forward focus – our strategic priorities MID-TERM CONSIDERATIONS (3-5 Years) STRATEGIES/ FOCUS AREAS IN RESPONSE TO (RATIONALE) CHANGES REQUIRED/INITIATIVES PLANNED RELATED CAPITALS Launch of new catalyঞc flagship: MVV City Matrix acquired 2,382 acres of land within the MVV development corridor. The MVV is a new game-changing, property epicentre masterplan to catalyse the development of the area. Not only would this cater for increased housing demand but also unlock socio-economic growth within the area as well as the surrounding vicinity. Matrix’s acquisiঞon remains one of the largest property development land transacঞons in Malaysia in the past five (5) years in terms of acreage. In FY2025, Matrix pre-launched its maiden development, MVV City comprising industrial lots which has seen a remarkable take up rate of about 50% todate. Overseas Expansion Matrix has established a niched presence in Australia and in Indonesia via its maiden joint venture project, Menara Syariah, in Jakarta. The Group aims to consider commercially feasible opportuniঞes outside of Malaysia going forward as part of its mid-term growth plans. Overseas expansion potenঞally offers higher earnings margins, the opportunity to expand via a mulঞ-country approach to tap mulঞple market segments and to explore new concepts and to acquire new technology, ideas, and strategies, which can be replicated in Malaysia. If appropriate, Matrix will consider overseas prospects by working with joint venture and strategic partners towards reducing risks by leveraging local experঞse and knowledge. Supply Chain Expansion and Opঞmisaঞon In the mid-term, expanding the supplier base would provide more insulaঞon against supply chain disrupঞons as well as price shocks and potenঞally reduced procurement costs (expected from aggressive bidding by suppliers). However, expansion is not driven purely from cost perspecঞves, but also from ESG perspecঞves such as sourcing for more green cerঞfied suppliers or suppliers who offer greener products and services. Present iniঞaঞves such as registering more suppliers will be expanded together with supplier educaঞon and empowerment iniঞaঞves Decarbonisaঞon of Site Operaঞons In the mid-term, it may be possible for Matrix to explore strategies to reduce energy consumpঞon on its operaঞonal sites, primarily construcঞon sites. Measures being considered include solar use; increased electrificaঞon as opposed to diesel fuelled generators. This is in addiঞon to exisঞng measures centred on energy efficiency. Managing Physical and Transiঞon Climate Risks While for the most part, exposure to climate risks as well as ensuing impacts, is expected to be low in the near-term, the exposure levels have the potenঞal to increase over the medium term and if unaddressed effecঞvely, over the long-term. Hence, there would be increased focus on assessing climate risks and impacts. Conducঞng regular CRA exercises, based on a ঞmeframe of once every two to three years. Establishment of a climate risk profile/risk register that will be monitored regularly at the Management and Board level. Driving Non-Property Revenues Presently, only a small porঞon of revenue are generated from recurring income streams. One of the strategic prioriঞes is to increase recurring income by expanding the group’s property management and operaঞons segment. Specifically, the healthcare operaঞons offer tremendous potenঞal. In this regard, MMC is well posiঞoned to drive non-property revenues. The demand for highquality, affordable healthcare conঞnues increase both from local paঞents as well medical tourists. Coupled with an ageing demographic, supporঞve fundamentals persist for MMC to tap various commercial potenঞals. 110 MATRIX CONCEPTS HOLDINGS BERHAD INTEGRATED ANNUAL REPORT 2025 05 VALUE CREATION STRATEGIC REVIEW
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