arise and consequently damage the trading confidence and investors themselves. Regarding the next 15-year perspective, the Secretary-General said: “It is difficult to make a clear-cut prediction while
checklist to: 1. Identify clear boundaries and critical interdependencies between the infrastructure and the system it operates within 2. Undertake a risk assessment to identify the key physical climate
contribute to good stewardship and promote the delivery of the institution’s or its clients’ investment objectives. They should provide a clear rationale for their approach. 4. The Financial Services Authority
million mainly due to the decreased in revenue from Combine Heat and Power Producing Company Limited (CHPP) by Baht 19 million as a result of the lower revenue from solar cell implementation; despite the
acquisition completion on 26 March 2020 and increased revenue from electricity sales of Ichinoseki Solar Power 1 GK (ISP-1) due to higher light intensity than in Q2/2019. Besides, other income of Combine Heat
plastic woven sack is decreased from the effects of the recessions of economic circumstance since the beginning of the year, combine with the drought condition which affected the agricultural sectors which
that of 2019, as specified in the Power Purchase Agreement. In addition, the Combine Cycle Power Plant unit 3 had planned maintenance shutdown (Major Overhaul) from June 7 to July 28, 2020. (2) Revenue
company’s expense. 2.0 Leadership and independence 2.1 Chair and CEO The board should have independent leadership. There should be a clear division of responsibilities between the chairmanship of the board
of responsibility for ultimate investors, such as pension fund trustees and representative boards, should be aware of their primary oversight role. They should be clear about the objectives of their
transactions. The board should adopt an ethics and conflicts of interest policy consistent with applicable law and standards (including fiduciary duties), and establish clear guidelines and procedures for