strategy that is based on three major pillars: topline growth, operational excellence, organization development. The “fixing the basics” program is nearly complete, resulting in upgrades of technical assets
substitution by Automation. Substitution. For production costs, it was as value as last year, due to businesses made forward contracts with material source, and imported raw material and goods were lower value
finance expenses, higher selling, servicing and administrative expenses from the consolidation and one-off expenses of Vienna House and lower one-off gain from asset disposals Total assets as of 31 March
joint ventures and higher depreciation and finance costs due to the adoption of TFRS16 • Total assets as of 30 June 2020 stood at THB 64,158mn, increasing by 19.9% or THB 10,627mn from 31 December 2019
electricity unit sold is higher, compared to the same period of last year. Sales from Municipal Solid Waste Power Plant decreased because there was planned-shutdown in the second quarter of 2020, while no
million, down 11% YoY Sales ratio of Brand: CMG was 46:54, compared with 45:55 in the same period last year. Sales Breakdown by Geography: Domestic: Baht 3,781 million, down 5% YoY Export: Baht 2,135
13 of 16 (1) Return on assets and return on equity are calculated based on net profit in the last twelve months (2) Interest bearing debt to equity net of cash and cash equivalent and short-term
three-month period ended 31 March 2017 than the same period last year was because the Group utilized the tax privilege for investment in assets according to the Royal Decree no. 604. Net Profit For the
286.47 million for the same period last year to THB 325.45 million, accounted for 13.61% increase due to the introduction of 6 new branches compared to the same period last year. The Group had other