to our 2021 target of US$287M (US$195M extra efficiency gains over 2020) Overview This time last year the world was just beginning to comprehend the unprecedented nature of COVID-19 and the
the significant increase of the transfer of the residences of MahaNakhon project in 2017 whereas the year 2016, the transfer of the residences just started in April. Furthermore, the Company had gross
, the determined policy and controlling the rate of loss cannot eliminate all the risks, they were just reduced the risks and alleviates the impact of the risk on the Company’s performance. Subsidiaries
as Industrial water supply system, Pre Treatment system etc. and we start recognize revenue from these projects in each Quarter of 2019 while the same period of previous year the Company has just
stocked for 30 days just enough for monthly delivery plan within quarter and/or year contracts. Besides, the Company emphasis on efficiently control the loss rate from production but cannot completely
, while a new crop season has delayed and just started in the end of Q2/2017 o Branded domestic sales of fruit juices dropped by c.30% due to the Company’s less sell-in to reduce inventory at trade stores
sales are not generated immediately, but it will be just a temporary incident. The Company believes that those investments are important and necessary, as they will help drive the Company to grow sharply
margin since the project has just started operations on 28 September 2019. The cost that makes gross profit of Solar Energy Power Plants negative is unallocated cost such as salary of engineer and project
projects which had just received and delivered in Q3–2019, such as the Network development project and the Improve the efficiency of the remote communication network system project of Bank for Agriculture