stakeholders with non- controlling capability in subsidiary companies -5.33 -0.99% 6.09 1.42% -11.42 -187.63 Revenue from the Company's services for the 3 months period Ended 30 June 2019 and 30 June 2018 equal
Oishi Food Service Co., Ltd in order to increase focus and capability as center of food production for package food and supply food materials to Oishi’s restaurants. The restructuring also helped Oishi
previous year because of its capability of better management of service costs. The net profit (loss) for the year 2019 reduced from the previous year is resulted from: 1. In the year 2019, the Company sold
10.59% QoQ resulting from improving in production capability, efficiency and fuel management. Cost to revenue from sale of industrial equipment ratio in Q1-2020 decreased by 13.56% QoQ resulting from
30.27 4.68% 11.65 2.42% 18.62 159.85 Attributed to the stakeholders with non- controlling capability in subsidiary companies 14.72 2.28% 2.57 -0.53% 17.28 673.72 Service income from the company for the
goals. Overall regional priorities include: “A resilient community with enhanced capacity and capability to adapt and respond to social and economic vulnerabilities, disasters, climate change as well as
material usage, higher production yield and lighter weight bottle capability. Selling and administrative expenses (SG&A) level of spending was at 23.1% of sales, in accordance with the phasing of advertising
end 2017. 7 2017 MD&A: PACE Development Corporation PLC. 2017 Management Outlook and Strategy Profit generation capability of real estate business 1. Details and progress of the Company’s residential
) which is a part of the Company’s business plan to strengthen financial capability. It is one of five key foundations of the Company which are People, Process, Technology, Properties and Financial
Development Corporation PLC. 2017 Management Outlook and Strategy Profit generation capability of real estate business 1. Details and progress of the Company’s residential projects are as follows: Remark: * In