inevitably affected the Company’s operating revenue. In addition, the Company had invested in renovating its long overdue hotels to enhance competitive edge in the market. Moreover, the economic slowdown and
products launched by some financial institutions as well as from auto-leasing. Meanwhile, demand for housing loans continued to decline after the implementation of the revised Loan-to-Value (LTV) measures
had a higher impact from the decline in domestic purchasing power leading to lower prepaid usage despite an increase in tourism-related income. Competition remained intense with the market continued
businesses also enabled the Company improve its ability to capture a wider portion of the earnings value chain. These strategies have led to IVL becoming a global industry leader not just in terms of market
to the Buyer and the Seller has relationship to be connected people according to the announcement of the Capital Market Supervisory Board No.21/2551 regarding the criteria of making connected
Revenue from farm & DOC segment consisted of revenue from selling live broilers to GFN, our joint venture, and selling day-old-chicks to both international and domestic market, represented 30.03% of total
to long-term shareholder value generation laying the foundations of future improved results via new product development (introduction of dolomitic product line) and cost saving measures (Solar project
in line with income from investments, an increase in net premiums earned - net, and revenue from capital market products. Nonetheless, given one extraordinary item – an increase in retirement reserves