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62 MSM MALAYSIA HOLDINGS BERHAD WHO WE ARE STATEMENT & DISCUSSION BY OUR LEADERS HOW WE OPERATE
ANNUAL INTEGRATED REPORT 2021

IN CONVERSATION WITH OUR

GROUP CHIEF EXECUTIVE OFFICER

What are your plans towards boosting Key Strategic Initiatives of
Q
A MSM BP23
productivity, especially at MSM Johor?
Towards boosting productivity, we are ready to do things differently - operationally Sustainable
and structurally. We have reassigned roles to optimise on talents and abilities. Manufacturing
We are ensuring management support in understanding and helping mitigate Performance
barriers and problems while providing enablers with effective tools and resources.

Key Performance Indicators (KPIs) have been aligned towards productivity,
so that exemplary actions and practices will be rewarded. We are implementing Improving Sales
short cycle time including Lean Six Sigma (LSS) support. These are some of the Performance
impactful methods employed to ensure MSM Johor registers profitability by
FY2022.
Growing a
What are MSM’s strategic intents Sustainable
Q
A Operation with
moving ahead?
Better Energy
We intend to enhance turnaround, stay resilient and unlock our higher potential Planning and Green
by staying agile and proactive. We will be operating within an environment of Energy
transitory inflation with rising costs of NY11 raw sugar, gas energy, freight and
Foreign Exchange (FOREX) to contend with.
Cost Savings on
For each we have responsive risk management solutions as detailed in our
Corporate Strategy and Business Plan Review. These range from hedging, Sales & Distribution
intense management monitoring, to growing an eco-system of US dollars as a
natural hedge and other new instruments in ensuring mitigation.
On the business front, we are enhancing opportunities, not just by
optimising volumes but also by focusing on higher margin segments such as Strategic Capital
value added products (VAP). Research and development on VAP and health Management
segment products will be stepped up to leverage on new opportunities.
Diversification into a new food-business segment, as per our stated vision, is also
in the cards.
Expand Export via
At the global front, the manufacturing sector is reimagining the future of Strategic Partnership
manufacturing where conventional models are making way for greater technology
adoption and the key determinants are efficiency, speed and flexibility towards
sustaining competitiveness. The Industrial Revolution 4.0 (IR4.0) entails infusing
higher value added process of manufacturing through the application of Digital
advanced digitisation, innovative manufacturing technologies and efficient Transformation
resource utilisation. towards Industry 4.0

As we extend our business ecosystem in widening the sugar universe in market
regions, products and customers, we have to fully exploit the continental shift
in global trade where these borderless transactions and ESG concerns are Details can be referred to in the
pivotal. MSM Group is in step with Industry4WRD, the National Policy on Corporate Strategy and Business
IR4.0, which would enable the manufacturing sector to move into IR4.0 Plan Review on page 70
and along the way contribute to fulfilling Malaysia’s commitment to the
United Nation’s Sustainable Development Goals (UN SDGs).