OUR BUSINESS AND STRATEGY Business Strategies r 5IF BEPQUJPO PG 8FC UFDIOPMPHZ DBO VOMPDL B IPTU PG BEWBOUBHFT UIBU FOBCMFT CVTJOFTT BOE DPNNFSDJBM HPBMT to be met in a faster, more efficient, more secure and cost effective method while at the same time expediting decarbonisation. These include the ability to fully digitalise business and government processes to remove manual, paper-based documentation, the enabling of carbon traceability from point of origin to final destination, and traceability and verification of product provenance and sustainably-sourced goods, establishment of carbon credit tokenisation markets, among others. r $POUJOVFE QVSTVJU PG FOFSHZ FGàDJFODZ TUSBUFHJFT UISPVHI EFQMPZNFOU PG UFDIOPMPHJDBM JOOPWBUJPOT XJUIJO QIZTJDBM premises as well as across systems and processes, e.g. adoption of blockchain. r 'PSFJHO XPSLFS EPSNJUPSJFT XJMM CF DPOTUSVDUFE JO B NBOOFS UIBU FOTVSFT B TNBMMFS DBSCPO GPPUQSJOU Significant Capitals r 'JOBODJBM DBQJUBM UP GVOE DBQJUBM FYQFOEJUVSFT BOE UFDIOPMPHJDBM JOWFTUNFOUT BT XFMM BT SFMFWBOU IVNBO DBQJUBM training and upskilling. TALENT RECRUITMENT AND RETENTION r 5BMFOU BDRVJTJUJPO BOE SFUFOUJPO SFNBJOT B TJHOJàDBOU DIBMMFOHF HJWFO UIBU .BMBZTJB DPOUJOVFT UP GBDF B TJHOJàDBOU talent scarcity issue, exacerbated by continuous talent poaching and brain drain due to local talents preferring to work overseas for a variety of reasons including economic factors, e.g. currency, standard of living, etc. r 1BSUJDVMBSMZ JO UIF UFDIOPMPHZ TFDUPS UIF MBDL PG UFDIOPMPHJTUT JO LFZ OJDIF àFMET GVSUIFS QPTFT QSPCMFNT GPS companies that require highly-skilled, professionals who can drive research and development, product development and innovation within the deep-tech space. This is imperative for the development of new products, enhancing existing offerings and also in key areas such as cybersecurity, blockchain, artificial intelligence, big data analytics and more. Risk r *OBCJMJUZ UP NBJOUBJO B TVGàDJFOU BOE DPNQFUFOU UBMFOU QPPM XPVME VOEFSNJOF UIF EFWFMPQNFOU PG UFDIOPMPHJDBM and intellectual capital, potentially affecting speed to market, competitive ability and also overall operational effectiveness and business ability. Talent scarcity could also impact non-technical aspects of the business model i.e. the provision and delivery of support services, such as customer service and last-mile fulfilment services. The latter are significant in completing the service loop in ensuring a satisfying seamless user experience. Opportunities And Business Strategies r #VTJOFTT BOE PQFSBUJPOBM DIBMMFOHFT QFSUBJOJOH UP UBMFOU SFUFOUJPO BOE BDRVJTJUJPO ESJWFT B SFUIJOL PG QSFTFOU talent management approaches. These include complementing present dependence on the existing talent market through the development of talent pipelines. This essentially entails working with universities and local academia to produce market ready technology professionals that meet MYEG’s requirements. r *O BEEJUJPO UIF (SPVQ MPPLT BU EFWFMPQJOH JO IPVTF USBJOJOH QSPHSBNNFT UIBU XPVME FOBCMF UIF VQTLJMMJOH PG existing or incoming professionals with the skills and expertise that the Group requires to support its business growth plans. This would ultimately reduce costs associated with attrition and rehiring of talents as well as training costs. r 5IF GPDVT PO UBMFOU IBT FOBCMFE B NPSF QFPQMF GPDVTTFE PSHBOJTBUJPOBM DVMUVSF UP FNFSHF XIFSFCZ JO addressing talent issues, the considerations of employees as a key stakeholder continues to be viewed as integral to the organisation. Hence, MYEG’s management approach is to focus on providing conducive working environments, ensuring competitive remuneration and benefits and continued staff engagement towards realising the aspiration of becoming a preferred employer or choice brand name for talent. Refer to Strategies to Sustain Value Creation Section. Significant Capitals r 5IF GPDVT PO EFWFMPQJOH B QFPQMF DFOUSFE PSHBOJTBUJPO XPVME FWJEFOUMZ SFRVJSF B IVNBO DBQJUBM GPDVT XIFSFCZ financial, intellectual and human capital are invested in the development of a robust strategic approach that addresses the Group’s talent needs, while achieving the desired organisational culture, employment conditions and perception as a preferred employer. MATTERS IMPACTING VALUE CREATION (cont’d) ANNUAL REPORT 2023 ANNUAL REPORT 2023 45 5IF BEPQUJPO PG 8FC UFDIOPMPHZ DBO VOMPDL B IPTU PG BEWBOUBHFT UIBU FOBCMFT CVTJOFTT BOE DPNNFSDJBM HPBMT $POUJOVFE QVSTVJU PG FOFSHZ FGàDJFODZ TUSBUFHJFT UISPVHI EFQMPZNFOU PG UFDIOPMPHJDBM JOOPWBUJPOT XJUIJO QIZTJDBM 'PSFJHO XPSLFS EPSNJUPSJFT XJMM CF DPOTUSVDUFE JO B NBOOFS UIBU FOTVSFT B TNBMMFS DBSCPO GPPUQSJOU p 'JOBODJBM DBQJUBM UP GVOE DBQJUBM FYQFOEJUVSFT BOE UFDIOPMPHJDBM JOWFTUNFOUT BT XFMM BT SFMFWBOU IVNBO DBQJUBM 5BMFOU BDRVJTJUJPO BOE SFUFOUJPO SFNBJOT B TJHOJàDBOU DIBMMFOHF HJWFO UIBU .BMBZTJB DPOUJOVFT UP GBDF B TJHOJàDBOU 1BSUJDVMBSMZ JOUIFUFDIOPMPHZTFDUPS UIFMBDLPGUFDIOPMPHJTUTJOLFZOJDIFàFMETGVSUIFSQPTFTQSPCMFNTGPS *OBCJMJUZ UP NBJOUBJO B TVGàDJFOU BOE DPNQFUFOU UBMFOU QPPM XPVME VOEFSNJOF UIF EFWFMPQNFOU PG UFDIOPMPHJDBM g #VTJOFTT BOE PQFSBUJPOBM DIBMMFOHFT QFSUBJOJOH UP UBMFOU SFUFOUJPO BOE BDRVJTJUJPO ESJWFT B SFUIJOL PG QSFTFOU r *O BEEJUJPO UIF (SPVQ MPPLT BU EFWFMPQJOH JO IPVTF USBJOJOH QSPHSBNNFT UIBU XPVME FOBCMF UIF VQTLJMMJOH PG
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