OUR APPROACH TO VALUE CREATION OUR APPROACH TO VALUE CREATION FORMULATE ASSESS ASSESS OUR OPERATING CONTEXT We undertake detailed analysis of industry-level and global trends – such as the geopolitical and macroeconomic environment – to gain a clear picture of our operating context. UNDERTAKE STAKEHOLDER ENGAGEMENTS By nurturing trust-based relationships with our stakeholders and regularly engaging them on relevant issues, we develop a deep understanding of what value means to them. Board of Directors and Employees Government and Regulators, Industry and Business Associates S1 S4 S2 S5 S7 S3 S6 Clients and Partners Media Community Shareholders and Investors Supply Chain Partners ANALYSE RISKS AND OPPORTUNITIES Guided by our Risk Management framework, we identify key risks relevant to our business as well as their likelihood and potential impact. This process also facilitates the identification of opportunities that we can capitalise on. Strategic Risk R1 People Risk R4 Operational Risk R2 Compliance Risk R5 Financial Risk R3 Cybersecurity Risk R6 ESG Risk R7 IDENTIFY Aided by our ongoing analysis, we identify matters that are most material to our ability to create value over the short, medium and long term. These matters are then prioritised by assessing the significance of their impact on our business and their importance to our stakeholders, with the final list of matters forming the basis of our strategic focus. IDENTIFY AND PRIORITISE MATERIAL MATTERS Business Ethics M1 Innovation and Technologybased Operational Excellence M2 Economic Development M3 Supply Chain Management M4 Climate Change and Energy M5 Environmental Management M6 Occupational Health and Safety M7 Employment Culture M8 Customer Satisfaction M9 Human Rights Assessment M10 Local Community M11 FORMULATE BUSINESS STRATEGIES Guided by our material matters, we develop strategies that deliver shared value between our business and our stakeholders. Strategies are also aligned with our overarching EoTF2025 vision, which is geared towards transforming UEM Edgenta into a leading Technology-Enabled Solutions Company by 2025: Our EoTF2025 pillars: ALLOCATE OUR RESOURCES We formulate our strategies to maximise the productive use of our resources across the six capitals. Social and Relationship Resource Capital Natural Capital Human Capital Financial Capital Manufactured Capital Intellectual Capital Expand business footprint and deepen solutions base Extract value from core businesses Enhance product and technology proposition Our strategies serve our Vision – Optimising Assets to Improve Lives – while delivering positive outcomes: FOR SHAREHOLDERS FOR CUSTOMERS FOR GREATER SOCIAL EQUITY FOR COMMUNITIES FOR A BETTER ENVIRONMENT CREATE VALUE Our integrated approach to value creation enables us to be responsive to prevailing trends and risks across our business divisions and markets of operation, empowering the formulation of strategies that maximise shared, sustainable value for our business and our stakeholders, in line with our sustainability agenda. INTEGRATE INTO OUR BUSINESS MODEL Leveraging our global resources, strategies are implemented through our four business divisions. HEALTHCARE SUPPORT INFRASTRUCTURE SERVICES ASSET CONSULTANCY PROPERTY & FACILITY SOLUTIONS 01 04 02 03 Supported by our Core Values BASE OF MODEL INTEGRATING SUSTAINABILITY Sustainability is the thread that connects all the elements of our value creation process, informing the assessments of our stakeholders, influencing the risks we face and shaping the way we formulate our strategies. By embedding sustainability at all levels of our business, we are best placed to deliver shared value across our business, national economies, people and the planet. 100 See page 76 See page 52 See page 54 See page 70 See page 64 See page 56 See page 72 See page p.50 p.51 UEM EDGENTA BERHAD INTEGRATED ANNUAL REPORT 2022 1 2 3 4 5 6 7 8 9 VALUE CREATION
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