4 MANAGEMENT DISCUSSION AND ANALYSIS 75 DRIVING OPERATIONAL EFFICIENCY Under EoTF2025, we undertook a coordinated approach to drive operational excellence and efficiency across the Group. This went beyond cost optimisation alone, focusing on mechanisation, automation and the digitalisation of core processes, while optimising procurement spend and streamlining organisational structures. Central to this shift was the increased use of data, IoT-enabled systems and digital workflow tools to improve visibility, coordination and decision-making across service environments. These applications, including data-driven planning, mobile workforce solutions and selected digital twin technologies, have supported more informed resource management decisions, reducing waste and minimising operational risk. These actions contributed to us achieving our RM100 million cost savings target a year ahead of schedule, while our clients benefitted from more efficient operations that will deliver long-term cost reduction. Building on this momentum, we have since introduced a new RM150 million cost optimisation target over the next five years to sustain efficiency gains and reinforce margin resilience. • Rollout of V-EMCC across 33 hospitals, enabling remote, cloud-based call centre operations to support high-volume service coordination and drive operational efficiencies. • Implementation of UETrack™ to enable 24/7 monitoring of housekeeping and linen performance, strengthening workforce coordination and service oversight. • Redirection of 90% of requests and complaints in Property and Facility Solutions to be logged through a digital portal, improving response management, enhancing resource allocation and supporting service consistency. • Achievement of a 90% resource utilisation rate within OPUS through tighter allocation and workflow optimisation, strengthening delivery efficiency in Asset Consultancy. • Advancement of mechanisation and automation initiatives in Infrastructure Services, including deployment of advanced paving equipment and rollout of a RAMS mobile application, enhancing on-site productivity, improving reporting accuracy and reinforcing HSSE governance. ENHANCING OUR IFM FRANCHISE IN INTERNATIONAL MARKETS Under EoTF2025, we expanded our IFM franchise selectively into markets that place a premium on differentiated, technology and sustainability-centric delivery, including Singapore, Taiwan and countries within the Gulf Cooperation Council (“GCC”). Expansion in these regions has been supported by our strong in-market talent base, which enables us to localise our operating approach, alongside targeted partnerships and acquisitions. This includes Kaizen, an established IFM provider in the UAE, whose platform has since been expanded into Saudi Arabia, and the formation of DuaSatu, our joint venture with 21 Estates Group FZCO, to enhance competitiveness in the Middle East IFM market. Our regional outlook is further supported by large-scale development programmes, including Saudi Arabia’s Vision 2030, which are expected to sustain demand for integrated, technology-enabled facilities management solutions across complex, large-scale assets. Achievements in FY2025 included: • Sustaining a 100% presence across all 10 restructured government hospitals in Singapore. • Supporting more than 80 public and private healthcare institutions in Taiwan. • Maintaining momentum of contract wins in Saudi Arabia, reinforcing our growing IFM footprint in the market.
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