Mr. Kittipong Puangmala, Chief Executive Officer of Smothong Group Public Company Limited (SET: SMO), revealed the company’s value enhancement plan under the JUMP+ project along with a three-year business plan for the company.
The company has outlined key strategies to boost its organizational competitiveness during 2026-2028 by managing balanced growth in three core areas: revenue growth, improved efficiency and profitability, and optimal capital structure management. The company has set a net profit tarobtain of approximately 850 million baht for 2028, focapplying on driving core business revenue via expanding crude palm oil extraction facilities, adding value to primary and by-product offerings, and expanding the customer base in existing partner countries as well as opening new markets in the bioenergy sector in both Europe and East Asia—key mechanisms for pursuing future company growth.
In addition, the company has set a three-year plan with tarobtained revenue growth rates of 19% in 2026, 4% in 2027, and 14% in 2028. The net profit margin tarobtain is 5% for 2026, increasing to 6% in 2027-2028. In terms of capital structure, the company aims to maintain a debt-to-equity ratio of no more than 1 time in 2026, rising to 1.25 times in 2027-2028, maintaining financial flexibility in line with future business expansion plans.
Regarding investments to enhance production capacity, the company intfinishs to continuously expand output. In 2026, there are plans to expand the production capacity at the Saraburi and Phanom branch factories, while in 2028, the plan includes expanding the capacity of the A.L. Palm factory and completing construction of the Phra Phrom branch factory, which will commence commercial operations with a capacity of 75 tons of fresh palm fruit per hour—substantially meeting market demand and significantly improving the group’s competitiveness.
For international market expansion, the company plans to acquire new customers in major export countries, alongside actively seeking international sustainability certifications such as Green Gold Label and International Sustainability & Carbon Certification (ISCC). Certification for the Green Gold Label is expected in 2027, and ISCC in 2028, to support enattempt into new bioenergy market segments in Europe and East Asia—markets with strict environmental and sustainability standards.
Another crucial strategy for SMO is transitioning to a Data and AI Driven Organization. This aims to increase precision in production, sales, and resource management planning, while reducing costs and improving operational efficiency. The company views data management technology and artificial ininformigence (AI) as vital to long-term competitiveness domestically and internationally.
Meanwhile, the company is committed to rigorous governance based on good corporate governance principles, outlining plans to strengthen governance in three major aspects: anti-corruption, enhancement of whistleblowing systems, and information security management. These efforts are designed to enhance transparency, bolster credibility, and ensure robust internal controls to support stable business growth.
On the environmental front, SMO has implemented a Carbon Footprint Organization (CFO) initiative covering greenhoutilize gas emissions Scope 1, 2, and 3 across all operations. This provides data to establish concrete measures for reducing greenhoutilize gas emissions.
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