We are committed to delivering to our shareholders, having regard able grow thand reasonable, consistent returns to shareholders, the highest level of satisfaction.
We are committed to an environmentally sound approach to production, through which we strive to inspiresatisfaction and confidence in our customers and suppliers alike.
We are committed to the practices of good corporate governance and to operating with fairness and transparency with a view to improving the living and working conditions of our stakeholders.
We are committed to providing our employees with a pleasant work environment, fair compensation and career advancement opportunities.
We are committed to minimizing the social and environmental impact of our operations and to the sustainable consumption of natural resources.
Over the last few years, new trends have emerged that have had an enormous influence on how we work, interact, communicate and collaborate between ourselves internally. The business intelligence influences our organizations’ strategies, operations and investments in a wide variety of ways.
We, Sri Trang Group are realizing that our ability to change is a key source of competitive advantage and one of the most critical competencies that we can grow. Building capability of change and improve organizational agility requires positiveness to drive the possibilities structure and intent. Our main objective is to maximize the usage of resources efficiently and effectively.
In 2018, we are ready to embark on the journey by embedding the ability to change and building individual competencies by using a variety of tools of business intelligence. In order to make it happen, every staff has to think smart, act smart and work smart accordingly. Let’s go and move towards “SMART SRI TRANG”.
2017: Year of Target 9.5
An inspiration and a common sense that was born out of the process of 2016 Standardization.
2016 Standardization has transformed Sri Trang Group into a very productive, one cost, one product and one technology powerhouse. Sri Trang Group is positioned for a bigger growth in coming years.
To ensure Sri Trang Group is on track to achieve STA 20, Sri Trang in-house creation and phenomenon Target 9.5, will be implemented across-the-board in 2017.
2016: Standardization
Natural rubber market and industry has been going through the downturn since 2011. In 2015, the downturn has continued unabated and the price has been slashed since 2011 by as much as 80%. In 2016, we do not expect much optimism and believe price will continue to stay low until 2017. The world oversupply situation has improved but still needed to be further curtail until the equilibrium is reached between supply vs demand. We believe this equilibrium will reach some time in 2017. Then there is a chance for market and the rubber industry to stabilize and probably recover.
As of today, the casualties from the rubber industry continues to pile up and no relief is at sight for some time to go. To survive, Sri Trang Group has been prepared well since 2011, we have been working on cost cutting, productivity, HR matters, marketing and sales and technology and improvement on management. These continual improvements in all areas has made Sri Trang Group strong and efficient and the key success of our company.
2016, we have designated the Year of Standardization, where every factory will be targeting one cost and one technology. I believe with our size and scale, this will reduce complexities and simplify our production process further resulted in huge saving and making our products very competitive in the international markets.
I believe our management, after going through 2015 intensive management upgrading, all of us will be ready to face this new challenge. Wish you all the best of efforts and success in coming 2016.
2015: Year of Strong Management
Not only considered as one of the most significant factor towards the growth of Sri Trang Group, but also a great propellant behind all the success is the “Strong Management Team”, which has always contributed to and collaborated on the successful work during the past years. We recognize the importance of nurturing skilled employees, by providing our employees with endless learning, exchange of experience and continuous development of oneself, in order to utilize the skill towards the growth of the organization. This is to achieve a sustainable development for both the organization and the employees. We also support all the employees with high capability towards the possibility thinking. This allows our employees to show their performance and achievement to be acknowledged by their colleagues and the management.
2014 : Year of High Productivity
High productivity is further key-issue of 2014.
The main target is to ensure and to extend our position as a successful key player in the rubber market worldwide for the next years. This means that our main focus on productivity issues has to ensure high competitiveness as the most important economic concern.
The basis is not only the continuation of the successful started current productivity project, but also further improvement in all positions and departments.
Sri Trang Group is currently in a transformation process to a modern organization structure. As a worldwide active key player, we achieve yearly increasing turnover and steady growing number of factories and offices in Thailand along with other countries worldwide.
This mission does not only give us the commitment, but also opportunity to monitor and establish best practice projects in all our locations to achieve higher productivity, particularly in the labour intensive factories, including the restructuring of some key- departments, better communication and coordination between the factories and departments, implementation of a generally accepted and binding reporting system containing significant and valid key figures.
The main target of Sri Trang Group is always the success of the organization over all, never the benefit of a single department or person. In 2013, we have achieved a great leap forward and we are convinced with your support, cooperation and participation. Thus, we reach again this ambitious and crucial target.
Only increasing productivity and competitiveness benefit all our employees in terms of secure workplaces, higher income and standard of living.
2013 : Year of High Performance
It is extremely challenging to operate the business in the current climate of intense competition and relentless customer demand for a higher quality and more diverse variety of products. To attain a long-term success, we need to be able to adapt to the ever-evolving business environment by continuously enhancing our competitiveness in terms of production, operation and management in order to achieve optimal efficiency.
To be recognized as a “High-Performance Organization,” it is imperative that a business be able to effectively compete in the marketplace and sustain a long-term success. To accomplish that, it must be able to surpass the performances of its competitors and gain widespread acceptance.
The most valuable asset of any organisation is its human resources. To be a “High-Performance Organisation,” we need knowledgeable and skilled personnel who are able to collaborate with one another on all aspects of operation. This would enable us to achieve optimum efficiency, which would, in turn, bring about organizational success.
With numerous and ever more complex challenges awating in 2013, it is crucial for us to constantly stretch the limits of our capabilities and stay ahead of others.
2013 : Year of High Performance
It is extremely challenging to operate the business in the current climate of intense competition and relentless customer demand for a higher quality and more diverse variety of products. To attain a long-term success, we need to be able to adapt to the ever-evolving business environment by continuously enhancing our competitiveness in terms of production, operation and management in order to achieve optimal efficiency.
To be recognized as a “High-Performance Organization,” it is imperative that a business be able to effectively compete in the marketplace and sustain a long-term success. To accomplish that, it must be able to surpass the performances of its competitors and gain widespread acceptance.
The most valuable asset of any organisation is its human resources. To be a “High-Performance Organisation,” we need knowledgeable and skilled personnel who are able to collaborate with one another on all aspects of operation. This would enable us to achieve optimum efficiency, which would, in turn, bring about organizational success.
With numerous and ever more complex challenges awating in 2013, it is crucial for us to constantly stretch the limits of our capabilities and stay ahead of others.
2011: Year of Growth
In 2009, Sri Trang Group started embarking on an extensive expansion project. The past year saw the completion of four rubber processing plants in Palembang, Songkhla, Nong Khai and Buriram. Still in the pipeline is the construction of nine more rubber processing plants, six in Thailand and three in Indonesia.
It is evident from the expansion plan that our Human Resources team has a challenging year lying ahead. Their task is to recruit individuals with potential and equip them with the qualities that will enable them to tackle any challenges thrown their way and help steer Sri Trang Group toward a long-term success.
This coming year should be an exciting one for all of us. I will closely work with all of you and hope that this will be another year of success for our company.
2010: Year of Waste Minimization
For a long time before the financial collapse set in, profligacy and recklessness seemed to be the order of the day, with wasteful and feckless consumption of natural resources (e.g. energy and water) and assorted materials (e.g. paper and plastic) being considered the norm.
Sri Trang Group is one of the companies that were able to withstand the hostile economic conditions and emerge relatively unscathed. This is largely because, through expense reduction and greater efficiency in the utilization of resources, we were able to successfully adapt to the economic circumstances. Crucial to our achievement in this regard is our policy on waste minimization, which is aimed at eliminating, to the greatest extent possible, waste of all kinds from every aspect of our operations, and at optimizing the use of resources of all kinds. Aside from that, we also strived to increase productivity and do away with any redundant work processes.
To achieve a long-term success, the onus is on everyone at Sri Trang Group to work together and carry on with this practice.
2009: Year of Belt-Tightening
The financial crisis that struck and wrought havoc on the economies of countries around the world has induced a climate of fear and panic that is now gripping consumers all over the world and shows no sign of lessening any time soon, affecting both spending and consumption. It is inevitable that our operations are impacted by this far-reaching economic catastrophe.
This is not the first time that we have been dealt an economic blow. Thailand has been through this once in 1997, when the so-called Tom Yum Kung Crisis prompted the devaluation of Thai Baht. But because of its global scale, the current crisis is more difficult to navigate.
As we cannot escape from this engulfing economic conflagration, we must adapt to the changing circumstances by developing a frugal mindset. We can start by cutting down on unnecessary expenses and coming up with more efficient ways of utilizing our resources. We should be able to see tangible results that are in line with the global economic growth rate.
2008: Year of the Window Cleaner
He came and asked for a job. But there wasn’t any job for him. I wanted to help, so I had him clean the windows at my house. Three days later he told me that all the windows had all been cleaned. I knew that if there was nothing else for him to do, he would be unemployed. So I told him that he could continue cleaning the windows. He kept cleaning them for years until he became so adept and the windows were so spotlessly transparent that people ran the risk of bumping against them. This somehow inspired a greater sense of responsibility in other workers at the house.
I later asked him to clean the office windows, which, because of their size and location, presented a more difficult and challenging task. One day I looked out the windows and was surprised to see him equipped with all the window-cleaning paraphernalia. And just like that, he went from a regular guy with no special skills to an expert in window cleaning.
All of us, regardless of position or responsibility, should be able to derive useful lessons from this little anecdote.
2007: Year of Risk Management
For companies in the rubber business, fluctuations in rubber price are a given. But in recent years, the increased importance of natural rubber to the automotive industry, together with the growing interest in the rubber industry, has rendered the task of risk management more complicated. In order to put Sri Trang Group in a position where it can readily adapt to any changes in the industry, management must be constantly attuned to rubber market movements and must have a full grasp of the evolving nature of the rubber industry.
In this coming year, in order to successfully navigate the changing landscape of the industry, we must stick to the operating budget and institute a more efficient system of raw materials management, as well as an overhaul of the marketing, procurement and distribution functions.
