Bus iness Overvi ew Sect ion 01 21 Annual Report 2022 Integrity Policies & Procedures Capacity Building Climate Change Preserving Water Resources GHG & Other Emissions Circular Economy Employee Engagement Acculturation Diversity & Inclusivity Customer Engagement Access To Clean Water and Power Public Health & Safety NRW Reduction OUR VALUE CREAT ION MODEL creationmodel presents Ranhill fromamore comprehensive value creation perspective. It enables readers to view the Group’s business model beyond typical financial performance and disclosures and to ultimately develop insights into howManagement is embedding a triple bottomline approach into its strategic thinking. The Value Creation model illustrates how Ranhill is progressively focusing on creating value across multiple perspectives, beyond just revenues, earnings and shareholders returns and in doing so, continues to ensure the relevance of its business model over the short, medium and long-term perspectives. >> REALISING GROUP ASPIRATIONS AND CREATING VALUES THROUGH Environment Sector Energy Sector Engineering Services Sector >> Financial Growth Risk Mitigation Sustainable ESG Performance Future Ready Business Model OUTCOMES OUTPUTS Enhancing Governance Across The Group Contribution Towards Social Wellbeing Inspirational Workplace & Culture Environmental Awareness & Preservation Reducing Exposure To Sustainability Related Risks RM1,726.3 million in revenue RM203.4 million in profit before taxes RM389.0 million cash and bank balances RM3,261.7 million in total assets RM2,306.6 million in total liabilities RM1,439.0 in share capital RM1,099.2 million in borrowings 2,133 MLD total treatment capacity 17 MLD in reclaimed water 2,392 GWh of electricity generated for Sabah High customer satisfaction levels for water supply services in Johor NRW level of 26.3% 48,397 kWh of solar energy generated 64,822 kWh of mini-hydro energy generated 699 new hires, 525 male, 174 female, 363 aged 30 and below, 279 aged 31-50, 53 aged 51-65, 4 aged 65 and above, one employee with physical disabilities 4018 workforce strength, 2.8% increase 284 resignations, 7.1% attrition rate Development of leadership bench Incorporation of new technologies into business processes 7.7% increase in women employees 284 staff turnovers, 7.1% attrition rate Hiring of one physically disabled staff 4018 total workforce strength (2.8% growth) Development of leadership bench Incorporation of new technologies into business processes 121 YWP participants 23 interns absorbed 6 management trainees retained 63.8% of employees covered by collective bargaining agreements (Ranhill SAJ) Expansion into new sectors and geographic locations Contribution to industry conducive policymaking Improving relationships with the Government and industry regulators RM0.84 million in water rebates to 3,216 hardcore and poor households Implementation of new water tariffs 32.3 average training hours per employee (men: 32.2, women: 32.6) RM0.71 million spent on employee social and health activities 100.68% bill collection rate (Ranhill SAJ) 89.0% customer satisfaction score (Ranhill SAJ) 100% and 94% customer satisfaction scores for RPI and RPII respectively RM32.2 million in dividend payout Share price depreciation of 16.5% in FY2022 RM586.3 million market capitalisation as at end FY2022 RM95.3 million profit attributable to owners of the parent RM44.6 million paid in income taxes RM358.3 million paid in wages Additional 25 MLD saved in Johor Expansion of water system capacity and provision of reliable service Compliance to SPAN KPIs save for NRW loss Continued reduction of NRW levels in various states in Malaysia Ensuring grid stability and meeting the energy requirements of Sabah state Fulfilling key role as the largest IPP in Sabah 10% increase (to 54 MLD) for Thailand operations wastewater treatment capacity 2,392 GWh of power delivered to the Sabah grid (RPI and RPII) 95% DMA Connection coverage in Johor 124,379 customer water meters replaced Successful replenishment of order books for the Engineering Services Sector, including undertaking carbon capture and flood mitigation projects Continued cultivation of equality and gender and ethnic diversity 30.6% increase in female managerial staff High employee satisfaction scores ranging 70%-90% Development of local talents, provision of high-paying jobs that uplift socio-economic status Providing access to clean water, a basic human right and enabling the realisation of SDG 6: Clean Water and Sanitation Higher water tariffs support revenues and also sustainable water operations Progress on project Indonesia as well as Sabah related plant-ups 93,788,980 m³ total sludge (Ranhill SAJ) 5,645,833 m³ of effluent discharge (RWTT and AnuRAK) 11,559 m³ water discharge (RPI and RPII) 226,796.4165 total Co2e tonnes of carbon (Ranhill SAJ) 78,759.2 kgCO2eq avoided through RE usage
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