, due to the Hydrocracking Unit’s 30 days maintenance during the middle of July to middle of August, in order to replace its catalyst, as to uphold its efficiency to coincide with the company’s refining
Services Tax (GST) abolition in 2018. However, the subsidiaries have continuously improved operational efficiency through improvements in gross margin rates, as well as continuing to focus on cost efficiency
%YoY and -1.3%QoQ continued impact from COVID-19 pandemic and market competition. Core service revenue (excluding IC and TOT partnership) was Bt32,130mn, decreasing -6.8YoY and flat QoQ from the decline
maintain as the leader of online top-up machines market, both in terms of number of kiosks and total usage amount. The Company's strategy continues to focus on the efficiency of Boonterm kiosk spot as well
competition. Core service revenue contributed 77% while sales revenue contributed 15%. Core service revenue (excluding IC and TOT partnership) recorded Bt33,090mn flat YoY, - 4. 3% QoQ mainly from decline in
from additional investment in machinery to improve production efficiency, reduce production cost, and prepare for increased level of production; 3) lower sales proportion in Branded domestic sales which
committee and independent directors who have management control over SSG III’s operations. 2 SSG III is a Cayman Limited Partnership and is a collective Investment Fund which has capital commitments from the
Capital Partners III GP, L.P. (“SSG GP”). SSG GPGP has its own investment committee and independent directors who have management control over SSG III’s operations. 2 SSG III is a Cayman Limited Partnership