TRC Construction is a leading contractor in Thailand that provides engineering, procurement, and construction services for natural gas pipelines, petrochemical plants, and other energy projects. The presentation discusses TRC's vision, ongoing projects, financial highlights, and future plans. Key ongoing projects include a pipeline project for Gulf JP worth over 2 billion baht, an ethanol plant project, and a multiproduct pipeline for PTTAR-IRPC. TRC aims to expand further in Oman and invest in neighboring countries' energy and natural resource projects.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
ABB CONTACT S GULF & PAKISTAN Issue 1/12ABBCONTACT
Customer news magazine of ABB for India, Middle East and Africa region. Current issue is a special on solutions for Cement, Minerals and Mining Industries. This file is the S Gulf and Pakistan region version.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
ABB CONTACT S GULF & PAKISTAN Issue 1/12ABBCONTACT
Customer news magazine of ABB for India, Middle East and Africa region. Current issue is a special on solutions for Cement, Minerals and Mining Industries. This file is the S Gulf and Pakistan region version.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
TransAlta Corporation – Project Pioneer CCS in the Power Sector – Don Wharton...Global CCS Institute
As a part of the Institute's strategic focus on assisting CCS projects through knowledge sharing, three North American roadshow events will help the industry share project experiences and knowledge about CCS. Taking place in the US and Canada, the three events include:
• Austin, Texas on November 8, 2011;
• Calgary, Canada on 10 November, 2011; and
• Washington, D.C. on 19 January, 2012.
The first roadshow focused on sharing project experiences and knowledge from the projects in North America but also brought in projects from Europe (Don valley) and Australia (Callide) so that regionally diverse experiences could be shared amongst a global audience.
Attendance at the event was around 30 to 35 which allowed open and frank discussions around technical, management, and regulatory issues and how these challenges can impact on a project’s advancement and decision making processes.
TransAlta Corporation – Project Pioneer CCS in the Power Sector – Don Wharton...Global CCS Institute
As a part of the Institute's strategic focus on assisting CCS projects through knowledge sharing, three North American roadshow events will help the industry share project experiences and knowledge about CCS. Taking place in the US and Canada, the three events include:
• Austin, Texas on November 8, 2011;
• Calgary, Canada on 10 November, 2011; and
• Washington, D.C. on 19 January, 2012.
The first roadshow focused on sharing project experiences and knowledge from the projects in North America but also brought in projects from Europe (Don valley) and Australia (Callide) so that regionally diverse experiences could be shared amongst a global audience.
Attendance at the event was around 30 to 35 which allowed open and frank discussions around technical, management, and regulatory issues and how these challenges can impact on a project’s advancement and decision making processes.
2. Agenda
Company Overview
On going and Future Developments
Key Financial Highlights
Q&A Session
2
3. Company Overview
Vision
To become the leading contractor of Thailand delivering projects in respect of standard
and safety for both natural gas pipeline, petrochemical industry and energy fields
along with its sustainable growth.
Mission
1. To enhance the company’s consistent growth with the good conduct of the corporate governance
practice for highly benefit of the company and its shareholders.
2. To recognize human dignity by treating all employees on fairly basis with disregard of race , class, complexion
or religion.
3. To emphasize human development through rendering knowledge gain, skill and expertise trainings as well as
required knowledge in concerned areas for the company’s sustainable growth.
4. To strive toward teamwork performance , passing on skill and knowledge including experience from one
generation through another.
5. To emphasize design engineering works, encourage learning participation and utilize new technology in
cooperation with both domestic and international alliances to develop Thai engineers’ capability to be identical
with the international ones.
3
6. To reward society and community.
4. Leading Turnkey Solution Provider Company
2012+
2009 - 2012
2005 - 2008
Project Development Construction Commissioning / Testing Commercial Operation Date
• Greenfield / Brownfield • EPC Turnkey • Engineering Capability • Operating &
Project Development • Pipeline / Small & Maintenance Services
Capability Medium Process Plant / • Investment through our
•Conceptual Design Modular Fabrication investment arms
• Basic Engineering • Civil work / - TRC International Ltd.
• Feasibility Study infrastructure - TRC Investment Ltd.
• Advisory Services • Project Management
Consulting (PMC)
4
5. Key Corporate Milestone
Revamp OCS#1
Nigeria Project
Oman Project
• Ubon Boi-Ethanol
• TRC is equipped Project of 2,134 MB
• EPC for Flowline capability of EPC • Group backlog
• Lump Sum Project in Oman and undertake reached 4,452 MB
Songkhla
Turnkey Bangchak • Consortium with Large Scale
• Wang Noi- Transmission
Bio Diesel Plant Siemens for OCS#1 Project
Kaeng Khoi Pipeline Project
Project (757 MB)
Cross Country (562 MB)
Gas Pipeline
1998 2005 2007 2008 2009 2010 2011
• Project
• Established with • Listed in MAI • Acquired Development & • Successfully • Awarded by Gulf • Awarded for
experience group with Baht 1.70 Sahakarn Investment landed in Oman JP a EPC Pipeline EPCC of Ethanol
of engineers IPO price Wisavakorn Division • Undertaking Package of THB Project
undertaking small • Successfully JV Co., Ltd. as established PTT Gas 2,016 MB + 21.09
pipeline projects with CPP (China) subsidiary • EPC capability Separation Plant Mil USD
for 2,100 MB for Biodiesel Project 5
pipeline project Processing Plant
6. Our Core Business
Pipeline Engineering and Construction Small to Medium Process and
Industrial Plant EPC
Fabrication- Pressure vessel, piping, Project Development and Investment 6
Steel structure (ASME U&S Stamp)
7. Key Success Factors
“Provide service excellence and maintain the highest level of customer satisfaction”
Competent and
experienced
professional
management team
& operation
Continuously personnel
Strong risk
growing
management
sustainable
and solid
revenue and
liquidity
profit stream
management
while creating
to enables
loyal and
financial
engaged flexibility
customers
Establishing strong
strategic alliances
and focus on high
margin projects with
high barriers to entry
7
8. TRC Group Structure
TRC Construction
Public Company Limited
(Thailand)
Paid-up Capital 336.59 MB
99.99% 100%
Sahakarn Wisavakorn TRC Investment Ltd.
Co., Ltd. (Mauritius)
(Thailand)
Paid-up Capital 200 MB Paid-up Capital USD 1
100%
TRC International Ltd.
(Hong Kong)
Paid-up Capital HKD 10
60% 70%
TRC & Al-Ghalbi LLC TRC Engineering
(Sultanate of Oman) (Sultanate of Oman)
Paid-up Capital OMR 150,000 Paid-up Capital OMR 250,000
8
11. Agenda
Company Overview
On going and Future Developments
Key Financial Highlights
Q&A Session
11
12. TRC Revenues Growth
• Core Businesses On-going
• Gulf SPP and IPP Package
• Ubon Bio Ethanol Project
• PTTAR-IRPC Multiproduct Pipeline
• Green ABS VI Project EPC
• GUT Pipeline Project *
• Expansion in Oman
• PTTEP Oman
• EPCC and O&M in oil & gas sector and
petrochemical industry
• Investment Scheme
• Energy projects in neighboring countries
• Natural resources project
* Note: New project acquired in Aug 2012 12
13. On-going Core Business: Gulf JP Pipeline Project
Gulf SPP and IPP Pipeline Package
Owner: Gulf JP Co., Ltd Group
TRC’s Work Value: THB 2,016 million +
USD 21.09 million
Scope of Work:
Gas Pipeline EPC Package for
Natural Gas Transmission Pipeline
Construction Work and Metering
and Regulation Station for 7 SPP
Projects and 1 IPP Project in
Saraburi, Chachoengsao, Rayong
and Prathumthani Province
% of Completion as at 30 Jun 12: 54%
13
14. On-going Core Business: Ethanol Processing Plant
Ubon Bio Ethanol Project
Owner : Ubon Bio Ethanol Co., Ltd.
SKW’s Work Value: THB 2,134 million
Scope of Work:
Plant Out Side Battery Limit (“OSBL”)
EPCC Package for Ethanol Processing
Plant with a capacity of 400,000 liter per
day utilizing dry and fresh cassava as
raw material
% of Completion as at 30 Jun 12: 73%
14
16. On-going Core Business: PTTAR-IRPC Multiproduct
PTTAR-IRPC Multiproduct Project
Owner: IRPC Public Company Limited
TRC’s Work Value: THB 723 million
Scope of Work:
Multiproduct pipeline installation
between IRPC Tank to PTTAR Refinery
% of Completion as at 30 Jun 12: 61%
16
17. On-going Core Business: Green ABS VI Project
Green ABS VI Project
Owner : IRPC Public Company Limited
SKW’s Work Value: THB 280 million
Scope of Work:
Construction of Concrete Steel
Buildings, Steel Structure and
Infrastructure
Project location at inside IRPC plant,
Rayong Province
% of Completion as at 30 Jun 12: 38%
17
18. New Acquired Project: GUT Gas Pipeline Project
GUT Gas Pipeline Project
Owner: Gulf JP UT Company Limited
TRC’s Work Value: THB 1,547 million
Scope of Work:
EPC of 28 inches diameter Natural Gas
Pipeline length approximately 21 km.
and two block valve stations and one
metering station for GUT Power Plant
(IPP)
Project located in Rojana Industrial
Park 3, Ayutthaya Province
Work Period: Approximately 23 months
18
19. Expansion in Oman: Petrogas Rima (Extension Contract)
Pipeline Project
Owner: Petrogas Rima LLC
(1-year extension contract
+ 1-year potential extension)
Construction Period: May 2012 – Apr 2013
Type of Contract: EPC Contract
Scope of Work:
Engineering, Procurement and
Construction of production flow lines
and water injection flow lines
connecting the drilling wells together.
Up to date, TRC has achieved its
services for connecting about 80 drilled
wells which increasing the oil production
of Rima Small Fields from about 2,200
bopd in 2009 to nearly 14,000 bopd
today.
19
20. Expansion in Oman: PTTEP Oman
Pipeline Project
Owner : PTTEP Oman Company Limited
TRCE’s Work Value: Approximately
THB 125 million
Additional Work: THB 36 million to be
completed within the end of 2012
Scope of Work:
Project location: Block 44 concession
area of PTTEP in the northwest of
Oman;
Shams-16 flowline and its related
equipment & facilities;
Munhamir-1 and Munhamir-2 flowline
and its related equipment & facilities;
Munhamir crude export pipeline
20
21. Expansion in Oman: EPCC and O&M in Oil & Gas and
Petrochemical Sectors
EPCC and O&M in Oil & Gas and
Petrochemical Sector
New opportunity in Oman to be explored
and committed by TRC and its strategic
partner
Scope of Work:
Engineering, Procurement, Construction
Commissioning and Operating &
Maintenance focusing on oil & gas
sector and petrochemical industry
Target: To be awarded the project value THB
150 million within 2012 for the above scope of
work
21
22. Investment Scheme: Focusing on Energy and Natural
Resources in ASEAN Countries
Energy Projects in Neighboring
Countries
Natural Resources Development
Project
Objectives:
To explore and capture business
opportunity focusing on energy sector
and natural resources in ASEAN
neighboring countries such as
Myanmar, Cambodia and Lao;
To retain some fixed income portion of
TRC group; and
To be ready for ASEAN Economic
Community (AEC) in 2015
22
23. List of Potential Projects
Approximate
Project Value Construction
Project Name Period
(MB)
A. Natural Gas Pipeline
A.1 Provincial Gas Transmission Pipeline (as Subcontractor) 2,000 – 3,000 2013 - 2015
A.2 IPP* (TRC awarded GUT Project , 1,557 MB in Aug 2012.) Awarded 2013 - 2014
A.3 SPPs 500 2013 - 2014
A.4 Distribution Pipelines 500 2012 onwards
A.5 Construction Call Off Services n/a 2013 onwards
B. Processing Plant
B.1 Waste Heat Recovery 1,300 2013 - 2014
B.2 Waste to Energy 2,000 2013 - 2014
B.3 Ethanol Plant 1,700 2013 - 2014
B.4 CBG for NGV 70 2012
C. Two Projects in Sultanate Oman 700 2013 - 2016
Approximate
Total
9,770
23
24. Agenda
Company Overview
On going and Future Developments
Key Financial Highlights
Q&A Session
24
25. The 1st and 2nd Qtr 2012 Performance of TRC Group
(Unit: Million Baht)
Consolidated FS
TRC Sahakarn TRC & Al-Ghabi TRC Engineering
(Oman) (Oman)
1st Qtr 2nd Qtr 1st Qtr 2nd Qtr 1st Qtr 2nd Qtr 1st Qtr 2nd Qtr 1st Qtr 2nd Qtr 6-Month
Services Income & Sales 490.25 515.16 403.85 471.69 58.24 19.73 49.86 52.93 1,002.20 1,059.51 2,061.71
Interest Income 1.59 1.04 1.06 1.26 0.00 0.00 0.00 0.00 2.35 2.29 4.64
Other Income 4.74 2.80 5.36 2.08 0.00 1.24 0.00 0.00 10.21 5.89 16.10
Total Revenues 496.58 519.00 410.27 475.03 58.24 20.97 49.86 52.93 1,014.76 1,067.69 2,082.45
Cost of Services & COGS -412.55 -438.80 -377.39 -436.30 -48.64 -20.15 -44.72 -55.23 -877.04 -950.24 -1,827.28
Gross Profit (Loss) 77.70 76.36 26.47 35.38 9.60 -0.42 5.14 -2.30 125.16 109.27 234.43
SG&A and Finance Cost -29.43 -31.38 -6.09 -6.07 -6.47 -6.83 -4.42 -6.66 -47.36 -50.53 -97.89
Profit before Tax 54.59 48.83 26.80 32.65 3.13 -6.01 0.71 -8.95 90.35 66.93 157.28
Tax -12.53 -10.88 0.00 -1.94 -0.09 0.09 0.00 0.00 -12.61 -12.74 -25.35
Net Profit (Loss) 42.07 37.94 26.80 30.71 3.05 -5.93 0.71 -8.95 77.74 54.19 131.93
Less: Minority Interest
(40% for TRCA, 30% for
TRCE) -1.43 5.05 3.62
Net Profit Attributable to
Equity Holders of the 76.31 59.24 135.55
Company
EPS (Baht/Share) 0.23 0.18 0.40
Gross Profit (Loss) 15.85% 14.82% 6.55% 7.50% 16.48% -2.12% 10.30% -4.34% 12.49% 10.31% 11.37%
Net Profit Margin 8.47% 7.31% 6.53% 6.47% 5.23% -28.26% 1.43% -16.91% 7.52% 5.55% 6.51%
Sahakarn’s tax shield of 87 MB was completely utilized from 2011 to the 1st half of 2012.
25
29. Gross Profit & Net Profit Margin
30.0%
25.9%
25.0%
19.6%
20.0%
16.4%
14.6% 14.5%
15.0%
12.0% 11.4%
10.0% 7.0% 6.6% 6.5%
5.0% 3.8%
0.0%
-5.0% Low Net Profit Margin
-9.6%
due to SKW’s loss
-10.0%
-15.0%
2008 2009 2010 2011 6-M 2011 6-M 2012
Gross Margin Net Profit Margin
29
30. EPS & Book Value
Weighted Average EPS & Book Value per Share
(Baht/Share)
3.00
2.66
2.50 2.39
2.17
2.05
1.93
2.00
1.53
1.50
1.00
0.55 0.45
0.38 0.40
0.50
0.09
-
-0.50
-0.50 Nearly to the
whole of 2011
-1.00
2008 2009 2010 2011 6-M 2011 6-M 2012
EPS BVPS
30
31. Debt to Equity Ratio
(Time(s))
2.50
2.06
1.98
2.00 1.83
1.50
1.00 0.80 0.83 0.95 0.94
0.60 0.84
0.50
0.00
2008 2009 2010 2011 30 Jun 2011 30 Jun 2012
Calculated from (Total Liabilities – Advances from Customers – Unearned Construction Revenue)/ Total Equity
31
32. Dividend Payout Summary
Dividend policy: 40% of net profit after legal reserve
(Only TRC’s Performance)
(Baht/Share)
0.35
0.318
0.3
0.25
0.2
0.285
Stock Dividend
0.15 0.15
0.15
Cash Dividend
0.12
0.1
0.06
0.05
0.031
0
2007 2008 2009 2010 2011
Dividend/ Net Profit
after Legal Reserve 92.56% 34.43% N/A 50.66% 83.73%
32
Net Loss 46 MB
33. Paid-up Capital
Registered Capital
(MB)
471.50
Total exercised ESOP shares
Sep 2010-Jun 2012 = 6.59 MB
133.80 General Mandate
329.99 330.67 333.56 336.59 1.11 Expired
ESOP Warrants
336.59 Paid-up Capital
150
33
34. TRC Group Backlog
(MB)
5,000
4,500 4,452 4,421
265 1,547
4,000 1,352 New GUT Project
Acquired
3,500 in Aug 2012
3,000
230
2,835
2,500 806
2,000
1,641
1,501 1,451 1,838
1,500 284 1,266
315 359
1,357
1,000 1,186 627
1,092 GUT Project
32 Oman Subsidiaries
500 607
SKW
0 TRC
2007 2008 2009 2010 2011 30 Jun 2012
Note: 1. Oman subsidiaries consist of TRC & Al Ghalbi LLC and TRC Engineering LLC which TRC International Ltd.
invested 60% and 70%, respectively. 34
2. Backlog is shown the outstanding work value of total projects.
35. TRC’s Backlog as at 30 June 2012
Type Uncompleted
Project Owner/ Work Value
of Work Value
Project Name Client (MB) Project Period
Works (MB)
1. Gas Pipeline Construction Work for Gulf JP’s IPP E, P, C Gulf JP Company Limited 1,693.24 1,044.74 Oct 11 Jun 13
Project (The Project value 1,185 MB and USD 16.345
Million)
2. PTTAR-IRPC Multiproduct Pipeline E, P, C IRPC Public Company Limited 722.50 284.30 Jul 11 Dec 12
3. - 8. Gas Pipeline Construction Work for E, P, C Gulf JP Company Limited 975.47 198.37 Oct 10 Sep 13
Gulf JP’s 7 Small Power Plant (SPP) Projects
(Total 6 contract, the project value 831 MB and USD
4.745 million)
9. Schedule of Rate Period Contract for HDPE Natural E, P, C PTT Natural Gas Distribution Nov 11 Oct 13
144.00 127.40
Gas Pipeline Distribution Project Company Limited
10. N/G pipeline to OTS&PRS E, P, C AMATA Natural Distribution 76.00 76.00 Jun 12 Dec 12
Company Limited
11. Dismantle and Construction structure steel and piping E, P, C Bangkok Synthetics PCL. 56.00 56.00 Jul 12 Oct 12
on piperack from BST
12. Schedule of Rate Period Contract for HDPE Natural E, P, C AMATA Natural Gas Distribution Nov 11 Oct 13
58.00 38.05
Gas Pipeline Distribution Company Limited
13. Additional Work E, P, C Bangkok Synthetics PCL. 4.80 4.80 Aug 12 Oct 12
14. PTTNGD-N/G gas Pipeline to Thai Abika E, P, C PTT Natural Gas Distribution 4.00 4.00 Feb 12 Sep 12
Company Limited
15. REP-Propylene Glycol (PG) Pipeline E, P, C Rayong Engineering Company 28.50 1.86 Dec 11 Jul12
Limited
16. I1 and PTT Piperack Modification Project E, P, C Glow SSP3 Company Limited 23.08 1.15 Nov 11 Jul 12
35
36. TRC’s Backlog as at 30 June 2012
Type Uncompleted
Project Owner/ Work Value
of Work Value
Project Name Client (MB) Project Period
Works (MB)
17. TPP Piperack Extension (State#1) E, P, C - Bangkok Industrial Gas Company 15.71 0.79 Sep 11 Dec 12
Limited
- Thai Industrial Gases Public
Company Limited
- Vinythai Public Company Limited
18. Relocate pipe to GKP1 E, P, C PTT Public Company Limited 3.60 0.72 Jun 12 Jul 12
Total 18 Projects 3,804.90 1,838.18
New Project Acquired in August 2012
Type Uncompleted
Project Owner/ Work Value
of Work Value
Project Name Client (MB) Project Period
Works (MB)
GUT Gas Pipeline Project E, P, C Gulf UT Company Limited 1,547.01 1,547.01 Aug 12 Jul 14
Total 1 Project 1,547.01 1,547.01
36
37. SKW’s Backlog as at 30 June 2012
Type Uncompleted
Project Owner/ Work Value
of Work Value
Project Name Client (MB) Project Period
Works (MB)
1. The Construction and Commissioning of 400,000 LPD E, P, C Ubon Bio Ethanol Company Limited 2,134.10 560.63 Mar 11 Sep12
Cassava-Based Fuel Ethanol Plant Project
2. Civil works for Green ABS VI Project E, P, C Thai ABS Company Limited 280.00 173.71 Jan 12 Oct 12
3. Water Treatment Plant E, P, C Electricity Authority of Thailand 20.36 20.36 Sep 11 Oct 13
4.-10. 7 Civil Work Projects (Bride & Road Construction) E, P, C Department of Rural Roads 58.91 51.35 Completed in
Sep-Oct 2012
Total 10 Projects 2,493.37 806.05
37
38. TRC & Al-Ghalbi’s Backlog as at 30 June 2012
Type Uncompleted
Project Owner/ Work Value
of Work Value
Project Name Client (MB) Project Period
Works (MB)
Construction of Flow Lines Rima Satellites Small Fields E,P,C Petrogas Rima LLC 145.56 145.56 May 12 Apr 13
(The project value approximately OMR 1.80 million) Sultanate of Oman
Total 1 Project 145.56 145.56
TRC Engineering’s Backlog as at 30 June 2012
Type Uncompleted
Project Owner/ Work Value
of Work Value
Project Name Client (MB) Project Period
Works (MB)
1. Shams-16 Munhamir-1&2 flow Line and Munhamir E,P,C PTTEP Oman Company Limited 161.09 54.74 Aug 11 Dec 12
Crude Export Pipe Line Project (The project value
approximately OMR 1.99 million)
2. Well Casing Cathodics Protection (The project value P,C German Cathodics Protection 53.82 29.45 Apr 11 May 12
approximately OMR 0.67 million) GmBH
Total 2 Projects 214.91 84.19
38
39. Backlog Conclusion as at 30 Jun 2012
No. of Remaining
TRC Group the Work Value
Projects (MB)
TRC Construction Plc. 14 1,838
Sahakarn Wisavakorn Co., Ltd. 10 806
TRC & Al-Ghalbi LLC (Oman) 1 145
TRC Engineering (Oman) 2 85
Total Backlog as at 30 June 2012 27 2,874
Add: New GUT Project 1 1,547
Total Backlog 28 4,421
39
40. Agenda
Company Overview
On going and Future Developments
Key Financial Highlights
Q&A Session
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