, NTCC members
celebrated the honorary doctorate of Profession Philip Franses and a Dutch water
mission to Thailand at the residence of the Netherlands Ambassador in Bangkok.
28. New Members
Both Beluthai and NTCC expanded their membership. Let us briefly introduce
you to our wonderful new members.
volume 1, 2012 7

Care for the environment has been one of the characteristics of Oce’s operations

Feature
Dutch horticultural innovation at
the Royal Flora
By Sarawut Chantachitpreecha, Netherlands Embassy
(EL&I) Bangkok
OOn the 15th of December 2011 the official opening of
the Dutch garden in the Royal Flora Ratchaphruek
in Chiang Mai took place. This years Dutch garden
shows innovative highlights of Dutch horticulture,
agriculture and food. The Privy Counselor H.E. Mr.
Ampol Senanarong together with the Netherlands
Ambassador H.E. Mr. Joan Boer and Governor of
Chiang Mai M.L. Panadda Diskul jointly marked the
opening ceremony at the Royal Flora.
RRoyal Flora 2011
Previously to the opening of the Royal Flora, H.E. Mr.
Joan Boer the Netherlands Ambassador discussed
the collaboration with Ms. Manthana Milne,
Deputy Director-General of the Thai Department of
Agriculture at the Press Conference last September
on “The Netherlands Garden in the Royal Flora
Ratchaphruek 2011.” As quoted by Ambassador
Boer, “It is a great honor for the Netherlands to be
a part of the Royal Flora Ratchaphruek 2011.” The
Netherlands Ambassador expressed his gratitude
the Thai Department of Agriculture, Ministry of
Agriculture and Cooperatives, as well as to the
alliances of the Netherlands Embassy who have
contributed to make the Dutch garden happen.
The opening ceremony
When looking back at the Royal Flora Ratchaphruek
2006, the Dutch garden was the most popular sight
of this must visit premise. This years major flower
festival in Chiang Mai will be open for 99 days, until
14 March 2012.
Orange lilies
Visitors at the Dutch garden in Royal Flora
Ratchaphruek 2011 in Chiang Mai are welcomed
by beautiful orange lilies from the Netherlands
provided by one of the largest lily companies from
the Netherlands, Gebroeders Bot B.V. The 2,000 lily
bulbs arrived in Thailand last September and they
are now growing and blossoming under supervision
of experts. In the green house some successful stories
of the Dutch horticultural sector are on display.
Next to the beautiful lilies, the Dutch garden offers
something else. Namely the art cows from the Dutch
Ministry of Economic Affairs, Agriculture and
Innovation. The cows were invited to visit the North
of Thailand by the largest and most innovative dairy
food company of the Netherlands FrieslandCampina
Foremost. Next to this, Berli Jucker PCL, Kim Chua
Group and Siam Food Services Ltd. provide snacks
and beverages, to experience a real Dutch taste.
Dutch art cow
Even though visitors will find some very traditional
Dutch elements in the garden – next to the orange
lilies - like the windmill and wooden shoes, the
theme of the garden is ’innovation’. The exhibition
shows several highlights of Dutch horticulture,
agriculture and food. Especially the Dutch role of a
global leading producer and exporter in several fields
is explained through this exhibition. The Netherlands
is almost synonymous to knowledge and innovation
in horticulture and plant materials.
volume 1, 2012 9

Commerce
Feature
HortiASIA
The HortiASIA exhibition will take
place in Bitec Bangkok from 9-11
May featuring 22 Dutch companies
in the Holland Pavilion supported
by the Netherlands Embassy
Bangkok www.hortiasia.net
Floriade 2012
After ten years the gates of the
spectacular theatre of nature are
due to open again! Floriade 2012
will take place from April 5th until
October 7th in a stunning park in
Venlo, the Netherlands.
www.floriade.com
Horticulture & the Netherlands
HThe Netherlands is the largest exporter of flowers,
ornamental plants, flower bulbs and plant material.
In 2011 the Netherlands maintained its position as
the third largest exporter of fruit and vegetables in
the world. However, the Netherlands does not only
export horticultural products, but also knowledge
and even entrepreneurs. Many successful and
innovative growers abroad are Dutch or of Dutch
descent. Two companies participating in the Dutch
garden this year are an excellent example, East West
Seeds and DATT (take me home).
The Netherlands owes it position to several historical
strengths: its convenient location, a special character
and a long tradition of cooperation. The Netherlands
is blessed with a large European hinterland and a
position as a hub for international trade. Northwest-
Europe is highly productive land, and a temperate
climate: not too cold in winter nor too hot in summer.
I
Innovation
Roughly 80% of all innovations in horticulture
originate from the Netherlands. Next to that, no
other country can top the Netherlands in the number
of plant breeder rights. Dutch seed companies
spend 15% of their turnover on R&D, which is more
than most pharmaceutical companies. Moreover,
Wageningen University ranks as the second
University in the field of agriculture and horticulture
worldwide. Lastly, Dutch fields and greenhouses
are among the most productive in the world. Dutch
growers, producing 500 tons of tomatoes per acre, are
21 times as productive as China. It is no coincidence
that tomatoes are also a prominent element in the
Dutch garden in Chiang Mai. Dutch seed companies
develop disease and heat resistant varieties with
higher yields, better taste and better shelf life
(houdbaarheid). With Dutch knowledge, technology
and materials farmers all over the world can improve
the value of their crops.
The combination of geographic and demographic
context, history, innovative capacity, trade and export
positions makes the Netherlands the ideal source
for innovative sustainable solutions. The Dutch are
eager to share expertise to face the challenges of
food security. The Dutch garden at the Royal Flora
Ratchaphruek 2011 gives you an impression of how
the Netherlands can contribute.
The Dutch garden is supported by: BOT flower bulbs,
East West Seeds, D.A.T.T. (take me home), Driessen,
FrieslandForemost, Horti ASIA, Nunhem B.V.
Belgium Garden
As in 2006, Belgium is also present with its “Cone of
flower” garden.
But there are also a number of challenges that force
the Dutch to be innovative. Dutch entrepreneurs
are used to perform with limited space and high
demands for water, air and soil quality, energy
and conservation. There is a growing need to be
innovative. In order to feed nine billion people in
2050, the global crop production needs to increase by
at least 70%. There is a pressing need to do more with
less. The world urgently needs innovative solutions
with less space, water and minerals to meet the needs
of the population in nutrition, health and happiness.
FrieslandCampina Foremost
10 volume 1, 2012

T
Belgium and the Euro area crisis
The political breakthrough clears the way for the necessary economic and
fiscal reforms
The dramatic intensification of the sovereign debt
crisis in the euro area has hit Belgium badly during
the recent months. The spreads between Belgian
and German long-term government bond have
increased sharply, up to an all-time high of 366 basis
points on 25 November. As the measures taken at
the European level weren’t convincing enough to
contain contagion effects across euro area countries
and between financial institutions, and against the
backdrop of another sharp economic downturn,
the sheer size of the public debt and the state of the
financial institutions’ balance sheets in Belgium were
considered as specific weak points at that time.
Feature
TThe perceived exposure to the euro area crisis was
compounded by the political uncertainty in Belgium,
as months of discussions after the general election
in June 2011 failed to make any headway in forming
a new government. The previous government had
remained in office in a caretaker capacity, and took
action whenever needed, including providing rescue
aid to Dexia in October 2011 in order to maintain
financial stability. However, the political uncertainty
prevented any decisions on and or implementation of
structural reforms aimed at reinforcing the economy’s
long-term growth potential.
The situation has eased somewhat in recent weeks,
as major steps have been taken both at the European
level and in Belgium, and the spread narrowed down
to around 220 basis points. On 8 December, the
ECB reinforced its measures to provide liquidity to
financial institutions. Moreover, the “fiscal compact”
agreed on by 26 Member States at the EU summit on 8
and 9 December drew the lines for a more consistent
fiscal framework. At the same time, the protracted
political deadlock came to an end in Belgium.
The main obstacles to the formation of a new Belgian
government were successively lifted over the
autumn. On 14 September, the parties involved in the
negotiations reached an agreement on splitting up the
electoral constituency of Brussels-Halle-Vilvoorde
(BHV). Albeit mostly symbolic, this issue has been
a point of great dissension among the French- and
Flemish-speaking parties for many years. One month
later, an agreement was also found on broader issues
related to the State reform. This institutional reform
which will usher in a new equilibrium for Belgium
transfers a whole range of competences and financial
resources from the federal government to the Regions
and Communities.
Shortly after the institutional reform deal was reached,
a new government was formed on 6 December 2011,
under the leadership of Elio Di Rupo, the newly
appointed Prime Minister. The detailed government
programme was backed by a vote of confidence
in Parliament four days later; it now needs to be
implemented consistently over the next two and a
half years. The programme includes budget measures
for 2012 and the next two years, as well as structural
reforms in the unemployment and pension regimes,
aiming at increasing the employment rate.
With its budget plan, the new Belgian government
has confirmed its commitment to meeting the targets
set out in the most recent stability programme
(covering the period 2011-2014). In particular, the
government has confirmed its intention to reduce the
public deficit to 2.8% of GDP in 2012 and to return to
a balanced budget in 2015.
volume 1, 2012 13

Commerce
Feature
To reach the target of 2.8% of GDP in 2012 and
thus save €11.3 billion, the government plans to
cut public spending and boost revenue growth.
Measures on the expenditure side include, inter alia,
reductions in public administrations’ expenditures
and transfers to public companies, such as the
national railways company, the abolition of
subsidies for environmentally-friendly cars, a freeze
of development cooperation expenditures and a
reduction of health care expenditures and other social
transfers. Consolidation efforts on the revenue side
consist mainly of a limitation of the notional interest
deduction to a tariff of 3%, increases in the taxes on
movable property incomes, on company cars, on
private housing partnerships and on excises duties
on tobacco and alcohol. Also, VAT on pay television
goes up from 12% to 21% and the services of a notary
and bailiffs will become subject to VAT. In addition,
a number of particular measures are also foreseen to
step up the fight against tax and social security fraud.
In addition to these fiscal measures, a radical reform
of the labour market has been decided in order to
achieve a sustainable increase in the employment
rate in the medium term. This includes: (i) reforming
the specific young employment regime, (ii) cutting
long-term unemployment benefits, (iii) speeding up
the process of getting the newly unemployed back
to work, (iv) raising the age limit for the so-called
activation and sanction policies for the unemployed
from 50 to 58, (v) raising the minimum age under
the specific early retirement scheme for unemployed
workers to 60. In addition to the reform of the labour
market, the government has also approved a global
reform of the pension system. In that context, the early
retirement age will be raised from 60 to 62 (in both
the private and the public sectors). The differences
between public and private sector pension regimes
will be reduced. Fiscal incentives will be implemented
to encourage longer careers. Together with favourable
budget effects, these measures should also provide
sustainable support for the potential growth of the
Belgian economy
Although the new government has adopted radical
measures to reduce the public deficit, the chances
of actually reaching this objective remain uncertain
in the context of a world economic slowdown and
tension in the euro area sovereign debt markets. Even
if the assumption of a 0.8% GDP growth rate in 2012
was viewed as cautious at the time the budget talks
took place, recent publications by the OECD, the NBB
and private forecasters - including the current BPN
consensus - show lower estimates. In this context,
the Belgian government has recently announced
that the budget developments will be continuously
monitored and additional actions would be taken
to counteract any derailment of the fiscal trajectory,
should the economic outlook deteriorate any further.
Despite these risks and the market turbulence, it is
worth noting that the Treasury managed to fund its
borrowing requirement without too much difficulty
in 2011. By tapping the large Belgian private sector
financial surplus, the last State note issue in December
2011 was a success as more than €5.7 billion was
raised among retail investors. As indicated in its
recently released Funding Plan, the Treasury expects
its gross borrowing requirement to amount to €38.57
billion in 2012 against €46 billion in 2011.
An article by the National Bank of Belgium (NBB).
For more details, see the Treasury Highlights section
and other articles in Belgian Prime News No. 54,
January 2012.
This publication is also available on www.nbb.be
14 volume 1, 2012

Commerce
V
Feature
Integrated water management:
In touch with the Dutch
Dutch dike
Valorizing water: our resource for
life, growth and prosperity
Water-related challenges are complex and
overwhelming, affecting every country individually
and the entire planet as a whole. As a low-lying
country, the Kingdom of the Netherlands is one of
the most affected countries in the world and has
over the centuries gained ample experience how to
deal with water. Many of the challenges Thailand is
facing are familiar to us. Over the past centuries we
have aligned the complexities of social, economic and
ecological interests in a densely-populated delta area.
Because of our vulnerable environment, we were
forced to look for solutions that were both socially
and ecologically sustainable and economically
sound. As a result of that historic battle with water,
we have achieved a mindset, developed dialogue
mechanisms and institutions involving government,
business and research partners. The Netherlands for
many other countries has become a water valley; a
place where international experts meet, ideas come
to life, breakthroughs are made, inspiration is found,
business is done and partnerships are formed in a
continuous learning process dealing with water as
our source for life, growth and prosperity.
low lying land). At its lowest point the Netherlands
lies 6.74 meters below sea level. Some 16 million
people live in the Netherlands. Some 9 million of
these people work and live below sea level. In fact,
if it weren’t for our sophisticated system of water
defenses, a large part of our country would always
be flooded. This low lying part of our country
generates however two-thirds of GDP, and is both
socially and economically of vital importance.
Against all odds we have managed to control the
water flows and make good use of it through a wellbalanced
floodwater storage and transport system.
Flood water is used as an advantage in water supply
and sanitation, diversified agricultural production,
while maintaining and enhancing biodiversity and
thorough physical planning principles. By seeing
and seizing opportunities the Dutch over time have
created a water based way of life. An example:
Notwithstanding the fact that we are only 10 percent
of the geographical size of Thailand we are the
world’s 2nd World largest agricultural producer.
T
Dutch agriculture
The Dutch experience: water
opportunities & benefits
The Netherlands is a delta area at the end of four
big European rivers. One quarter of our surface lies
beneath sea level (hence the name ‘Nether Lands =
T
low lying land
The Dutch Experience: an integrated
approach and multi-usage
Our key to success is to combine long term plans with
immediate non-regret measures. Robust but flexible
strategies solving both recurrent flooding, drought,
use water as a resource to diversify agricultural
production systems, integrate it into waste disposal
processes, ameliorate water quality and prevent
erosion of the coastline to name a few that might
sound familiar to Thai people. The Netherlands was
an early creator on integrated approach where spatial
planning, water quality, land reclamation, safety and
multitude of water uses go hand in hand. We are
known internationally for integrated water resource
management. This reputation did not come the easy
way. It took us many years of sometimes hard lessons.
The Delta flood works were only constructed in 1953
after severe flooding. And only after another flooding
16 volume 1, 2012

in 1995 we realized that more and higher dikes was
not the only line of action. Physical planning models
were adapted to give more space to rivers so as to
allow for controlled flooding. Space for rivers and
multi-usage of water, technology and institutional
connectivity are cornerstones to a successful story of
survival, growth and prosperity widely recognized
by other countries. An example: Singapore, Jakarta,
Ho Chi Minh City and Hong Kong are already
adopting Dutch water management knowledge and
technologies in partnership with local parties.
climate. An example: In The Netherlands, water
management was taken out of the political arena. It
got the legal basis necessary for investments and an
independent depoliticized Delta Commission was
created for policy making.
Delta works in Zeeland
preventing erosion of the coastline: sand engine
Flood barrier
West Friese Zeedijk
The Dutch experience: blending
technology and institutions
TReducing the social and economic costs and turning
threats into opportunities have been challenges
the Dutch have mastered through experience. The
Dutch water style is known for its Delta Dialogue,
a governance and dialogue mechanism linking and
connecting all stakeholders in one single process
with a legal basis. It is also known for its institutional
capacity building (administrative, legislative and
management) and the creation of water boards
with over-arching mandates allowing for swift and
informed decision-making. This fabric of institutions
AND processes based on sound technological
solutions and sound information systems is the key
of the Dutch approach to water issues. It translates
into vibrant public private partnerships in which
both have their comparative advantage; into training
and education, knowledge exchange; internationally
accepted legal framework and ways conflict
prevention and resolution. All of this with the goal
of improving the state of preparedness and increased
resilience to disasters, while increasing the state
of welfare and improving the business investment
Want to know more? See, Made in Holland;
Solutions for a changing world. This is a publication
issued by NL EVD International – a division of the
NL Agency, which is part of the Dutch Ministry of
Economic Affairs, Agriculture and Innovation. Also,
www.dutchwatersector.com or contact the Economic
Section of the Embassy of the Kingdom of the
Netherlands: +66(0)2 309 5200
Living on water
volume 1, 2012 17

Commerce
Interview
Stamex: from start-up to success
By Liselotte van Steenis
HHidden somewhere in Isaan lay the premises of
Dutch company Stamex, a leading starch equipment
manufacturer. The language spoken? “Gronings”,
the owners say with a smile and heavy accent.
Stamex has a fascinating story to tell: learn about
their adventurous winning spirit, how trust is the
binding element in all aspects of their business and
the wobbly road of starting a company in Thailand.
T W
The master plan
One does not end up becoming a successful starch
equipment manufacturer in Thailand overnight. The
history of colleagues Mark Schuur and Henk de Vries
with starch machinery goes way back in time and
distance. They both worked as Dutch manufacturer
of equipment for the (potato) starch industry. As
the European market declined due to a decrease in
subsidies for potatoes, the company tried to expand
in Asian markets where tapioca is the raw material
for starch. Mark was sent to Thailand to explore the
market and quickly started to build a network. He
quickly realized that prices of machinery made in
Europe were not competitive against local producers,
despite a clear quality advantage. Together with
Henk, he developed a plan to produce the equipment
in Thailand. Their master plan included a production
cost low enough to enable the company to become
competitive in the Asian market. But, their employer
did not show any interest in producing in Thailand, so
Mark and Henk decided to just “to do it themselves”.
Taking their two hometowns as inspiration for their
company name, Stadskanaal and Meeden Export
became: STAMEX. As true pioneers they said
goodbye to Groningen and Friesland to start their
own company in the land of smiles.
N
I
Mark Schuur and Henk de Vries
Name versus Reputation
So far so good; the business opportunity was there, as
well as the profound knowledge of, and a remarkable
network in the starch industry. But that alone does
not make for a successful company. The company had
a name, but not yet a reputation. Mark smiles: “We
were engineers, we knew everything about starch,
the machines and the needs of our clients, but we
had no clue how to set up or run a company.” They
rent a house in Nakorn Ratchasima, the centre Thai
starch industry, and used their 15m2 living room as
an office. Henk: “I remember the first copy machine
we bought; it was a difficult decision as it was really
expensive. A big investment at that time.”
Stamex started with designing new machines, but
still needed a customer network that would actually
buy its designs. To built credibility and trust, the
company sold spare parts and when these proved
competitive and reliable, the relationship evolved so
that the next time around the customer would buy an
entire machine. Mark: “The first year was exciting,
we had to get the orders in without having any
references for our company. That was hard.” It took
1,5 year before a leading Thai starch company gave
carte blanche to Stamex with the following simple
assignment: “build me a factory”. Mark and Henk
were delighted. They worked side by side, day and
night, to pull off the big project that would give them
good credentials to conquer future customers. From
that point onwards, it started rolling and the decision
dilemmas moved away from copy-machines to ‘the
real stuff’ of managing a business.
“We want to focus on business”
Stamex was rapidly gaining market share by offering
innovative, state-of-the-art machines. The company
moved to larger premises and hired more staff.
But growth came with new challenges such as the
one called paperwork. “We want to focus on the
business, and not on the paperwork” says Mark. As
a consequence nobody read some of the small print
and Stamex initially lost out on important benefits
offered by the Board of Investment. Henk: “We had
to learn the hard way that paperwork is important.”
Mark: “My advice now: if you think of setting up
your business abroad, make sure you get good legal
advice from a well established law firm. Let others
do the paperwork so you yourself can focus at what
you’re good at. A lot of small companies might think
that hiring that service is too expensive especially
in the beginning of a project. But do it, in the end it
will pay off.” Is this really an engineer talking, or a
businessman?
The Stamex factory
“If you have a problem, just solve
it”
The issues with the BOI did not distract Mark and
Henk. “If you have a problem, just solve it” is their
simple approach. This has helped them to overcome
many more challenges over the years. Like setting
up an IT and accounting system. “If you only have
a few clients and suppliers you can easily monitor
your cash flow, but as we expanded rapidly, this kind
of infrastructure had to be put in place.” Human
resources management also provided the team with
18 volume 1, 2012

some interesting challenges: Stamex once faced a fullblown
strike of its staff; on other occasions, staff would
just not show up at work. “At some point we thought
we had come up with a good and positive incentive
structure, but the staff reacted very negatively. It is
very cultural sensitive. They are very proud.” Henk
assures. “We have now a Thai production manager,
so we can discuss and test our HR ideas with him first
instead. This filter helped remarkably.”
Every step in the life of a company comes with its
challenges. At present, Mark and Henk are still
involved with the start-up of their machines meaning
that they are physically present at customer site
during the first weeks of the usage of the machines.
Henk: “This is very useful because we can be sure it
is done the right way but it is very time consuming as
well. At some point we have to start delegating this
part without compromising quality. That is really the
next challenge ahead.”
AAmbition to win
Stamex is currently in the top 3 of starch machinery
producers in the world. What else could the owners
wish for? Marks eyes start to twinkle “Money is
not the main driver behind our business. It is the
competition; it is the ambition to win; to pull it off;
the kick to get your projects in; it is the challenge and
ambition to be number one in our market.”
T
Stamex team meeting
Export has become an important driver of Stamex’
growth. “Our machines are of excellent quality, so
you can only sell them once. At one point the local
market is saturated for a few years, which is why
we’re now expanding to Indonesia” Mark explains.
More than 50% of Stamex’ machinery is being
exported. Investing in R&D, coming with ever better
quality and reliability should keep Stamex in the race
in Indonesia and many other countries in Asia.
Thailand/Stamex is Quality
The Stamex brand stands for quality, just as all
products made in Thailand should be, according to
Mark. Have our starch machinery engineers turned
out to be great marketeers? Mark smiles: “Well, you
do have to brand yourself. If you want to be taken
seriously as a reliable and high-quality company,
you should communicate that consistently even with
minor things like uniforms or coffee cups. There is
nothing more to it.” The same should go for Thailand.
In the opinion of Mark, the image of Thailand as
“cheap” needs to be replaced by “Thailand is quality”.
I
By making machines and parts of better quality and
that last longer, made in Thailand, Stamex intends to
be an example.
It’s a long way
The first turbulent years are now well behind the
Stamex team; the company has become much more
mature. From their spacious office, Mark and Henk
have has the view on the factory floor. It is hard to
imagine them discussing their first copy machine.
“Looking back it may sound like everything was
very well planned and thought through. But actually
it is our combined experience of 45 years in the
starch industry, continuous learning by doing, quick
decision making and solution oriented approach that
led us through these times. You can’t build a company
overnight. You have to be patient and persistent, and
willing to make a sacrifice. It is a long way.”
M
Maturity
With Stamex, Mark and Henk are racing in the
international world markets on their way to become
number one. However, in their private live, they are
taking it easy settling down in Khorat. Mark recently
became a father of baby Stijn and Henk is constructing
a new house. Mark often goes to Bangkok to enjoy
the pace of the big city and combines this with client
visits. Meanwhile Henk prefers to stay in Isaan
touring through the friendly country-side with his
new trike. However, both Mark and Henk admit that
there is nothing romantic about living in Khorat.
They explain that there is not much to do in the area
and that it is quite isolated. It does allow them to focus
on Stamex as they usually work more than twelve
hours a day. “It is not the case that we go play golf
at 2 in the afternoon” says Mark with a slight tone
of sarcasm in his voice. Then he elaborates: “There is
always something to do, it is never finished. It is hard
work, but that is also how you achieve results. It does
not just grow from a tree.”
Whether they should be regarded as engineers,
businessmen, Groningers, entrepreneurs or pioneer,
if you have to choose one category that fits them, it
is: success built by their own hands. Mark and Henk
have focus, dedication and ambition. With their
down-to-earth mindset, a Northern sense of humor
and winning mentality they will face every challenge
that comes their way.
volume 1, 2012 19

Feature
How to break up with employees
Dave Balter, CEO of BzzAgent, Inc.
Now, more than ever, departing employees should
be treated with care and respect. Serial entrepreneur
Dave Balter explains why.
To Kim N.: I’m sorry you were dismissed with anger
and haste. To David S.: I wish I’d told you that even
though you worked with us just 89 days, I don’t
regret that we gave it a try. To Sam C.: I apologize for
sending a signal that we didn’t value every minute
you were employed by us. To David W.: I wish we’d
thrown you a going-away party after you resigned,
given all that you contributed to our business. To
countless others: I was a coward for having someone
else deliver the news of your termination, and I wish
I’d met with you directly before we parted ways.
Dave Balter
After employing–and saying farewell to—hundreds
of people over the past two decades, my list of
apologies could go on forever. But one thing is
certain: I never want to add anyone to this list again.
And if you’re in any type of leadership position, you
should keep your apology list short, too.
For most of my life as an entrepreneur I got angry
when employees resigned. I felt betrayed, broken up
with. I seethed about losing a colleague who knew
my complete strategy, my darkest fears, and my
many weaknesses. How could they just take off, cast
my company and me aside, and think about some
new professional relationship to make work-love to?
When I felt rejected I turned against departing
employees. Early in the history of BzzAgent, my
fourth startup, a key employee gave notice. I was
bitter and frustrated and responded as many do: I
started treating him like an outsider, re-crafted his
image to the rest of the organization (“actually he
wasn’t great at…”), and began the process of working
around him. Within two weeks, the divide was huge;
we exchanged half-hearted goodbyes and he left
with a shrug. And even though today we still share
similar interests and are active in the same business
communities, we don’t have a relationship. Indeed,
we hardly speak. (To Kevin W.: I really valued those
early days when you were one of the first-ever
believers in our vision. Thanks for inspiring me way
back when.)
A “bad break up” with an employee is a huge
mistake. The one who leaves and the one who is left
both must understand that the emotions at the time
of departure—the frustration about mistakes that
were made, the disagreements over strategy, and the
heated debates won’t mean much in a short time. Bad
memories will fade. What remains is a bond from
shared experiences.
It wasn’t until I’d sold my company (to Tesco in June
2011) that I realized how deeply these relationships
mattered. Post-sale I tried to enlist my head of
marketing to throw a BzzAgent alumni party, with
the vision that we should have one last celebration
with everyone who helped impact the business. He
politely informed me that many people might not
show up, as some are still disappointed and bitter
about how they were treated when they shoved off.
It was then that I thought of all the relationships that
were lost as employees left. I vowed then to handle
departures differently. I decided to maintain bonds
instead of breaking them and it became clear to me
that staying connected to former employees is more
important now more than ever. Here’s why:
W
We are infinitely connected in a
social world
I started BzzAgent as a word-of-mouth marketing
company but it took me too long to realize that
positive word of mouth plays a big role in building a
good company where the best talent wants to work.
LinkedIn, Branchout, Bullhorn Reach, and other
social networks help people share business contacts.
Former employees are easy for client and employee
volume 1, 2012 21

Commerce
prospects to find to check your reputation. They can
drive business and talent to (and away from) your
company. Former colleagues may even become future
collaborators: When Joe Chernov, our onetime head
of PR, left BzzAgent in 2009, our relationship shifted
but continued to evolve into shared projects, coauthored
thought pieces, ideation sessions, retweets
and Facebook updates. Where our employeeemployer
relationship allowed for one dimension
of interaction, our corporate alum relationship had
multiple dimensions of interaction and value.
F
Former employees provide
invaluable perspective
They have critical knowledge about your business—
and you—that practically guarantees they’ll always be
beneficial. With the knowledge of your organization’s
vision in hand, they can provide an incredible
external perspective that is sometimes lost within
the confines of an inward-facing company. They can
make introductions to a whole new set of clients.
They can point you toward competitor information
they’re receiving now that they’re on the outside. In
short, their paycheck may not be determined by your
vision anymore, but as part of your network they will
continue to do things that make your vision a reality.
M
Monogamy in corporate America
is dead
We now live in an era where we’re no longer
committed to a single corporate entity for years.
Rather, it’s common—and even expected—that
people will change jobs and switch careers. But
beyond transitions, it’s expected that employees will
take part in extracurricular business activities such
as joining associations or taking part in Meetups or
Hackathons. It’s accepted that an executive may take
time to advise other companies or join a board, roles
that only increase their knowledge and value. Star
employees may collaborate with friends and rivals at
other companies on community building parties or
events, such as Ruby Riots or 1,000 pirates or even
Tech Proms. It’s not just that you’re connected by sixdegrees
(or less), but rather that each connection is
likely another potential collaboration and learning
opportunity.
Now, more than ever, departing employees should
be treated with care and respect. When they leave,
bosses should thank them for their time and their
contributions. In fact, a company’s relationship with
corporate alums should be fostered, beginning at the
moment that you decide to stop working together. It
doesn’t matter who makes that decision. If handled
appropriately, relationships with former employees
can be a source of immense, incredible benefits for
both parties. (To Kristen B.: Early at BzzAgent, you
helped us build a fantastic brand and I don’t know
if I told you that enough. Let me tell you that again!)
Some very smart companies figured out the value of
maintaining connections to former employees long
ago. Open Market—one of Boston’s high flyers in
the late ‘90s—has an alumni group listserv where
people seek advice, share job openings, and create
new relationships. Procter & Gamble famously hosts
a big splashy event for their alumni every year—and
you can’t get in unless you worked at a certain level
at P&G, which makes it all that more exclusive and
special. IBM, too, is known to go to lengths to make
sure its former employees remain fans.
It’s even possible to maintain good relationships
with employees you have to let go. A few years ago,
due to an evolving business model and economic
depression, we had to do a round of layoffs at
BzzAgent. We let go of two fabulous employees—
Aaron C. and David E.—who we then offered
workspace in our office for them to take on their
next career move. Another former employee, Rob T.,
decided he wanted to leave BzzAgent to start his own
company. He now runs ProctorCam, a company that
monitors online test taking, with a dozen employees
inside our offices. Together, we all now “cohabitate”
and have generated infinite points of value through
hallway dialogue and the good-feelings from current
employees understanding how we support our own.
Just a few months ago, another key BzzAgent employee
gave notice. But this time—with the historical
knowledge in hand of nearly 300 employees coming
and going—it was different. First, I congratulated
him on what would likely be an exciting career move
and expressed how much I appreciated everything he
did for us. We then worked together to craft a really
solid transition plan, including to whom, and when
we would announce his departure. And in the time
between his notice and his exit, we didn’t ostracize
him—rather, we worked in unison to achieve the
goals we’d laid out together. Ultimately, we threw
him a party and we bought him a bottle of Vueve
Clicquot to celebrate our appreciation for the value
he provided us. By the time he left, our relationship
may have been stronger than any time during our
previous three years working together.
So to Dave D.: thanks for everything you did for
BzzAgent as our president for three years. I look
forward to working alongside you again in some
endeavor sometime, somewhere—and let’s share
a pint of Brown’s Ale together at our upcoming
BzzAgent alumni party.
An article by Dave Balter from Inc. For more
publications by Inc., please visit www.inc.com
22 volume 1, 2012

B
Eastern seaboard networking
event
Event
Beluthai members were invited recently by Belgian Ambassador Mr. Rudi and Mr. Daniel de Waegh, Trade
Commissioner for the Flemish Region. They hosted a very attractive networking event at the Holiday Inn in
Pattaya. Many Belgians working in the Eastern Seaboard, as well as several Beluthai board members enjoyed the
company, the Hoegaarden, wine and snacks.
volume 1, 2012 25

Reception at the residence of the
Netherlands Ambassador
N
Event
Netherlands Ambassador Joan Boer hosted a special reception recently to celebrate the honorary doctorate which
Prof. Philip Franses, dean at Erasmus School of Economics, received from HRH Princess Sirindhorn. In addition
we honoured a Dutch water delegation led by Director for Water at the Ministry of Infrastructure (Verkeer en
Waterstaat), Mr. Willem Mak, and our well-known Deltares experts Dr. Adri Verwey and Tjitte Nauta, who helped
us so much during the floods.
volume 1, 2012 27

Commerce
New Members
NTCC - Corporate
American International Assurance Co., Ltd.
Ron van Oijen
181 AIA Tower
Surawongse Road
Bangrak, Bangrak
Bangkok 10500
ron.vanoijen@aia.com
All 4 Baby Co., Ltd.
Kees Duijvestijn
12/62 Soi Amphorn 5/1
Paholyothin Road 60
Kukod, Lamlukka
Pathumthani 12130
kees@all-4-baby.com
East West Trading & Agencies Co., Ltd.
Amorn Pilunthanakul
35/2, Soi Yen-Akart 3
Yen-Akart Road
Chongnonsee, Yannawa
Bangkok 10120
import@ewtaonline.com
Jyske Bank (Schweiz) AG
Søren Skov Nielsen
Wasserwerkstrasse 12
Zürich 8021
Switzerland
skov@jyskebank.ch
Lily FoodAnSci Ltd.
Gregor Jansen
99/88 M. 16, Soi Pattanachunchon 1
Srinakarin Road
Bangkaew, Bangplee
Samutprakarn 10540
gregor@lily.co.th
Oriental Residence Bangkok
Patrick Schaub
Room 601A, Maxim House Building
112 Wireless Road
Lumpini, Pathumwan
Bangkok 10310
kunihiro.iwakiri@oriental-residence.com
Sun Test Systems B.V.
Robert Vaneveld
Nijverheidslaan 17
1382 LG Weesp
The Netherlands
rob.vaneveld@suntestsystems.nl
Van Geet Group/MailSystems Asia
Hendrik van Geet
Box 155, 414/18, Moo 12
Thappaya Road
Nongprue, Banglamung
Chonburi 20150
dvgeet@mailsystemsasia.com
NTCC – Individual
Asialink Holidays
Sandor Leinwand recte Rein
138 Boonmitr Building 2nd Floor
Silom Road
Surawongse, Bang Rak
Bangkok 10500
sandor@asialink-holidays.com
Baan Suchadaa
Bas Mouallem
Baan Suchadaa Homestay
97, Moo 3
Tonthongchai, Muang
Lampang 52000
bas@baansuchadaa.com
Chromalloy (Thailand) Ltd.
Gerton van den Oetelaar
25 Moo 5 Phaholyothin-Lamlukka Road
Bungkhamproi, Lamlukka
Pathumthani 12150
gvandenoetelaar@chromalloy.com
28 volume 1, 2012

Plasticon Asia Co., Ltd.
Choonh Laohagalintarat
69/3 Moo 6
Naviroj (Bangna-Trad Km. 54)
Takham, Bangpakong
Chachoengsao 24130
choonhl@gmail.com
Schuf Valves
Marius Mulder
290/9 Moobaan Summerland
Hinlekfai, Hua Hin
Prajoub Kerikhan 77110
marius@schuf.nl
Solvay Asia Pacific Co., Ltd.
Roger Kearns
55 Wave Place 16th-17th floor
Ploenchit Road
Lumpini, Pathumwan
Bangkok 10330
roger.kearns@solvay.com
TrisMart Ltd.
Gery Emonds
1301 Bank of America Tower
12 Harcourt Road
Central
Hong Kong
sales@trismart.net
GIZ Gmbh
Franca Sprong
JSK Mansion 8J
39/1 Sukhumvit soi 34
Klong Ton, Klong Toei
Bangkok 10110
franca.sprong@giz.de
Beluthai – Corporate
Item Solutions
Tom Demeester
Plantin en Moretuslei 155
2140 Belgium
tom.demeester@itemsolutions.com
Puratos (Thailand) Co., Ltd.
Jean-Louis Graindorge
78/3 Moo 1
Bangna –Trad
Homsin, Bangpakong
Chachoengsao 24180
jeanlouis.g@puratos.co.th
Beluthai – Individual
Enfinity (Thailand) Ltd.
Kris van Neer
Jasmin International Tower, 18th floor,
Room 1801B
No. 200 Moo 4, Chaengwatthana
Pakkred, Pakkred
Nonthaburi 11120
kvanneer@enfinity.biz
Domus Asia
Joeri Leysen
President Park - Ebony Tower - 9c
99 Sukhumvit Soi 24
Khlongton, Khlongtoey
Bangkok 10110
joeri.leysen@gmail.com
inLOBBY ASIA Co., Ltd.
Frank Indigne
63 Athenee Tower, Unit 1901
Wireless Road
Lumpini, Pathumwan
Bangkok 10330
frank@indigne.net
volume 1, 2012 29

Commerce
Member News
Tilleke & Gibbins Asia Women
Awards
Tilleke & Gibbins, Thailand’s largest
independent law firm, was named “Best
Firm in Thailand” at the inaugural Asia
Women in Business Law Awards in Hong
Kong. Representing Tilleke & Gibbins
were the firm’s Co-Managing Partners,
Darani Vachanavuttivong and Tiziana
Sucharitkul.
“We’re honored that our peers and clients recognize
our commitment to the advancement of women in the
legal profession,” said Mrs. Vachanavuttivong. “More
than 50 percent of our attorneys are women, along
with three-quarters of our management personnel.
This award reaffirms Tilleke & Gibbins’ position as
the market leader in Thailand for gender diversity.”
In addition to the national award for Thailand,
Tilleke & Gibbins was shortlisted for two Asia-wide
awards: Mrs. Vachanavuttivong was nominated as
a leading practitioner in Asia in “IP Litigation,” and
the firm was nominated for “Best Firm in Talent
Management”.
Super students invited for IB
diploma scholarships
KIS International School is accepting
applications for their coveted IB Diploma
academic scholarships for the academic year
2012-2013. KIS scholarships are well respected
in the international school community and
are awarded in order to recognize academic
excellence and open up the world of
International Baccalaureate (IB) to deserving
candidates. The IB Diploma scholarship winner will
be granted full tuition for the duration of the twoyear
IB Diploma programme, valued at over one
million Baht.
The scholarship is open to applicants of all nationalities
who are fluent in English and currently in Grade 10
(Year 11). Applicants should be academically strong
and well-rounded. Candidates may be eligible for a
partial scholarship.
Please request full conditions and details of the
scholarships from Ms. Linda Belonje linda@kis.ac.th.
More information about KIS is at www.kis.ac.th.
Faber Flags Asia receives big
order from UEFA
UEFA decided to award the order to
produce all advertising material printed
on textile for the 2012 UEFA European
Football Championship in Poland and
Ukraine later this year to Faber Flags
Asia. The total order amount is close to
1 Million Euro."
In addition, Faber Flags Asia decorated Chinatown
in Bangkok. At the 84th birthday of the King of
Thailand, TTMA came up with a plan to decorate the
main streets of Chinatown with banners especially
printed for that event, and asked Faber Flags Asia for
their support. A total of 500 banners were installed,
of which 35 banners of 10 m long and 70 banners of
4 m long. The banners will support the festive mood
in the city of Bangkok until Chinese New Year at the
end of January 2012.
East-West Seed chairman
receives honorary doctorate
degree
East-West Seed Group Chairman Simon Nanne
Groot, 76, received on December 19 an honorary
doctorate degree conferred by the Naresuan
University Council in Phitsanulok.
He was awarded the title “Doctor of Science in
Agricultural Sciences, Honoris Causa” for his
work in vegetable plant breeding in Thailand and
tropical Asia. Her Royal Highness Princess Maha
Chakri Sirindhorn presided over the ceremonies.
Groot, a sixth generation Dutch seedsman, came
to Asia more than three decades ago with a vision
to bring farmers high quality vegetable seeds
suited to the tropical environment and local market
preferences.
He introduced modern plant breeding programs in
the Philippines, Thailand and Indonesia.
Released in 1987, a hybrid bittergourd called “Jade
Star” was the first locally developed commercial
vegetable hybrid in all of Southeast Asia.
Airberlin launches new cabins
on long-haul flights
airberlin has launched the first of its long-haul
fleet of A330-200s to have been equipped with
new seats in Business and Economy Class and
a new in-flight entertainment system.
In Business Class, the new fully-automatic
seats offer passengers outstanding comfort
whether they are sitting or lying down. The new seat
reclines 170 degrees.
In Economy Class, new light-weight seats are being
fitted. The new seats increase the so-called “living
space”.
airberlin is also setting a new benchmark in the
field of in-flight entertainment. Passengers can
choose from a selection of box office hits, TV serials,
games, music albums or even audio books from an
individualised entertainment programme. The 8.9
inch high-resolution monitor uses LED technology
and is operated via touch-screen. A USB port for
operating small electronic devices.
The upgrade should be completed by the start of the
summer 2012 flight schedule.
Purac Thailand Bioplastics
investment
In December, Purac Thailand successfully started
up its new Bioplastics investment in Thailand in the
form of a 75,000 ton Lactide plant. This 45 Mln Euro
state of the art factory is built next to the existing
Lactic Acid plant in Rayong. It turns Lactic Acid
(made from sugar and tapioca) into Lactide, the basis
for the Bioplastic PLA. PLA can replace conventional,
oil-based plastic in numerous applications; from
packaging to fabrics. The new Purac plant is the first
large scale Lactide factory in the world and as such
supports the ambition of Thailand to become a major
player in the Bioplastics world.
30 volume 1, 2012

Commerce
Member News
Motivation tips on
Channel News Asia
Companies spend fortunes to raise employees’
motivation, through awfully complex systems...
What if we managers had lost touch with the ‘natural’
drivers of people’s energy?
Then, what if we could (re)ignite just a few, most
simple actions in our daily-management, to boost our
co-workers’ motivation... and our own?
1-2-WIN Executive Coach Jean-Francois Cousin is
currently focusing on sharing those ‘natural’, simple
motivation tips for all, and for managers in particular.
On http://www.executive-coach-thailand.com/mediaroom.html,
you will find his articles in several media
and his radio/TV interview on Channel News Asia.
And, he will devote a public workshop on this topic
on 16th February in Bangkok.
Watch out for more information at www.1-2-win.net
Magical Bangkok by Night
Since November last year we have a new
tour: Bangkok by Night (Tour 6). This
tour shows you a very different Bangkok
than most of us know. By night Bangkok
is an almost magical place, right out of
a painting from Anton Pieck. By day
Bangkok is hot, very busy and crowded.
By night Bangkok is completely different:
quieter, cooler and more relaxed. The illumination
makes it into a true fairy tale tour!
This tour departs from the Grand China Princes
hotel at 18.00 hrs, and returns there at 21.00 hrs. Price
per person is 950 THB, children under 12 get 25%
discount.
Members of the NTCC and their guests receive 200
THB pp discount.
www.covankessel.com
Siam Wheels acquires
a new motorcycle
Siam Wheels is proud to announce the acquisition
of our newest motorcycle - a BMW F 800GS. The F
800 GS is the first off-road oriented bike in the Siam
Wheels fleet. A parallel twin engine with 85 horses
and 62 lb/feet of torque give it good speed and quick
acceleration. Siam Wheels is a membership club that
provides a way for our members to enjoy the thrill of
driving top-quality, motorcycles without the hassles
of ownership. By requiring only a simple monthly
payment with no expensive up-front costs, we make
it easy for you to ride some of the best motorcycles
in the world. Membership means access to a garage
of great motorcycles and an ongoing roster of rides
throughout the year.
For more information, please visit
www.SiamWheels.com
STV TRANSLATIONS New
Year’s Concert
Once again, a large number of people from the
Dutch community in Bangkok attended STV
TRANSLATIONS BV’s traditional New Year’s Concert.
Together with music impresario D&M Music Studio,
STV presented an appealing programme featuring
several young, talented Thai musicians.
They performed works by European
composers such as Mozart and Roussel, as
well as contemporary Thai composer Dnu
Hantrakul.
An informal gathering took place after the
concert in the garden of the Goethe Institute,
where STV’s guests drank a glass of wine
and enjoyed each other’s lively company.
STV TRANSLATIONS BV is a translation agency with
offices in Amsterdam, Bangkok and Paris. STV has
been organizing a variety of cultural events since the
mid-1980s. The most recent ones include La Bohème in
Amsterdam and the New Year’s Concert in Bangkok.
Contact Olivier Keegel for more information at info@
stvtranslations.com
Lorenz & Partners Bangkok
expands and relocates
Lorenz & Partners is an international firm of business
lawyers and consultants headquartered in Bangkok
since 1995. Further to Bangkok we maintain offices in
Berlin, Hong Kong and Ho Chi Minh City.
As a result of our steadily growing Bangkok
operation, we decided to relocate to a bigger office.
Since Monday, 23 January 2012 you can find us at our
new office address at 27th Floor, Bangkok City Tower,
179 South Sathorn Road, Sathorn, Bangkok 10120.
As a "One-Stop-Coordinator" we offer our clients
integrated consulting services. Our concept is of
particular interest to companies that, for reasons of
efficiency, prefer to mandate only one consultant for
the complete planning, handling and supervision of
their entire engagement in Asia.
We would be pleased to welcome you at our new
premises. For additional information, please visit our
website www.lorenz-partners.com
New partner at
Mazars Thailand
Chatchawat Kriengsuntikul heads up the Legal
Services Practice of Mazars Thailand. He attained
a LLB and LLM from Chulalongkorn University in
1997 and 2001 respectively. He also graduated
with a Diploma in International Taxation from the
Thai Bar Association in 2003.
Prior to joining Mazars, he worked with
PricewaterhouseCoopers over 10 years. He has
been working for clients in a variety of business
activities, including manufacturing, trading,
services, financial institutions, retail, automotive
and telecommunications.
His legal specializations include direct investment,
mergers and acquisitions, labour and foreign
business control law.
He is invited to be a visiting lecturer at the Faculty
of Law, Ramkamhaeng University and has also
conducted a number of training courses in relation
to the labour, investment promotion and customs
issues for clients and professional staff. He is also a
Counsellor of the Franco-Thai Chamber of Commerce.
P.Tendercool wins Elle
Decoration Design Award
P.Tendercool is a Belgian-Thai design company
based in Bangkok, specialised in Haute Manufacture,
32 volume 1, 2012

www.siammakro.co.th

Commerce
Member News
bespoke tables, 100% hand-crafted to clients'
specifications.
The company creates exquisite tables, for both
the public and professional design trade.
Elle Decor magazine awarded P.Tendercool's
FTOP range, Fantastic Tables made with Old
Planks, using reclaimed hardwood recuperated
from demolished old buildings.
This particular table is co-designed by Pieter
Compernol, Stephanie Grusenmeyer and
Ampol Lirapirom. The table base is sand cast
by hand by Bronze Master Armando, using
techniques already established during the
Bronze Age. Eli Vermeulen, A Belgian antiques
restorer, trained Thai Carpenters in almost forgotten
woodworking techniques.
A typical P.Tendercool dining table takes about 100
hours to create. Prices start at 120,000 THB, round
tables at 32,000 THB.
PTgallery 48 charoenkrung soi 30 Bangrak - open
Mon Sat 10am-7pm - 0847564415
www. ptendercool.com
Dulux invites house lovers to
Let’s Colour
Akzo Nobel Paints Thailand has recently launched
a series of consumer workshop under the concept of
“Falling in love with your home again”.
The workshop is the latest consumer
engagement activity to strengthen
relationship between Dulux brand and
consumers. The consumers will be trained
to understand the nature of colour and
how to use and mix colour, together with
proper painting application process.
Consumers who are interested in the workshop can
register via Dulux Thailand facebook. We have right
now over 5,000 fans, as facebook is a very popular
community channel in Thailand now and Dulux
page is a community for home lovers to come for
exchanging their creativities and tips on house
decoration. The workshop is a support activity to
help the consumers to enhance their creativities and
also help them have confidence to repaint their house
on their own”.
ECC organizes
Christmas festival
ECC International Real Estate, a successful Dutch
resort mall developer and resort mall management
company, organized a four-day traditional Christmas
festival entitled “Promenada Christmas
Fair & Charity 2011”, in cooperation with
The Tourism Authority of Thailand (TAT)
and Chiang Mai municipality.
The Christmas Fair & Charity 2011 took
place from 22nd to the 25th of December
at the Three Kings Monument Arena, a
highly prestigious venue, in Chiang Mai.
During the 4 days visitors enjoyed a display of shops
by future retailers of Promenada Resort mall, selling
food, drinks and delightful Christmas souvenirs. But
they also enjoyed the genuine first outdoor synthetic
ice skating rink and free-to-view concerts from
famous pop singer Aoff Pongsak and Thailand’s diva
Took Viyada. A very successful event that received
more than 50,000 visitors.
For more information, please visit our Facebook:
promenadachiangmai or www.promenadachiangmai.
com
TNT Express provides
“ASEAN Study Centre”
TNT Express (Thailand), one of the leading
international providers of integrated express
services, has partnered Chonburi Library to
provide and equip an English language study
room. The new “ASEAN Study Centre” will
feature books provided from TNT’s stock of
English language charitably donated titles,
along with the shelves, computers and desks
to fully enable the study centre for the benefit of
students and the public. This new facility will better
equip Chonburi residents for their important future
as a crucial geographical, industrial and logistical link
in the ASEAN community, as the books and research
computers will develop understanding of specific
topics in addition to general English language skills.
This is an important mission to increase the ability for
residents of the province to be able to communicate
in English to be ready for AEC (ASEAN Economic
Community) integration in 2015.
Baan Ing Phu wins
Thailand Property Award
During the Awards ceremony for this year’s
prestigious Thailand Property Awards, held in
Bangkok on 6 December, Baan Ing Phu won the 2011
Best Residential Development Hua Hin Award and
was rated among the Top Villa Projects for 2011 in
Thailand. It is now the third year in row that Baan
Ing Phu wins the Thailand Property Award.
Baan Ing Phu is a high-end residential resort,
offering a wide range of exclusive villas and
condominiums in a tranquil environment
with spectacular mountain views.
Baan Ing Phu is an initiative of Dutch
entrepreneur Mr Peter Ton, who started this
development 5 years ago. ‘We are delighted
that we won awards now for 3 consecutive years. It
proves that the whole Baan Ing Phu team is consistent
in its focus on innovative design, quality construction
and unequalled customer service.’
PTT Natural Gas Distribution
Co., Ltd launches warehouse
PTT Natural Gas Distribution Co., Ltd was
established in 1996 and is a joint venture between
PTT Public Company Limited, GDF Suez and
Crown Property Bureau. PTT NGD is specialized
in distributing and selling Natural Gas to industrial
customers. PTT NGD constructs and operates its own
underground pipeline distribution network using the
best international practices, international standards,
local rules and regulations to insure environmental
friendly operations.
Since its establishment, PTT NGD has developed
distribution networks in 13 industrial areas whether
directly or through its 80% owned subsidiary Amata
NGD: we deliver natural gas in BangPoo, PangPoo
Mai, M-Thai, Bang Plee, Lad Krabang, Rangsit,
Rojana, Navanakorn, Bangkadi, Bangpa In, Hemaraj,
Amata City, Amata Nakorn.
With a continuing growth of the company, a new
warehouse will be launched in February 2012, located
in Bang Poo Industrial Estate in order to better serve
our customers.
34 volume 1, 2012