initiatives and cost transformations. The majority are initiatives focused on sales excellence and operational excellence, allowing us to provide better value propositions to our customers and improve overall

, before extraordinary items 192 798 (76)% (13) 34 51 (125)% Add: Non Operational/Extraordinary income/(expense) (23) 21 (207)% (34) (7) 18 (288)% Acquisition cost and pre-operative expense, (26) (35) (26

to ensure operational readiness or inspection on readiness by the Office prior to a start-up operation; (3) The arrangement of premises of the branch office or the preparation of personnel to work at

appropriate; (2) The procedures to be made by the management company to ensure operational readiness or inspection on readiness by the Office prior to a start-up operation; (3) The arrangement of premises of

190 130 127 50% 555 383 45% Add: Non Operational/Extraordinary income/(expense) (6) 167 (1) 706% 119 87 36% Acquisition cost and pre-operative expense, (6) (7) (2) 189% (20) (7) 181% Gain on Bargain

Operational/Extraordinary income/(expense) (0) 52 (6) - 99% Acquisition cost and pre-operative expense (8) (3) (5) (151)% (74)% Gain on Bargain Purchases and impairments (Net)1 (1) 62 (0) - (1566)% Other

driven by lower industry-wide Integrated PET spreads. Going forward, management will focus on cost management initiatives, drive operational excellence, and working capital optimization in parallel with

, before extraordinary items (34) (13) 93 (163)% (136)% Add: Non Operational/Extraordinary income/(expense) 52 (34) 24 252% 114% Acquisition cost and pre-operative expense (3) (7) (7) 53% 56% Gain on Bargain

(68)% 536 708 (24)% Add: Non Operational/Extraordinary income/(expense) (6) 24 17 (136)% 29 138 (79)% Acquisition cost and pre-operative expense, (5) (7) (11) (59)% (30) (28) 5% Gain on Bargain

quality of the Company. Ac- quisitions made over the past several quarters and the relentless focus on operational excellence have contributed incrementally in enhancing the core EBITDA of the Company and