Company’s project transferred during 2Q19 climbed up significantly. Down payment at 15-20% possibly plays a vital role in reducing portion of speculative buyers in our projects, minimizing negative impact
hired on 2017 until 30 September 2019. As at 30 September 2019, the Group has backlog for construction service total of Baht 1,868.31 Million. Since 2018, the Group has been hired construction projects by
stakeholders (ITA Project). ✓ ✓ ✓ SEC Press Releases ✓ ✓ ✓ Outsourcing of various projects, for example, EIM Project ✓ www.smarttoinvest.com www.จัดการเงินเป็น.com www.เสี่ยงสูง.com www.retirement-checkup.com
, which consists of Engineering, Procurement and Construction business (EPC), Water Treatment Plant, and Wastewater Treatment Plant. At present, the Company has participated in bidding for new projects
maintenance grows at 34.51% deriving from the strong capability of the Company to maintain its customer bases as well as new maintenance projects awarded to the Company. Other Revenue In the quarter 1-3 of 2016
venture was renamed to Ratchada Alliance; which U City still holds 50% of the ordinary shares. The purpose of this JV is to invest and develop real estate projects for sale. MANAGEMENT DISCUSSION & ANALYSIS
approved the investment in water production and sales to the Provincial Waterworks Authority, for 2 projects, with the capability of producing 31,200 cubic meters per day, and all together 113.99 cubic
mainly came from the COD of projects By Category of Power Plant 1Q2017 1Q2018 Increase /(Decrease) Baht million Baht million Baht million % IPP 167.0 390.3 223.3 133.7 SPP 73.5 261.2 187.7 255.5
, Kamphaeng Phet - Lampang will be capitalized in the projects' cost then would be amortized over the lifetime of the projects. 1.3 Operating Results Net profit attributable to the Equity of the Company in 2019
project management for 9 Condominium projects and 5 Hotel projects. 3. Gain on disposals of investment in subsidiaries, in the period for year ended December 31, 2019, amount of 458.6 million baht, or 3.2