UEM EDGENTA BERHAD ANNUAL REPORT 2021 1 2 3 4 5 6 7 KEY MESSAGES 25 24 In this year’s statement, UEM Edgenta’s Managing Director/Chief Executive Officer, Syahrunizam Samsudin, describes how the Group has continued to grow despite the challenges of the pandemic, as well as how it has further embraced its supporting role in the Government’s response to the COVID-19 pandemic in 2021. The year 2021 saw the resurgence of the pandemic, an event that disrupted economic recovery and threatened livelihoods. What was the Group’s main approach in navigating this year’s challenges? MD/CEO’S STATEMENT MD/CEO’S STATEMENT SYAHRUNIZAM SAMSUDIN Managing Director/Chief Executive Officer Q1 We approached 2021 in two ways. Firstly, a sustained focus on business execution and growth, and in this context, we have certainly delivered good results from our diversification strategy, which has delivered new contracts across multiple geographies and in new business verticals and sectors. We have also seen higher revenues in almost all our business segments and profits boosted by a disciplined approach to drive cost efficiencies. I will expand more on this below. Secondly, I would like to recognise the Group’s unrelenting effort in helping the Government in its fight against the COVID-19 pandemic. Ever since COVID-19 first arrived on our shores, the Group has been proactive in leveraging our capabilities, assets and technology to bolster the nation’s health defence. In 2021, we continued along this path, supporting the Government’s vaccination efforts by converting our private CAC at the UEM Edgenta Learning Centre (“UELC”) facility in Petaling Jaya into a private COVID-19 Assessment & Vaccination Centre. In addition, from the single Field Hybrid ICU that we constructed in 2020, we have established an additional 14 Field Hybrid ICUs to support the needs of the MoH, especially when the number of critically ill patients rose significantly in 2021. As part of our frontline efforts, we also helped to boost the MoH’s capabilities in pandemic management solutions with the introduction of the QuickMed application, which served as a digital tracker and was crucial for managing Malaysia’s home quarantine programme for inbound travellers. While these efforts represent new revenue streams, it was not our main consideration before embarking on these initiatives. We needed to do what was right, and in my mind, this meant helping to protect lives and ensuring the continuity of service for critical assets like hospitals, highways, offices and industrial assets. The result of doing the right thing has inevitably led to some interesting spinoff business opportunities that I believe will balance the interests of our shareholders against our broader obligation to help the nation. We needed to do what was right, and in my mind, this meant helping to protect lives and ensuring the continuity of service for critical assets like hospitals, highways, offices and industrial assets. We have certainly delivered good results from our diversification strategy which has delivered new contracts across multiple geographies and in new business verticals and sectors
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