MATTERS MATERIAL TO VALUE CREATION ANTI-CORRUPTION RISKS Matrix’s no compromise, zero tolerance stance towards corruption has enabled a continued track record of zero reported corruption incidents. The Group continues to remain vigilant against all forms of corruption within its operations as well as with engagements / relationships with external stakeholders. This is to prevent reputational loss, and impacted brand image which could also lead to issues of inability to hire and retain talent. Vigilance is essential as corruption can also erode investor confidence, lead to inefficiencies in the supply chain, promote non-competitiveness and the erosion of an organisational culture and governance system based on merit. Ultimately, corruption has a trickle-down effect on the quality of products and services and customer satisfaction, and financial performance. OPPORTUNITIES The unwavering focus on preserving a corrupt free environment, beyond just reducing risks exposures, also may uncover opportunities to strengthen corporate governance and to adopt best practices in terms of management and operations of the Group. Focussing on anti-corruption also enables a larger scale impact as external stakeholders, notably suppliers are also roped in to progressively strengthen their approaches with regard to anti-corruption. Ultimately, remaining focussed on anticorruption develops a more robust business model, reduced risk exposures and a more competitive Company centred on the principle of meritorious performance. BUSINESS AND OPERATIONAL STRATEGIES Matrix has developed its anti-bribery anti-corruption (“ABAC”) policy which addresses the issue of corruption and facilitates the awarding of contracts on a meritorious basis. The ABAC policy has also been extended to its supply chain of contractors, vendors, suppliers and business partners towards accelerating the development of a high-integrity business environment in Malaysia. DIRECT ECONOMIC PERFORMANCE RISKS Direct economic performance as reflected in terms of revenue and earnings growth is essential for value creation. The Group continues to adjust its strategies in tandem with market forces as well as the need to balance between short term financial value creation i.e. provision of dividends annually, against medium to long-term business objectives such as funding investments, ensuring sufficient capital to fund development projects and more. OPPORTUNITIES Robust revenue and earnings growth provides the Group with the financial stability to undertake new ventures, to expand overseas and also undertake new projects. Financial strength supports timely replenishment of landbank, to pay competitive salaries to attract and retain talent. Increasingly, financial investments can also be made to undertake commercially accretive ESG based projects. These include transitioning to solar energy use (which insulates against rising energy costs), to focus on enhancing the biodiversity components of property projects (which increases appeal to consumers as well as supports higher property pricing and more). BUSINESS AND OPERATIONAL STRATEGIES Matrix continues to drive business growth (and with that, improved revenue and profitability) through its business model and its selected business strategies. Matrix has clearly identified its outlook and prospects, in tandem with existing market forces and overall operating conditions. With this, the Group has outlined its future business strategies and priorities. VALUE CREATION STRATEGIC REVIEW 85 INTEGRATED ANNUAL REPORT 2024
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