business per plan in this challenging competitive environment. Cost of contents invested in 2H21 to build our value-added services will remain for the rest of the year. Higher marketing cost will be incurred
optimization and efficiency improvement, but downside risk is inherited in the rising utilities costs and required spending to grow our business per plan in this challenging competitive environment. Cost of
underlying asset(s) in which they invest – as discussed above. One aim of internal governance structures and the Principles in this respect is to minimise the frictional costs implicit in the investment chain
quarter of 2017. Thus it will become more challenging for the global steel industry participants in all the regions. Careful estimation for raw material purchasing and production cost management is
then decreased in the third quarter of 2016 but then turn back increasing continuously until the fourth quarter of 2017. Thus it will become more challenging for the global steel industry participants in
Looking Year 2018 was a challenging year for the Company’s business operation. The Company's operating performance did not meet the target due to impacts both from external and internal factors. The
, the Company’s budget is under revision to adjust the revenue target and relevant capital expenditure to reflect the challenging factors. Our key business strategies in 2020 are summarized below. Hotel
revenue target and relevant capital expenditure to reflect the challenging factors. Our key business strategies in 2020 are summarized below. Hotel Business: Our strategic focus is on: • Diversification by
ed challenging by natural tre pricing was intr bscribers where es continued to ators continued ology. Although ctive discount packages has b ent at affordabl uiring quality s net addition im