forward focus – our strategic priorities STRATEGIES/ FOCUS AREAS IN RESPONSE TO (RATIONALE) CHANGES REQUIRED/INITIATIVES PLANNED RELATED CAPITALS Automaঞon, Mechanisaঞon and Digitalisaঞon of Operaঞons It is expected that the present trend to reduce reliance on manual processes and human capital, would be amplified over the three to five year ঞmeframe. This is towards improving cost compeঞঞveness and operaঞonal efficiency while ensuring that the Group stays current with present trends. This strategic approach also addresses other issues such as exposure to human rights noncompliance, worker health, safety and wellbeing, reduced wastages and also reduced compliance requirements i.e. centralised labour quarters and other manpower related costs. Progressively, over the next 10 years, the goal is to reduce over reliance on manual labour, maintaining a smaller, but more professional, competent, and skilled worker pool that is augmented and supported through automaঞon and technology. Increased use of pre-fabricaঞon and precast systems such as aluminium formworks, coupled with greater uঞlisaঞon of BIM to produce building designs that enable reduced manpower requirements, enhances construcঞon efficiency, minimizes on-site waste, accelerates project ঞmelines, improves safety, opঞmizes resource allocaঞon, and supports more sustainable building pracঞces across the industry. These technologies also facilitate beer quality control, streamline procurement processes and reduce construcঞon disrupঞons. LONG-TERM CONSIDERATIONS (6-10 Years) STRATEGIES/ FOCUS AREAS IN RESPONSE TO (RATIONALE) CHANGES REQUIRED/INITIATIVES PLANNED RELATED CAPITALS Decarbonisaঞon and Carbon Taxes Present trends allude to a future where businesses must look to progressively reduce carbon emissions even potenঞally aiming for carbon neutrality or even aspire to net zero ambiঞons. The ability of an organisaঞon to decarbonise may be linked to its ability to secure financing for instance, given the conঞnued focus on banks to reduce financed emissions by limiঞng exposure to comparaঞvely carbon intensive sectors. It will also address exposure to potenঞal carbon taxes. Hence, Matrix views that beyond merely focusing on ad-hoc and short-term carbon reducঞon strategies, the Group may need to consider the development of a strategic decarbonisaঞon pathway over the long-term for at least Scope 1 and Scope 2 emissions. Development of a net zero 2050 carbon roadmap or carbon neutrality plan comprising progressive emissions reducঞon, increased electrificaঞon, and use of RE and also carbon credits. This roadmap not only aligns with global climate commitments but also sঞmulates innovaঞon, resilience, and green economic opportuniঞes across sectors. Leveraging Green/ ESG Financing In the long-run, Matrix may opt for green financing i.e. sustainable Sukuk or bonds towards securing financing for its business model. This would entail developing specific ESG based performance indicators and criteria along with financial, business and operaঞon criteria. The green bond market conঞnues to expand and thus, offers many opportuniঞes for companies who can develop sustainable value proposiঞons to tap the increasing pool of funds. Conঞnued collaboraঞon and engagement with financiers as well as exploraঞon of the capital/debt market. 111 MATRIX CONCEPTS HOLDINGS BERHAD INTEGRATED ANNUAL REPORT 2025 05 VALUE CREATION STRATEGIC REVIEW
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