ENRA Group Berhad | Annual Report 2022 42 SUSTAINABILITY REPORT The Group uses the following project management platforms to monitor the various projects we undertake: i. Monthly Financial Review (“MFR”) The MFR takes place once a month and is attended by the head of each subsidiary, who is accompanied by the subsidiary’s head of finance, and officers to key projects being undertaken. Each subsidiary presents their performance results to the EXCO and a review of the financial performance, top achievements and areas for improvement are discussed. Comparisons between actual and budgeted numbers for the month and year-to-date are reviewed. Projections for the year compared to the approved annual budget, and any remedial plans to achieve or outperform the budget would be discussed as well. ii. Group Management Committee (“GMC”) This meeting is usually conducted on Monday of the first and third week of the month, focusing more on operational updates and business development strategies. Participants are the key management personnel of the Group including the EXCO. The participants will brainstorm practical solutions to support each other during this session. iii. EXCO Activity The EXCO is consistently in communication with each other and the Middle to Senior Management are given a direct channel to engage the EXCO for support and decision making. Communication tools such as Microsoft Teams, direct messaging and conference calls are regularly utilised to ensure smooth and efficient interaction between the EXCO and Management. iv. Ensuring Project Continuity A significant political event took place in Myanmar towards the end of FY 2020/21 which resulted in curfews being imposed nationwide and all forms of movements being restricted. This situation lasted for about six months. This affected the operations of our MT Ratu ENRA vessel as the crew members of the Operations & Maintenance included local members who came from all over the country. Due to the various restrictions imposed and the associated civil unrest, PCML was forced to mobilise the crew directly from Yangon to Yetagun. The number of chopper flights was reduced to about two to three flights monthly from the normal five to six flights. As a result, the number of seats available for our crew was also limited and we were only able to rotate six crew members per month. During this six-month period, the Tour of Duty (“TOR”) of some crew members were extended by up to 120 days (from the usual 60 days) in order to give more time for the mobilisation of replacement crew. Management of Change was used as a tool to execute the extension of stay with additional safeguards such as health checks and crew engagement added in. These were conducted regularly to ascertain that all crew members were both physically and mentally healthy, and coping well with the long stay. Despite the difficult circumstances (political instability and COVID-19 pandemic), we are proud to report that we were able to ensure project continuity without any impact to the daily operations of our vessel.
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