FORWARD FOCUS – OUR STRATEGIC PRIORITIES Matrix continues to set its sights on the future, with definitive business and operational objectives and targets established towards sustaining value creation for stakeholders. Consistent with the spirit of integrated reporting, which is to provide forward-looking disclosures, Matrix presents broad strategic plans based on short, medium, and long-term time frames. The following future orientaঞon and strategic prioriঞes have been idenঞfied based on the macro-economic, external operaঞng environment, the idenঞfied SRROs and CRROs and addiঞonal consideraঞons. Specifically, changes in government regulaঞons, evolving consumer preferences and the onset of climate change. NEAR-TERM CONSIDERATIONS (0-2 Years) STRATEGIES/ FOCUS AREAS IN RESPONSE TO (RATIONALE) CHANGES REQUIRED/INITIATIVES PLANNED RELATED CAPITALS Project Launch Pipeline: Domesঞc focused property development Malaysia will conঞnue to be mainstay of the Group’s property development acঞviঞes and also for the other aspects of its business model. Township development, which Matrix has excelled at as evidenced and is more feasible in Malaysia, rather than in overseas locaঞons. FY2026 will see a property launch pipeline of RM1.7 million in GDV of properঞes brought to market. Cost Opঞmisaঞon Costs escalaঞons caused by external factors remain a perennial challenge for all property developers. Given that Matrix’s focus is on mid-ranged properঞes and affordable medical, lifestyle and educaঞon* services, managing rising costs and inflaঞonary pressures are vital to the business model. While passing rising costs to customers is an alternaঞve, frequent cost past throughs, may lead to Matrix’s products and services being outpriced and thus having less tracঞon with customers. Development of greater visibility on costs and cost structures through improved data collecঞon and tracking and development of financial quanঞficaঞon methodologies, notably for SRROs and CRROs. Landbank Replenishment The Group will conঞnue to look out for opportuniঞes to replenish its landbank naঞonwide. Targeted landbank would be land adjacent to its exisঞng townships as well as strategic pockets in matured locaঞons or in suburban areas. Specific informaঞon on landbank acquisiঞon is provided in the Management Discussion and Analysis on this Report. Landbank could be acquired via outright purchase or via joint venture with landowners. Succession Planning The development of local managers to fill the upper echelon is vital for long-term business and operaঞonal sustainability. This includes idenঞfying internal and external talents and moulding high potenঞals. The risks include the need for a long gestaঞon period before talents come through the pipeline ready for senior leadership posiঞons. Establish successful planning strategies to ensure conঞnuity and success. Financial Manufactured Intellectual Human Social Natural Capitals: 109 MATRIX CONCEPTS HOLDINGS BERHAD INTEGRATED ANNUAL REPORT 2025 05 VALUE CREATION STRATEGIC REVIEW
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