revenue for the next few years, and it has developed a prudent strategy to maintain return to shareholders during this time. This has included restructuring DTC to allow for greater flexibility and enhanced

return to shareholder, the management has formulated business strategy and implemented group restructuring to streamline the business and enhance flexibility, which attributable to well-achieved

business acquisition after making an additional investment to increase ownership from 40% to 100% in order to support growth potential, increase flexibility and increase the overall beverage production

in order to maintain liquidity and financial flexibility. The Company remains cautious on investment, while seeking various sources of working capital, along with effective control and management of

sales channels and new services in parallel to the ‘New Way of Life’ or ‘New and Now Normal’. To stabilize our businesses and retain financial flexibility, cost reduction was one of our measures. The

freight saving. This does not have any impact on regional or consolidated EBITDA. 4Core EBITDA is Reported EBITDA less inventory gains/(losses) 5Core EPS is Reported EPS less inventory gains/(losses) less

) transactions 2Total of each segment may not always tally with consolidated financials due to holding segment 3Excludes price adjustment for captive sales on freight saving. This does not have any impact on

increased overall average operating rate of 86%. Higher freight rates positively impacted sales price in our respective domestic markets. This translated into an overall Fibers Core EBITDA growth of 23% QoQ

freight to decline. Jet (Kerosene) and Dubai crack spread (IK/DB) declined by 12.21 $/BBL compared to the average of 12.19 $/BBL in Q2/ 2 0 1 9 . This is due to pressure from the airline industry which was

will accommodate and allow flexibility in the divestment procedure of the Company, which is a sale of investment monies in business at quite a high value that will be interested by only a specific group