152 PERENNIAL HOLDINGS PRIVATE LIMITED 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 or 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 STRATEGIC PRIORITIES: Own, develop and manage large-scale integrated healthcare and real estate in strategic locations with excellent connectivity, including TODs with healthcare, commercial and hospitality components in core and high-growth markets Focus on existing healthcare projects, scale and complete greenfield developments, along with new asset-light facilities awarded by the government and actively manage and operate the healthcare portfolio Own, develop and manage prime landmark developments, as well as assets which can be repositioned or redeveloped, which are close to transportation hubs with value creation opportunities to unlock and maximise embedded value Adopt a balanced approach combining strata sales and long-term hold strategy to optimise fund flows while maximising value from long-term operations Invest in or forge strategic partnerships with reputable local and international healthcare and medical service providers Invest in or establish strategic partnerships with renowned local and international hotel operators to drive the growth of its hospitality business
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