6,561 million, increased by 9.3% yoy mainly from the increase in personnel expenses. Cost-to-income ratio excluding loss from sale and revaluations of foreclosed assets for the nine months of 2018 stood
6,561 million, increased by 9.3% yoy mainly from the increase in personnel expenses. Cost-to-income ratio excluding loss from sale and revaluations of foreclosed assets for the nine months of 2018 stood
Baht 2,178 million mainly from the increase in personnel expenses. Expected Credit Loss (ECL) from 1 January 2020 onwards, the expected credit loss (ECL) will be based on impairment requirement under
incident management. A special task force has been set up whereas preventive measures have been comprehensively implemented in terms of personnel, places and internal/external communications to ensure
glycerine demand, especially home and personnel care products. However, the considerably volatility of CPO price, in which CPO price in 2Q2020 declined by 27% compared to end of 1Q2020 in contrast to CPO
Baht 2,178 million mainly from the increase in personnel expenses. Expected Credit Losses (ECL) for 1Q20 totaled Baht 256 million, a decline of 47.1% comparing to Baht 485 million for 1Q19. The excess
cashier boxes and at dispensing areas in order to boost the confidence of customers. In terms of personnel, the company has made preparations in terms of personnel, daily operations, IT system crucial to
No. ECF2 035/2562 23 September 2562 Subject Notification on the resolutions of the Board of Directors’ Meeting approving the purchase of the ordinary shares in KPN Academy Company Limited, the increase of registered capital, the issuance and the allocation of the newly-issued shares to specific persons (Private Placement) and the convening of the Extraordinary General Meeting of Shareholders No. 1/2019 (additional) To Director and Manager The Stock Exchange of Thailand Enclosure 1. Information M...
DB_Part2 ”π—°ß“π§≥–°√√¡°“√°”°—∫À≈—°∑√—æ¬å·≈–µ≈“¥À≈—°∑√—æ¬å µÿ≈“§¡ 2547 §Ÿà¡◊Õ°√√¡°“√∫√‘…—∑®¥∑–‡∫’¬π ‡≈à¡ 2 ·π«∑“ß°“√ªØ‘∫—µ‘¢Õß ç°√√¡°“√é à«π∑’Ë 1 ·π«∑“ß°“√ªØ‘∫—µ‘Àπâ“∑’Ë¢Õß ç°√√¡°“√é . . . . . . . . . à«π∑’Ë 2 °“√°”Àπ¥∑‘»∑“ß π‚¬∫“¬¢Õß∫√‘…—∑ . . . . . . . . . . . . à«π∑’Ë 3 °“√µ‘¥µ“¡°“√¥”‡π‘πß“π¢Õß∫√‘…—∑ . . . . . . . . . . . . 3.1 °“√‡ªî¥‡º¬¢âÕ¡Ÿ≈¢Õß∫√‘…—∑ . . . . . . . . . . . . . . . . . . . . . . 3.2 °“√§«∫§ÿ¡¿“¬„π ·≈–°“√∫√‘À“√§«“¡‡ ’Ë¬ß . . . . . . . . . . . 3.3 °“√°”Àπ¥§à“µÕ∫·∑π°√√¡°“√·...
compensation scheme. Should audit firm’s leader designs structure and criteria of compensation scheme that give priority to the quality of partner’s engagement performance, it will encourage the firm’s personnel