2024 ANNUAL OPERATING PLAN S U S T A I N A B I L I T Y & G R O W T H Flagship Developments & Initiatives Wholly-owned Subsidiary
BOD’s Approval : 8 Jan 2024 AOP 2024 Issuance : 22 Jan 2024 This business plan contains confidential, trade-secret information and is shared only with the understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author. CONFIDENTIAL -DO NOT DISSEMINATE:
Table of Contents 01 02 03 Overview & Analysis Assumptions & Numbers AOP 2024 – By Department 04 Financial Statements Page ❑ CEO’s Statement 5 ❑ Economic & Risk Outlook 2024 6 – 7 ❑ Masterplan Pulau Indah 8 ❑ SWOT Analysis 9 ❑ Key Strategies 10 ❑ Available Land for Sale Y2024B 11 ❑ Key Initiatives Y2024B 12 – 13 ❑ Summary of Key Financial Highlights Y2024B 14 – 15 ❑ Approved CSSB Organization Chart Y2024B 16 ❑ Resources Planning – Manpower Requirement Y2024B 18 ❑ Resources Planning – CAPEX Requirement Y2024B 19 ❑ Integrity & Governance Initiatives Y2024B 20 ❑ Corporate Affairs Initiatives Y2024B 21 ❑ Key Drivers Y2024B – Sales, Work Progress & Other Development Planning 22 – 24 ❑ Financial Projection Y2024B 25 - 27 Page ❑ Sales & Marketing 29 – 34 ❑ Development 35 – 44 ❑ Business Development 45 – 56 ❑ Finance & Investment 57 – 66 ❑ Corporate Affairs 67 – 72 ❑ Human Resource, Administration, IT & Legal 73 – 87 ❑ Integrity, Governance & Risk Management 88 – 90 ❑ CSSB Company 91 – 103 ❑ CSSB Group 104 - 113
4 OVERVIEW & ANALYSIS 01
v CEO’S STATEMENT The outlook for Y2024 remains uncertain and we anticipate continued economic and geo-political challenges. However, I hold steadfast confidence in our ability to navigate these adversities and ensure business sustainability. The future promises exciting developments as CSSB embarks on its Budget 2024 & 5-year Business Plan. We will continue to adapt and evolve in response to stakeholder needs, fostering green innovations and advancing sustained growth. Our long-term success and achievements are driven by the trust of our stakeholders have in us. Therefore, on behalf of the Management, I extend heartfelt gratitude for your unwavering support. I thank our Board Members for their continuous trust, our customers for their confidence and our employees for their dedication and hard work. This Annual Operating Plan Y2024 is prepared and presented in accordance with the approved budget dated 8 January 2024, This framework is meticulously crafted to support CSSB’s strategic goals and enhance the achievement of essential performance benchmarks Our strategic imperative for the Y2024 is to forge ahead with the development and sales of PIIP 3B, being the central growth engine, while also finishing sales of SBB 1A and PIIP 3C. In parallel, we are actively overseeing the progression of water infrastructure projects for SBB to ensure they meet our long-term objectives and milestone. Finally, lets together we work as a team to drive and make Y2024 another year of success for CSSB. Y2023 was a year of both obstacles and new prospects for Central Spectrum (M) Sdn Bhd. The postpandemic recovery was challenged by a mix of climate issues, political conflicts, and supply chain disruptions, impacting communities and industries and changing the business environment. 5
CSSB | AOP 2024 6 MARKET OUTLOOK & RISK Y2024 ❑Inflation – Increase in construction & material cost ❑World Economy Recession- demand for industrial spaces drops, leading to lower property valuations ❑Geopolitical tensions (Ukraine & Palestine Wars) ECONOMIC RISK ❑High interest rates can affect the cost of borrowing for development projects & ability to secure loans for purchasers. ❑Decline in the Value of the Malaysian Ringgit ❑Cost Overruns: Industrial projects face cost overruns due to complexity and scale. FINANCIAL RISK ❑Poor construction quality & delay work progress will result in significant future liabilities OPERATIONAL RISK 01 02 03 Amidst rising inflation and a weakening Ringgit that heighten challenges and intensify competition across the general property market, the industrial sector stands out as a pillar of unwavering stability. Takeaway
CSSB | AOP 2024 7 ECONOMIC OUTLOOK Y2024 SLOWING WORLD ECONOMIC GROWTH CONTINUED EXPANSION ACROSS ALL SECTORS PRIVATE SECTOR CONTINUES TO DRIVE ECONOMY BALANCING FDIs & DDIs INFLATION REMAINS UNDER CONTROL Growth across all regions are expected to moderate in the near-term, mainly due to tight policy stances to counter inflation, growing geoeconomic fragmentation, and the fallout from recent deterioration in financial conditions. 12th Malaysia Plan (12MP) growth target is set at 5% - 6% Growth forecasts are expected to exceed last year’s rates across the board. The economy will be supported by construction and tourism-related activities. The latest New Industrial Master Plan (NIMP) 2030 should act to revitalise Malaysia’s major sectors. Malaysia’s growth by overall sector is forecasted at 4% - 5% (2024 – 2025) Private sector spending will be supported by the improving labour market conditions and favourable business sentiment. Based on H1 2023 performance (RM132.60 billion approved investment), total approved investments is expected to exceed the 2018-2020 average. Both Consumer Price Index (130.9 points against 129.0 points in YOY Nov 2023) and Producer Price Index (1.5% YOY decline in Nov 2023) moderated, in line with easing inflationary pressures
CSSB | AOP 2024 8 MASTERPLAN PUL AU INDAH PIIP 3,693 acres On-going & Future SHH 390 acres Completed SBB 1,241 acres On-going & Future PIIP Phase 2 PIIP Phase 1 PIIP Phase 3 SHH SBB Precinct 1 SBB Precinct 2 SBB Precinct 3
CSSB | AOP 2024 9 Opportunities Threats Strengths Weaknesses SWOT S W O T ❑Industrial Land Developer ❑Strategic Location next to West Port ❑Selangor Government Linked Company ❑SKVE as an alternative route ❑Gazetted land ❑Skilled & experienced staff ❑Lack of water infrastructure SBB ❑Limited products for sale ❑Limited reserves for working capital & business growth ❑Road accessibility / infrastructure ❑Location (lands end) ❑High development cost ❑Poor public transport ❑Low population in Pulau Indah (approximately 30,000) ❑Enhanced Land Value ❑Diversification of products locally and globally ❑State / Private Land outside Pulau Indah ❑Strategic Alliances ❑Kickstart of project to upgrade of Pulau Indah Ring Road phase 3 ❑Limited land bank available for new development. ❑Secondary market (subsale) ❑Cost overrun ❑Shortage of water supply ❑Developments along SKVE highway ❑Accident prone area ❑High traffic area (trailers) SWOT ANALYSIS
CSSB | AOP 2024 10 KEY STRATEGIES ▪ To foster a sustainable future, ▪ Enforce rigorous waste disposal protocols for industrial plants, ▪ Rejuvenate natural ecosystems through mangrove restoration, ▪ Promote the adoption of renewable energy sources like solar and wind, and engage investors committed to sustainable development. ▪ To establish a flourishing and supportive work environment, ▪ To give precedence to work-life balance through flexible scheduling, allocate resources for continual skill enhancement and career progression, ▪ Cultivate team unity via periodic team-building exercises and instill a culture that endorses dialogue and the free exchange of ideas and feedback. BRING BACK BEAUTY TO PULAU INDAH HEALTHY & CONDUSIVE WORKING ENVIRONEMENT
CSSB | AOP 2024 11 CURRENT AVAILABLE L AND FOR SALE Y2024B PARTICULARS ACRES PIIP 3C 8.92 PIIP 3B 122.03 SBB Precinct 1A 7.99 As at 1 January 2024, CSSB has a total of 138.94 acres of land available for sale SBB 1A PIIP 3C PIIP 3B
CSSB | AOP 2024 12 KEY INITIATIVES Y2024B INTEGRATED SOLUTION 1 PROVIDER PEOPLE & INVESTORS 2 DESTINATION CULTURE OF 3 EXCELLENCE RM108.37 million RM 0.93 million These 3 initiatives form the integral part to achieve the Y2024’s financial target to ensure sustainability & growth of CSSB’s business Total AOP Budget 2024B: RM125.16 Million (as per recognition of direct cost in the Statement of Comprehensive Income) RM15.86 million
CSSB | AOP 2024 13 KEY INITIATIVES Y2024B ❑ Pulau Indah Industrial Park – Phase 3B – RM53.75 million ❑ SBB Industrial Park – Precinct 1A – RM34.12 million ❑ Pulau Indah Industrial Park – Phase 3C – RM20.50 million INTEGRATED SOLUTION PROVIDER ❑ Performance excellence – RM0.38 million ❑ Human capital development – RM0.55 million CULTURE OF EXCELLENCE ❑ The Magnet – RM15.86 million ❑ Orphanage – Fund raising YIDE PEOPLE & INVESTOR DESTINATION 2
CSSB | AOP 2024 14 SUMMARY OF KEY FINANCIAL HIGHLIGHTS Y2024B For Y2024B, CSSB Company has set its revenue target at RM149.62 million and its PBT goal at RM5.51 million. The budgeted revenue is expected to be generated predominantly through the sales and development of projects PIIP 3B, SBB 1A, and PIIP 3C. At group level which includes USB, we anticipate revenue of RM159.19 million and profit before tax of RM6.07 million for Y2024B. S U M M A R Y O F I N C O M E S T A T E M E N T
CSSB | AOP 2024 15 REVENUE BY SEGMENT Y2024B Particulars (RM Million) Group CSSB Property Development Segments: PIIP 3C 29.52 29.52 SBB 1A 46.82 46.82 PIIP 3B 73.28 73.28 Total 149.62 149.62 Facility Management Segments: Waste management 1.58 - Worker accommodation 1.44 - Renewable energy 0.05 - Management industrial park 0.49 - Housekeeping & private external project 6.01 - Total 9.57 - Total revenue 159.19 149.62 149.62 9.57 Property Development Facility Management Group Revenue by Segment Y2024B Property development segment accounted for 94% of the total group revenue
CSSB | AOP 2024 16 APPROVED ORGANIZATION CHART Y2024B – CSSB
17 ASSUMPTIONS & NUMBERS 02 17
CSSB | AOP 2024 18 MANPOWER REQUIREMENT Y2024B HEADCOUNT 70 Y2023UA 80 Y2024B PROPOSED NEW HIRING BY POSITION Y2023UA Y2024B MANAGER & ABOVE 33 37 EXECUTIVE 23 27 NON-EXECUTIVE 14 16 BY DEPARTMENT CEO’s Office Finance & Investment Development Sales & Marketing HRA, IT & Legal 4 Corporate Affairs 6 11 14 14 16 11 11 20 20 3 6 Y2023UA Y2024B Business Development 7 7 Department Designation Grade No required CEO’s Office o Manager o Executive E5 E1 1 1 Development o Manager o Executive E5 E1 1 1 Corporate Affairs o Executive E1 1 Finance & Investment o Manager E5 1 Department Designation No required Finance & Investment o Shared service 4 INTERNAL TRANSFER
CSSB | AOP 2024 19 CAPEX REQUIREMENT Y2024B COMPUTER Upgrading reception area Air conditioner, CCTV & Portable PA system Replacement company car & boat trailer RM0.15 Million RM0.02 Million RM0.05 Million RM0.31 Million Computer Furniture & Fittings Office Equipment Motor Vehicles TOTAL BUDGET RM0.53 Million Laptop, printers, IT parts, upgrading WIFI & Corporate Affairs IT asset FURNITURE & FITTINGS OFFICE EQUIPMENT MOTOR VEHICLES
CSSB | AOP 2024 20 INTEGRITY & GOVERNANCE INITIATIVES Y2024B . IMPLEMENTATION OF OACP BOOK Consultation on OACP book contents, implementation & design LAUNCHING CEREMONY OF OACP BOOK Collaborate with IGU MBI, SPRM, Board Members & media VISIT TO SELANGOR SPRM To create awareness & knowledge INTEGRITY AWARENESS PROGRAM WITH IGU MBI To create awareness & knowledge among staff CSSB ENVIRONMENTAL, SOCIAL & GOVERNANCE To establish framework of ESG policy for CSSB TOTAL BUDGET RM0.36 Million
CSSB | AOP 2024 21 CORPORATE AFFAIRS INITIATIVES Y2024B CORPORATE MATTERS & INTERNAL PROGRAMME SPONSOR/ DONATION CONTRIBUTION TO SOCIAL AMENITIES ❑CSSB 30th anniversary celebration ❑Motivational talk ❑Others corporate matters ❑Food bank Pulau Indah mosques ❑Food bank university ❑Engagement activities – bubur lambuk with nearby mosques ❑“Majlis Bebuka Puasa” with tahfiz / orphanage children ❑Fun learning via exploration with asnaf children ❑Sponsorship for state program ❑Others sponsorship TOTAL BUDGET RM1.45 Million
CSSB | AOP 2024 22 KEY DRIVER – SALES Y2024B 1A 3C 3B Completion GDV Sales Value 2024B TUR (acre) 2024B Q2 2024 2025 2027 RM176.56 million RM554.70 million RM483.32 million RM20.75 million RM29.14 million RM263.89 million 6.62 8.92 80.77 Price/ psf 2024B RM72/ psf RM75/ psf RM75/ psf Total Sales Value for 2024B is projected to be RM313.78 million with total sale area of 96.31 acres. The PIIP 3B project is the major contributor to this sales followed with 1 lot for SBB1A and 1 lot of PIIP 3C.
CSSB | AOP 2024 23 KEY DRIVER – WORK PROGRESS Y2024B ❑ WP 2024B : 17.21% ❑ Cumm WP @ Dec 2023 : 82.79% ❑ Target Completion 100% in April 2024 SBB 1A ❑ WP 2024B : 0.32% ❑ Cumm WP @ Dec 2023 : 99.59% ❑ Target Completion 100% in 2025 PIIP 3C PIIP 3B ❑ WP 2024B : 21.00% ❑ Cumm WP @ Dec 2023 : 0.36% ❑ Target Completion 100% in 2027
CSSB | AOP 2024 24 KEY DRIVER – SPECIAL PROJECTS Y2024B THE MAGNET ORPHANAGE ❑ WP 2024B : 68% ❑ Cumm WP @ Dec 2023 : 6% ❑ Target Completion 100% in 2025 ❑ WP 2024B : 67% ❑ Cumm WP @ Dec 2023 : 5% ❑ Target Completion 100% in 2026
CSSB | AOP 2024 25 FINANCIAL PROJECTION S U M M A R Y O F I N C O M E S TAT E M E N T Y 2 0 2 4 B Particulars (RM Million) CSSB Group CSSB Company Revenue 159.19 149.62 Cost of sales (115.61) (108.37) Gross profit 43.58 41.25 Other income 5.00 4.98 Operating expenses: Salaries & related expenses (17.94) (16.56) Office admin expenses (1.32) (1.12) General admin expenses (6.82) (6.13) Quit rent for undeveloped property (2.77) (2.77) Selling & marketing (1.78) (1.73) Other expenses (9.96) (11.68) Depreciation & finance cost (1.92) (0.73) Profit before tax (PBT) 6.07 5.51 Taxation & zakat (2.57) (2.13) Profit after taxation (PAT) 3.50 3.38 29.52 46.82 73.28 PIIP 3C SBB 1A PIIP 3B REVENUE BY PROJECT (RM million) – CSSB Company 49% 20% 31% PIIP 3B accounts for 49% of CSSB's total revenue, with SBB 1A and PIIP 3C as the co-contributors.
CSSB | AOP 2024 26 FINANCIAL PROJECTION S U M M A R Y O F F I N A N C I A L P O S I T I O N Y 2 0 2 4 B Particulars (RM Million) CSSB Group CSSB Company Non-current assets 184.10 179.50 Property development 56.81 56.82 Other current assets 7.00 4.91 Trade & other receivables 7.09 4.81 Cash & bank balances 149.09 147.76 Total assets 404.09 393.80 Share capital 84.11 84.11 Retained earnings 245.40 244.31 Total equity 329.51 328.42 Non-current liabilities 3.53 0.03 Borrowing 2.17 - Trade payables 2.59 0.13 Other payables 66.29 65.22 Total liabilities 74.58 65.38 Total equity & liabilities 404.09 393.80 404.09 393.80 329.51 328.42 74.58 65.38 C SSB GROUP C SSB C OMPANY Asset Equity Liabilities PARTICULARS Y2024B Net Tangible Assets Per Share (NTA) RM3.91 Quick Ratio (Times) 3.25x CSSB Company For Y2024B, CSSB is expected to remain in a strong and healthy financial position
CSSB | AOP 2024 27 FINANCIAL PROJECTION S U M M A R Y O F C A S H F L O W Y 2 0 2 4 B Particulars (RM Million) CSSB Group CSSB Company Sales proceeds 215.13 196.26 Other proceeds 1.68 1.68 OPEX (59.54) (56.26) Payment to suppliers & contractors (101.18) (88.00) Taxes / zakat paid (2.57) (2.12) Net cash flow – Operating activities 53.52 51.56 Interest received (FD/Repo) & others 3.66 3.66 Purchase of property, plant & equipment (3.70) (0.51) Dividend paid (0.67) (0.68) Net cash flow – Investing activities (0.71) 2.47 Loan drawdown (SBB 1A) 7.40 7.40 Loan drawdown (USB) 1.89 - Loan redemption and financing charges (9.08) (7.52) Net cash flow – Financing activities 0.21 (0.12) Net increase 53.02 53.91 Opening balance 96.07 93.85 Closing balance 149.09 147.76 RM147.76 Proceed from PIIP 3B, SBB 1A, PIIP 3C and SHH 2C offset with payment to contractors & suppliers as well as operating expenses Purchase of fixed assets and receipts from interest FD and dividend Proceed from loan drawdown SBB1A offset with loan redemption and profit charges Operating Activities Investing Activities Financing Activities Generally, cash flow of CSSB is in a sound position to meet the operating requirements CSSB Company
28 AOP 2024 BY DEPARTMENT 03
29 Key Results Area ❑ Finance (FIN) ❑ Customer (CUS) SALES & MARKETING Head of Sales & Marketing Zukarnine Shah Zainal Abidin Objectives ❑ Branding & Customer Relationship Management ❑ Strengthening & Marketing Brand Attributes Senior Manager - Sales & Marketing Mohd Bahari Baharudin 29
CSSB | AOP 2024 30 SALES SUMMARY Sales & Marketing Q1 2024 Q2 2024 Q3 2024 Q4 2024 1.0 Sales for 2024 PIIP - Phase 3C @ RM75 psf 8.92 29,141,640 SBB - Phase 1A @ RM72 psf 6.62 20,749,893 PIIP - Phase 3B @ RM75 psf 80.77 263,891,968 96.31 313,783,502 No. Strategic Initiative Action Plan Staff In charge Total Cost Total Cost Bahari/ Yanti Acres TIMELINE (Qtr & RM)
CSSB | AOP 2024 31 SALES TARGET BY MONTH Sales & Marketing 2024 Particulars JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR PIIP - Phase 3C Total GDV (RM'000) 554,703 Sold units/ acres - - - - 8.92 - - - - - - - 8.92 Total Saleable Acreage 215.76 Cumm Sold units/ acres 206.84 206.84 206.84 206.84 215.76 215.76 215.76 215.76 215.76 215.76 215.76 215.76 215.76 Price psf (RM) 2024B 75 % of sales 0.0% 0.0% 0.0% 0.0% 4.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.1% Cumm % of sales 95.9% 95.9% 95.9% 95.9% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Actual Sales (RM'000) - - - - 29,142 - - - - - - - 29,142 Cumm Actual Sales (RM'000) 527,505 527,505 527,505 527,505 556,646 556,646 556,646 556,646 556,646 556,646 556,646 556,646 556,646 SBB - Phase 1A Total GDV (RM'000) 176,567 Sold units/ acres - - - - 6.62 - - - - - - - 6.62 Total Saleable Acreage 60.42 Cumm Sold units/ acres 49.81 49.81 49.81 49.81 56.43 56.43 56.43 56.43 56.43 56.43 56.43 56.43 56.43 Price psf (RM) 2024B 72 % of sales 0.0% 0.0% 0.0% 0.0% 10.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 10.9% Cumm % of sales 82.4% 82.4% 82.4% 82.4% 93.4% 93.4% 93.4% 93.4% 93.4% 93.4% 93.4% 93.4% 93.4% Actual Sales (RM'000) - - - - 20,750 - - - - - - - 20,750 Cumm Actual Sales (RM'000) 151,458 151,458 151,458 151,458 172,208 172,208 172,208 172,208 172,208 172,208 172,208 172,208 172,208 PIIP - Phase 3B Total GDV (RM'000) 483,321 Sold units/ acres 23.74 - - - - - - - 6.36 36.52 14.15 - 80.77 Total Saleable Acreage 147.77 Cumm Sold units/ acres 49.48 49.48 49.48 49.48 49.48 49.48 49.48 49.48 55.84 92.36 106.51 106.51 106.51 Price psf (RM) 2024B 75 % of sales 16.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.3% 24.7% 9.6% 0.0% 54.7% Cumm % of sales 33.5% 33.5% 33.5% 33.5% 33.5% 33.5% 33.5% 33.5% 37.8% 62.5% 72.1% 72.1% 72.1% Actual Sales (RM'000) 77,593 - - - - - - - 20,768 119,301 46,230 - 263,892 Cumm Actual Sales (RM'000) 162,243 162,243 162,243 162,243 162,243 162,243 162,243 162,243 183,011 302,311 348,542 348,542 348,542 Projects
CSSB | AOP 2024 32 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Staff Incharge Total Cost 1.0 Marketing-PIIP 3B To continue promote the remaining industrial lots for sale. 752,451 2.0 Marketing-The Magnet To gather information for awareness 25,380 3.0 Marketing-Others To continue/ maintain the initiatives in 950,202 4.0 REA To allocate the payment for agent fees (in a successful basis). 6,563,054 5.0 Maintenance To ensure the good hospitality/ pleasant ambiance. 1,063,481 9,354,568 No. Strategic Initiatives Action Plan TIMELINE (Qtr & RM) Total Cost Bahari/ Nor Asikin
CSSB | AOP 2024 33 BUDGETED MARKETING COST BY MONTH Sales & Marketing 2024 Particulars (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR 1) Marketing-PIIP 3B - 13,780 200,340 1,000 143,736 31,271 53,000 - 92,552 31,271 185,500 - 752,451 2) Marketing-The Magnet - - - - - - - - - - - 25,380 25,380 3) Marketing-Others a) Membership Renewal Fees/Annual Dinner 10,500 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 21,800 50,300 b) Market Study - - - - - 50,000 - - - - - - 50,000 c) Exhibition SPARK - - - - - - - - - 200,000 - - 200,000 d) Trade Mission by Invest Selangor Berhad (ISB) (Overseas) - - 150,000 - - - - - 150,000 - - - 300,000 e) Maintenance and cleanliness of existing scale model - - - - - 3,000 - - - - - - 3,000 f) Refresh display posters at SBBSG / CSSB HQ - - - - - - - - - 10,000 - - 10,000 g) Rendering - - - - - - - - - 63,600 - - 63,600 h) Study Visit (Local) - - - - - 12,000 - - - - - 12,000 24,000 i) Event / Ceremony with existing investors / stakeholders (other initiatives) - - - - - - - - - - 150,000 - 150,000 j) Contingency 8,275 8,275 8,275 8,275 8,275 8,275 8,275 8,275 8,275 8,275 8,275 8,275 99,302 Total 18,775 10,075 160,075 10,075 10,075 75,075 10,075 10,075 160,075 283,675 160,075 42,075 950,202
CSSB | AOP 2024 34 BUDGETED MARKETING COST BY MONTH Sales & Marketing 2024 Particulars (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR 4 ) REA 66,222 622,346 99,137 450,063 384,059 2,524,975 123,175 167,300 1,131,017 207,682 411,392 375,685 6,563,054 5) Maintenance a) Engineering 18,413 18,413 18,413 18,413 18,412 18,412 18,412 18,412 18,412 18,412 18,412 18,412 220,948 b) Landscaping 35,227 35,227 35,227 35,227 35,227 35,227 35,227 35,227 35,227 35,227 35,227 35,227 422,725 c) Cleaning 13,332 13,332 13,332 13,332 13,332 13,332 13,332 13,332 13,332 13,332 13,332 13,332 159,984 d) Security 19,764 19,764 19,764 19,764 19,764 19,764 19,764 19,764 19,764 19,764 19,764 19,764 237,168 e) Waste 1,888 1,888 1,888 1,888 1,888 1,888 1,888 1,888 1,888 1,888 1,888 1,888 22,656 Total 88,624 88,624 88,624 88,624 88,623 88,623 88,623 88,623 88,623 88,623 88,623 88,623 1,063,481 Grand Total 173,621 734,826 548,176 549,762 626,493 2,719,945 274,873 265,998 1,472,267 611,252 845,590 531,764 9,354,568
35 Key Results Area ❑ Finance (FIN) ❑ Internal Business Process (IBP) DEVELOPMENT Head of Development Juned Mustafa Objectives ❑ Innovative Development Concept Senior Manager - Infrastructure Tan Wee Peng 35
CSSB | AOP 2024 36 CORE STRATEGIES Q1 2024 Q2 2024 Q3 2024 Q4 2024 PIIP - PHASE 3A 1.0 Local infrastructure works Retention Sum 706,000 2.0 Maintenance works Maintenance Works (Internal & Protocol Road) 2,429,576 PIIP - PHASE 3B 1.0 Local infrastructure works Reclaimation Works 61,195,526 PIIP - PHASE 3C 1.0 Maintenance works Maintenance Works 1,574,533 PHASE 1 - ANJUNG 1.0 Local infrastructure works Sewerage system hand over 190,914 2.0 Maintenance works Maintenance Works 600,000 Total Cost 66,696,548 No. Strategic Initiatives Action Plan TIMELINE (Qtr) Staff Incharge Total Cost (RM) Tan Wee Peng/ Mohammad Azhar
CSSB | AOP 2024 37 BUDGETED DEVELOPMENT COST BY MONTH Development PIIP 2024 Particulars (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR PHASE - 3A 1.0 LOCAL INFRASTRUCTURE WORKS Retention Sum 706,000 - - - - - - - - - - - 706,000 Total 706,000 - - - - - - - - - - - 706,000 2.0 MAINTENANCE Engineering 45,754 45,754 45,754 45,754 45,754 45,754 45,754 45,754 45,754 45,754 45,754 45,754 549,052 Landscaping 60,813 60,813 60,813 60,813 60,813 60,813 60,813 60,813 60,813 60,813 60,813 60,813 729,752 Security 92,649 92,649 92,649 92,649 92,649 92,649 92,649 92,649 92,649 92,649 92,649 92,649 1,111,784 Housekeeping 3,249 3,249 3,249 3,249 3,249 3,249 3,249 3,249 3,249 3,249 3,249 3,249 38,988 Total 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 2,429,576 Total Phase 3A 908,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 202,465 3,135,576 PHASE - 3B 1.0 LOCAL INFRASTRUCTURE WORKS Reclaimation Works 839,167 839,167 839,167 3,928,334 3,223,501 5,924,169 7,602,503 9,936,837 9,280,837 10,145,004 1,306,837 7,330,000 61,195,526 Total Phase 3B 839,167 839,167 839,167 3,928,334 3,223,501 5,924,169 7,602,503 9,936,837 9,280,837 10,145,004 1,306,837 7,330,000 61,195,526 PHASE - 3C 1.0 MAINTENANCE Engineering 12,531 12,531 12,531 12,531 12,531 12,531 12,531 12,531 12,531 12,531 12,531 12,531 150,377 Landscaping 40,923 40,923 40,923 40,923 40,923 40,923 40,923 40,923 40,923 40,923 40,923 40,923 491,076 Security 77,277 77,277 77,277 77,277 77,277 77,277 77,277 77,277 77,277 77,277 77,277 77,277 927,320 Housekeeping 480 480 480 480 480 480 480 480 480 480 480 480 5,760 Total Phase 3C 131,211 131,211 131,211 131,211 131,211 131,211 131,211 131,211 131,211 131,211 131,211 131,211 1,574,533
CSSB | AOP 2024 38 BUDGETED DEVELOPMENT COST BY MONTH Development PIIP 2024 Particulars (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR PHASE - 1 (Anjung) 1.0 LOCAL INFRASTRUCTURE WORKS Sewerage system hand over - - - 200,000 - 200,000 - 200,000 - - - - 600,000 Total - - - 200,000 - 200,000 - 200,000 - - - - 600,000 2.0 MAINTENANCE Engineering 1,679 1,679 1,679 1,679 1,679 1,679 1,679 1,679 1,679 1,679 1,679 1,679 20,142 Security 5,124 5,124 5,124 5,124 5,124 5,124 5,124 5,124 5,124 5,124 5,124 5,124 61,488 Landscaping 9,107 9,107 9,107 9,107 9,107 9,107 9,107 9,107 9,107 9,107 9,107 9,107 109,284 Total 15,910 15,910 15,910 15,910 15,910 15,910 15,910 15,910 15,910 15,910 15,910 15,910 190,914 Total Phase 1 (Anjung) 15,910 15,910 15,910 215,910 15,910 215,910 15,910 215,910 15,910 15,910 15,910 15,910 790,914 Grand Total 1,894,752 1,188,752 1,188,752 4,477,919 3,573,086 6,473,754 7,952,089 10,486,423 9,630,423 10,494,590 1,656,423 7,679,585 66,696,548
39 Key Results Area ❑ Finance (FIN) ❑ Internal Business Process (IBP) Objectives ❑ Innovative Development Concept DEVELOPMENT Head of Development Juned Mustafa Senior Manager - Infrastructure Tan Wee Peng 39
CSSB | AOP 2024 40 CORE STRATEGIES Q1 2024 Q2 2024 Q3 2024 Q4 2024 SBB - Precinct 1A 1.0 Local infrastructure works Infrastructure works - Variation order 7,400,000 SBB (overall) 1.0 Main infrastructure works Professional fees 936,145 2.0 Maintenance works Maintenance Works 385,640 8,721,785 Total Cost (RM) No. Strategic Initiatives Action Plan TIMELINE (Qtr) Staff Incharge Tan Wee Peng/ Mohammad Azhar Total Cost
CSSB | AOP 2024 41 BUDGETED DEVELOPMENT COST BY MONTH Development SBB 2024 Particulars (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR SBB - PRECINCT 1A 1.0 LOCAL INFRASTRUCTURE Infra 2,000,000 2,000,000 2,075,000 - - - - - - - - 1,325,000 7,400,000 Total SBB Precinct 1A 2,000,000 2,000,000 2,075,000 - - - - - - - - 1,325,000 7,400,000 SBB 1.0 MAIN INFRA (professional fees) Water supply - - - - - - - - - 100,000 63,360 620,183 783,542 Sewerage - - - - - - - - - - 19,075 133,527 152,602 Total - - - - - - - - - 100,000 82,435 753,710 936,145 2.0 MAINTENANCE Landscaping 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 385,640 Total 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 385,640 Total SBB 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 32,137 132,137 114,572 785,846 1,321,785 Grand Total 2,032,137 2,032,137 2,107,137 32,137 32,137 32,137 32,137 32,137 32,137 132,137 114,572 2,110,846 8,721,785
42 Key Results Area ❑ Finance (FIN) ❑ Internal Business Process (IBP) Objectives ❑ Innovative Development Concept DEVELOPMENT Head of Development Juned Mustafa Senior Manager - Infrastructure Tan Wee Peng 42
CSSB | AOP 2024 43 CORE STRATEGIES Q1 2024 Q2 2024 Q3 2024 Q4 2024 SHH - PHASE 2C 1 Local infrastructure works Retention Sum 1,180,000 Upgrading M&E Works at Phase 2C (Contribution Charges to TNB) 200,000 New Water Reservoir System 1,149,901 Professional & Management Fees Consultancy Fees 225,000 2 Maintenance works Maintenance Works 712,600 3,467,501 No. Strategic Initiatives Action Plan TIMELINE (Qtr) Staff Incharge Total Cost (RM) Tan Wee Peng/ Kamari Total Cost
CSSB | AOP 2024 44 BUDGETED DEVELOPMENT COST BY MONTH Development SHH 2024 Particulars (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR SHH - PHASE 2C 1.0 LOCAL INFRASTRUCTURE WORKS (VC) Sewerage System - Release of Retention Fund - - - - 1,180,000 - - - - - 1,180,000 Upgrading M&E Works at Phase 2C (Contribution Charges to TNB) - - - - - - - - - - 100,000 100,000 200,000 New Water Reservoir System - - - - - - - - - - 500,000 649,901 1,149,901 Total - - - - 1,180,000 - - - - - 600,000 749,901 2,529,901 2.0 PROFESSIONAL & MANAGEMENT FEE 1) Consultancy Fees - - - - 37,500 - - 75,000 - - 112,500 225,000 Total - - - - 37,500 - - 75,000 - - 112,500 - 225,000 3.0 MAINTENANCE 1) Engineering (Entrance Statement) 3,516 3,516 3,516 3,516 3,516 3,516 3,516 3,516 3,516 3,516 3,516 3,516 42,194 2) Landscaping 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 14,395 172,741 3) Security 40,992 40,992 40,992 40,992 40,992 40,992 40,992 40,992 40,992 40,992 40,992 40,992 491,904 4) Housekeeping 480 480 480 480 480 480 480 480 480 480 480 480 5,760 Total 59,383 59,383 59,383 59,383 59,383 59,383 59,383 59,383 59,383 59,383 59,383 59,383 712,600 Grand Total 59,383 59,383 59,383 59,383 1,276,883 59,383 59,383 134,383 59,383 59,383 771,883 809,284 3,467,501
45 Key Results Area ❑ Finance (FIN) ❑ Internal Business Process (IBP) Objectives ❑ Innovative Development Concept BUSINESS DEVELOPMENT Head of Business Development Noor Azhuril Adnan SPECIAL PROJECT Senior Manager - Special Project Wan Azrini Wan Ariffin 45
CSSB | AOP 2024 46 CORE STRATEGIES Q1 2024 Q2 2024 Q3 2024 Q4 2024 The Magnet 1.0 The Magnet - 30 Units SME Park cum Commercial & Food Station 3 at Phase 3C Completion of progress work 15,861,608 2.0 Others Study visit 100,000 Orphanage 3.0 Orphanage at Section 10, SBB Completion of progress work nil 15,961,608 Total Cost (RM) Wan Azrini Total Cost No. Strategic Initiatives Action Plans TIMELINE (Qtr) Staff Incharge
CSSB | AOP 2024 47 BUDGETED DEVELOPMENT COST BY MONTH Special Projects 2024 Particular (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR 1.0 The Magnet 30 Units SME Park cum Commercial & Food Station 3 at 2,807,791 1,017,415 1,499,520 1,609,457 1,192,025 1,591,827 1,884,977 942,489 942,489 1,038,031 719,973 615,615 15,861,608 Total 2,807,791 1,017,415 1,499,520 1,609,457 1,192,025 1,591,827 1,884,977 942,489 942,489 1,038,031 719,973 615,615 15,861,608 2.0 Others Study visit 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 100,000 Total 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 8,333 100,000 Grand Total 2,816,124 1,025,748 1,507,853 1,617,790 1,200,358 1,600,160 1,893,310 950,822 950,822 1,046,364 728,306 623,948 15,961,608
48 Key Results Area Objectives ❑ Effective Land Administration Services ❑ Business Growth (FIN) ❑ Internal Business Process (IBP) ❑ Customer Relationship Management (CRM) LAND ADMINISTRATION BUSINESS DEVELOPMENT Head of Business Development Noor Azhuril Adnan Senior Manager – Land Mohd Shahril Mat Jamin 48
CSSB | AOP 2024 49 CORE STRATEGIES Land Q1 2024 Q2 2024 Q3 2024 Q4 2024 1.0 1.1 Land Matters 3,030,000 1.2 Quit Rent (Undevelope properties) 3,663,642 1.3 Quit Rent (Develop Properties) 1,159,961 1.4 Assessment 715,048 1.5 Property Insurance 126,477 1.6 Land Inventory / Monitoring 270,000 1.7 Public Relation Enggagement - Land 50,000 9,015,128 Total Cost (RM) Shahril Compliance with authorities requirements to ensure business continuity and sustainability Total Cost No. Strategic Initiative Action Plan TIMELINE (Qtr) Staff Incharge
CSSB | AOP 2024 50 BUDGETED COST BY MONTH Land 2024 Particulars (RM) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YEAR 1.0 Land Matters 1 Surrender & Realienation 204B NLC for P1A SBB 1,000,000 - - - - - - - - - - - 1,000,000 2 Inai Kiara Subdivision & Lot 109054 Lot 140209 (2nd Batch - 2 Master Plots) 350,000 - - - - - - - - - - - 350,000 3 Strata The Magnet (Low Cost Factory) - - 280,000 - - - - - - - - - 280,000 4 Anjung Blok 22 Change of Zoning - - - 280,000 - - - - - - - - 280,000 5 Surrender of TNB Titles - Phase 3A, 3B, 3C - - - - 150,000 - - - - - - - 150,000 6 Relationship & Enggagement Initiative - - - - - - - - - - - - - 7 Replacing Old Title to New Title at land office (Section 10) Phase 2, SBB - 654 Title, Amalgamate of Title - - - - - 35,000 35,000 - - - - - 70,000 8 Land acquisition (6 Acres Precint 2 SBB) - 250,000 - - - 250,000 - - - - - - 500,000 9 Land Valuer - Market Value/ Land Consultancy - - 100,000 - 100,000 - - 100,000 - - - - 300,000 10 Land Matters - Contingency - - - 50,000 - - - - - 50,000 - - 100,000 Total 1,350,000 250,000 380,000 330,000 250,000 285,000 35,000 100,000 - 50,000 - - 3,030,000 2.0 Quit Rent (Undevelop properties) 1 PN 115177 LOT 159969 - PN 7929 Lot 74085 (Old Title) (SBB) - Presint 1A 325,211 - - - - - - - - - - - 325,211 2 PN 115178 LOT 159970 - PN 7929 Lot 74085 (Old Title) (SBB) -Presint 1B - - 738,123 - - - - - - - - - 738,123 3 PN 115179 LOT 159971 - PN 7930 Lot 74084 (Old Title) (SBB) - Presint 1A - 1,100,570 - - - - - - - - - - 1,100,570 4 PN 115180 LOT 159972 - PN 7930 Lot 74084 (Old Title) (SBB) - Presint 1B - - 218,196 - - - - - - - - - 218,196 5 HSD 163385 PT 154765 - PN 7931 Lot 74083 (Old Title) (SBB) - Preint 1B - - 670,573 - - - - - - - - - 670,573 6 PN 115181 LOT 159974 - PN 7931 Lot 74083 (Old Title) (SBB) - Presint 1A - - - - 7,137 - - - - - - - 7,137 7 PN 112468 Lot 171809 - PN 7925 Lot 74088 (Old Title) (SBB) - - - - 6,499 - - - - - - - 6,499 8 PN 112467 Lot 171797 - PN 7925 Lot 74088 (Old Title) (SBB) - - - - 10,962 - - - - - - - 10,962 9 PN 112466 Lot 171796 - PN 7925 Lot 74088 (Old Title) (SBB) Precinct 3 - - - - 96,044 - - - - - - - 96,044 10 PN 112469 Lot 171806 - PN 7926 Lot 74087 (Old title) (SBB) - - - - 25,221 - - - - - - - 25,221 11 PN 112470 Lot 171798 - PN 7926 Lot 74087 (Old title) (SBB) - - - - 55,587 - - - - - - - 55,587 12 Section 10 Undevelop Land (SBB)-Precinct 2 - - - 117,818 - - - - - - - - 117,818 13 10 Units Shop Office (Laguna Square) / 24 Units Undevelop (Section 10) /TLK (KAD) - PT 79508 (SBB) - - - 21,701 - - - - - - - - 21,701 14 PN 109054 Lot 140209 - Inai Kiara (subdived to 8 Individual Title) - - - 120,000 - - - - - - - - 120,000 15 Outstanding Quit Rent + Penalty Fees 7% 100,000 - - - - - - - - - - - 100,000 16 Quit Rent Contingency 25,000 - - - 25,000 - - - - - - - 50,000 Total 450,211 1,100,570 1,626,892 259,519 226,450 - - - - - - - 3,663,642