2020 UEM Edgenta Annual Report

This diversification will involve both inorganic and organic growth strategies and partnerships, where we will push our boundaries beyond our shores. The goal is to grow into larger addressable markets in the Middle East, Europe and generally written as Southeast Asia. Beyond Malaysia, we aim to expand our healthcare support services in existing markets. We currently have a dominant market position in providing soft support services in Singapore where we manage 11 of the 15 public hospitals, and in Taiwan, where we operate in more than 75% of all government public health facilities. We are exploring niche support services such as Facilities Engineering Maintenance Services (“FEMS”) and BEMS in Singapore, which are currently being provided to our concession-based HSS businesses in Malaysia. At the same time, we aim to pursue an inorganic strategy to acquire an ME-15 license in Singapore which would allow us to compete in larger government tenders thus enable us to penetrate the IFM sector. UEM Edgenta’s future technology offerings in IFM will be based on our proven solutions in Healthcare Support businesses operating in Malaysia, Singapore and Taiwan. We are looking into expanding these services into high-value commercial IFM contracts including for industrial-based buildings, engineering, procurement and construction; and technology-based solutioning, particularly in the Middle East, where we have built inroads in Dubai, through our wholly owned subsidiary Operon Middle East. We are also expanding our footprint in Singapore’s Smart Facilities Management (“FM”) business, which is aligned to the Singapore Government’s ambition to drive Smart FM adoption. Our existing UE Track TM platform, which features Smart FM systems for building owners, has been implemented in an integrated community and lifestyle building in Singapore. Plans are in the pipeline to upgrade UE Track TM with new features and modules to meet increasing operational demands. For our infrastructure solutions, we will be focusing on delivering our current projects, driving efficiencies, and optimising cost savings as well as pursuing our expansion plans in Pan Malaysia. Our thrust into Borneo – Sarawak, Sabah and Kalimantan – will pave the way for our regional expansion, with Opus Consultants providing an existing beachhead through our involvement in the Sarawak Coastal Road Network and Second Trunk Road Phase 2 Project. We believe we will be able to capitalise on upcoming opportunities especially in view of recent developments including plans for better transportation and connectivity in Sarawak as well as Indonesia’s decision to relocate its capital city from Jakarta to Kalimantan. At the same time, we will continue to explore opportunities in Peninsular Malaysia’s highways and roads infrastructure segment. We seek to disrupt our industry via a digitalisation strategy with a platform company rolling out cloud-based digital healthcare services. Our participation in various exciting post-COVID-19 initiatives are at an exploratory stage. For example, QuickMed, our virtual clinic platform, was successfully piloted during a nationwide COVID-19 screening for the Company’s 3,755 essential front liners. It allows users easy access and convenience to primary healthcare management and services. Technology will play a crucial role in how we deliver our services. Our achievements are a testament of the capability of our teams, and we will continue to leverage on our in-house capabilities as well as new partnerships to introduce a combination of mechanisation and automation, Artificial Intelligence (“AI”), Internet of Things (“IoT”) and performance or output-based contracting services. This will enable us to transform our delivery model from being commodified, labour intensive and conventional, to one that is platform-based, mechanised, automated and differentiated from our competition. Our first wave of products will focus on digital healthcare to provide the market with convenient access to primary healthcare services, followed by more technology- enabled and cloud-based solutions for the property and infrastructure segments. We believe these offerings will revolutionise our products and services as we disrupt the conventional way of providing such services. REVITALISING OUR CORE VALUES As an important part of our journey towards building EoTF25, we have revitalised our core values. We believe that as the Group evolves, so will the way we make decisions, work, think and interact with each other. As such, our core values must stay relevant and current in changing times. Core values represent the fabric of the culture we intend to build. Having a strong culture, established on a clear set of values, guides better decision-making, drives innovation and helps us stay on track in reaching our goals amidst business environment changes. In redefining our core values, we undertook an employee-led exercise to encourage employees to voice out their thoughts. This also enabled us to incorporate diverse and inclusive perspectives into our core values, which led to the creation of FIRST – F uture Focused; I magine New Ways; R espect For All; S olutioning Mindset; and T rue to Our Word. Specific behaviours have been defined for each of the values which steer our preferred ways of working and form an integral part of our desired culture. For UEM Edgenta, communicating our revitalised core values is just as important as defining them. We continue to ensure UEM EDGENTA BERHAD 42 Key Messages MD/CEO’S STATEMENT