Key Risk Objective Value Impact Mitigating Measures Key Risk Indicators Linkage to Strategic Priority (see legend below) Health, Security and Safety Risk – Fatality, injury or security issues To safeguard the Company’s resources and to prevent incidents or conditions that may be detrimental to relevant stakeholders’ health and safety • Injury or even fatality • Operational disruption • Financial and reputational damage • Establishment of SOPs to ensure employees and contractors adhere to onsite work safety rules and procedures • Processes to escalate and report any occurrence of health, security and safety incidents to the Management and Board • At the asset level, security personnel are employed to guard the property and keep a lookout for suspicious events/ persons. The Operations team also patrols the property daily at regular intervals to identify unusual happenings • Ensuring adequate public liability insurance coverage is in place for all premises • Number of incidents (fire, water seepage etc.) in managed assets • Number of Accidents sustained by members of the public, tenants, service providers and/or our employees Fraud and Corruption Risk – Fraud or corruption activities carried out internally and/ or involving external stakeholders To prevent fraud and corruption, enhance the Company’s governance and maintain integrity in the Company’s operations • Financial and reputational loss • Litigation or regulatory actions • Regular review and audit of internal control systems • Employee Code of Conduct to guide professional behaviour in line with Company’s core values • Whistleblowing Policy and process for reporting and investigation of suspected fraudulent activities • Regular review of finance, human resources and operations policies, as well as delegation of authority • Restriction of access control on all critical information systems • Number of suspected fraud/ corruption cases reported Risk Management Own, develop and manage large-scale real estate projects, including transitoriented developments with healthcare, commercial and hospitality components in core and high-growth markets Acquire assets which can be repositioned and redeveloped to extract embedded value Actively manage and operate healthcare facilities such as hospitals, medical centres and eldercare homes; Services include space planning and operating shared ancillary and support services, among other day-to-day operations Adopt strata-sale/ long-term hold strategy to better manage fund flows while maximising value from operating long-term assets Invest in or form strategic partnerships with established local and foreign hotel operators to further its hospitality business Invest in or form strategic partnerships with established local and foreign healthcare or medical-related operators to scale up the business STRATEGIC PRIORITIES: 144 PERENNIAL HOLDINGS PRIVATE LIMITED
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