under one global CEO, demonstrated deftness and agility in keeping our supply chains functioning with minimal disturbance to cater to strong customer demand. IVL’s regionally integrated business model has

to ensure operational readiness or inspection on readiness by the Office prior to a start-up operation; (3) The arrangement of premises of the branch office or the preparation of personnel to work at

appropriate; (2) The procedures to be made by the management company to ensure operational readiness or inspection on readiness by the Office prior to a start-up operation; (3) The arrangement of premises of

190 130 127 50% 555 383 45% Add: Non Operational/Extraordinary income/(expense) (6) 167 (1) 706% 119 87 36% Acquisition cost and pre-operative expense, (6) (7) (2) 189% (20) (7) 181% Gain on Bargain

, before extraordinary items 192 798 (76)% (13) 34 51 (125)% Add: Non Operational/Extraordinary income/(expense) (23) 21 (207)% (34) (7) 18 (288)% Acquisition cost and pre-operative expense, (26) (35) (26

Operational/Extraordinary income/(expense) (0) 52 (6) - 99% Acquisition cost and pre-operative expense (8) (3) (5) (151)% (74)% Gain on Bargain Purchases and impairments (Net)1 (1) 62 (0) - (1566)% Other

driven by lower industry-wide Integrated PET spreads. Going forward, management will focus on cost management initiatives, drive operational excellence, and working capital optimization in parallel with

, before extraordinary items (34) (13) 93 (163)% (136)% Add: Non Operational/Extraordinary income/(expense) 52 (34) 24 252% 114% Acquisition cost and pre-operative expense (3) (7) (7) 53% 56% Gain on Bargain

(68)% 536 708 (24)% Add: Non Operational/Extraordinary income/(expense) (6) 24 17 (136)% 29 138 (79)% Acquisition cost and pre-operative expense, (5) (7) (11) (59)% (30) (28) 5% Gain on Bargain

quality of the Company. Ac- quisitions made over the past several quarters and the relentless focus on operational excellence have contributed incrementally in enhancing the core EBITDA of the Company and