Dusit Thani PLC Management Discussion and Analysis For 4Q19 and FY2019 P a g e | 1 Executive Summary 2019 marked our first year in the second phase of the Company’s 9-year strategic journey (2019
focused on its financial objective to double EBITDA by 2023 in a disciplined manner by utilizing its current balance sheet and future operating cash flows. On the journey to achieve this, IVL is committed
decile total shareholder returns (TSR) position vs. peers and a strong cash flow through the cycle. As presented at our Capital Markets days in Feb 2020, On the journey to achieve above objectives, IVL is
the cost to serve. We have embarked on a multi-year journey of IT transformation to enhance our time-to-market and simplify internal operational processes, as well as implemented autonomous network to
profitability amid the challenging cost environment. AIS will continue the journey to enhance the autonomous network and improve IT processes & systems to unlock higher efficiency and productivity of our
signatories of EV100, pledging to convert our entire fleet of 5,500 home delivery vans to electric by 2028, and help our customers along the journey too by developing the UK’s largest retail network of electric
journey. That is why the Expectations Ladder sets out a summary of encouraged actions over four tiers, from those beginning to think about climate (Tier 4) to the net zero standard-setters (Tier 1). The
Up in 2H2017 to 2018 No Project Capacity (Kt) Expected Start Up/ Completion Strategy Remarks 1 US Gas Crack- er 440 Kt pa End 2017 a. ~90% output goes to IVL exist- ing EO/EG facil ity b. Capturing