2019 UEM Edgenta Annual Report

38 MD/CEO’s Statement linen, to infrastructure-based solutions such as RAMS and drone inspections. For our PFS business, we have productised our solutions into three different service levels such as Smart Connect, Smart Connect Plus and Smart Connect Advance. Being a service provider to essential and core industries, it is imperative that our Company is in pursuit of ‘Best- In-Class Operations’. Under this banner, we will uphold our focus in Operational Excellence where the Innovation Garage is to tackle high-impact problem statements, while Continuous Improvement / LEAN principles are built into process improvement programmes. Supporting this, our Company will embark on a new contracting strategy moving from a conventional, input-based model towards an outcome-driven one, with efficiency- based elements. To standardise and institutionalise knowledge and improve service delivery, we have launched the Edgenta Academy which will focus not only on training our own employees but that of our service partners too. Under a new initiative to elevate the capabilities of our service partners and contractors, the Edgenta Academy will evaluate and rate these companies according to predetermined technical and commercial criteria and based on the assigned rating, develop a programme to train and upgrade their knowledge. This serves not only to ensure our partners have the necessary capabilities but also the opportunity to upskill and modernise themselves. We hope to develop competent and capable service partners who can take on more complex work as well as invest in mechanisation and technology. This is part of our programme to develop the industry and the players within the value chain. We strive to achieve top line growth by defending our existing stable revenue base. DEVELOPMENT OF THE EDGENTA WAY The Edgenta Way was developed to show how we work in the organisation. The four key differentiators of the Edgenta Way are being Technology-Enabled, HSSE Focused, Quality Assured and having Certified Standards, which will be our promise to our clients on how we approach our work and deliver our services. We have endeavoured to inculcate the Edgenta Way throughout all facets of our business. OUR COMMITMENT TO HSSE Health, Safety, Security and Environment (“HSSE”) is a critical and priority area within the organisation and with our partners. In FY2019, we continued this improvement journey in driving safety culture into every aspect of our business and operations, reviewing systems and processes, supported by a team of dedicated HSSE personnel. We further enhanced our approach by collaborating with key stakeholders such as the Malaysian Institute of Road Safety (MIROS) and innovation-focused teams, implementing several safety-driven automation and mechanisation initiatives this year. My management team and I continue to learn from our safety incidents which will only serve to strengthen our resolve and make our work zones safer for our frontline workers. OUR COMMITMENT TO TECHNOLOGY AND INNOVATION Technology and Innovation is part of the Edgenta Way and is being embedded as part of our culture and thinking. We have led the adoption and use of technology across all our businesses to enhance our product offerings, applied mechanisation, automation and digitalisation widely within our services while embracing data analytics, cloud computing, machine learning and artificial intelligence, as well as the use of mobile devices and tablets to deliver on our services. Building on this, we have partnered with technology providers and startups to produce commercially viable solutions, with digital healthcare and online e-commerce platforms. Innovation has become fundamental for us with disruptions rife around us. Thus, in order to promote innovation within the organisation, a permanent ‘garage’ has been set-up as an agile decision-making space, which enables ideas to be tested, solutions to be prototyped, and pushed out for scale-up. The garage functions as a funnel and repository for ideas and eventually becomes an enabler by employing a dare-to-fail approach, spurring our employees to take risks and encouraging innovative ideas to flourish towards the modernisation of our services. Therein lies, our approach towards embedding innovation as a culture within our organisation. DELIVERING ON OUR STRATEGIC OBJECTIVES In FY2019, we reviewed and refined our strategies into four which are Disrupting Our Delivery Model, Deepening Our Competencies, Broadening Income Streams and Developing Total Solutions Capabilities. The Company will continue to remain guided by these growth strategies, supported by our six strategic focus areas of Operational Excellence; Organisational Excellence; HSSE; Client Solutions; Technology and Innovation; and Stakeholder Management and Communications that has carried us through the years. Via these strategic initiatives to guide our efforts, we strive to achieve top-line growth by defending our existing stable revenue base from our long-term contracts and track record of high renewal rates, pursue organic growth by building a healthy pipeline of projects, exploring opportunities for expansion regionally and promoting cross-selling internally between business divisions. I invite you to read further details on our performance against our strategic objectives in the Group Strategy, Operational Review and Sustainability Statement on pages 47 - 48, 55 - 63 and 64 - 83 of this Report.