CORPORATE PROFILE

Glomac Bhd. is an investment holding company, which engages in the business of property development.
It operates through the following segments: Property Development, Construction, and Property
Investment. The Property Development segment includes the development of residential and commercial
properties for sale; and sale of land. The Construction segment refers to construction of buildings. The
Property Investment segment invests on land and buildings which are held for investment potential and
rental income. The company was founded by Mohamed Mansor bin Fateh Din and Loong Tuck Fong on
November 23, 1983 and is headquartered in Kuala Lumpur, Malaysia.

Glomac traces its corporate history back to 1988, when the two entrepreneurs and founders of the Group,
Tan Sri Dato' FD Mansor, Group Executive Chairman and Datuk Richard Fong, Group Executive Vice
Chairman, joined forces to start Glomac.

The company is currently helmed by Datuk Seri FD Iskandar, Group Managing Director/ Chief Executive
Officer. Today, Glomac Berhad comprises more than 55 subsidiaries with involvement in every facet of
the real estate business encompassing property development, property investment, construction,
property management and car park management.

Glomac Berhad was listed on the Main Board of Bursa Malaysia Securities Berhad on 13 June 2000.
Property development remains the core focus of the Group since its inception. With this, it continues to
affirm the Group's reputation as a responsible and visionary property developer with its solid record of
developing townships, residential, commercial and mixed development properties.

To-date, the Group has completed more than a total sales value over RM8.5 billion. Moving forward,
Glomac is entering into a new phase of growth as it is in the midst of launching more than RM658 million
worth of property.

As a long term player committed to escalating our presence in the real estate market particularly focusing
in the prime area of the Greater KL, where the Group is well established. Glomac is continuously planning
and designing new projects for our existing landbank, and evaluating new landbank opportunities and
looking out for new opportunities in the country.

Vision

Our vision is to help improve the quality of life by providing a better place to live or work in. By carrying
out this vision, we want to be recognised by our customers, shareholders and employees as a world-class
property developer.

Mission

Our mission as a caring and reliable property developer is to deliver outstanding service, quality products
and value for money for our customers. Through dedication, innovation and passion, we are confident
about our ability to achieve these goals.
5-YEAR FINANCIAL HIGHLIGHTS
Cpm

Critical weight glomac Ynh property Selangor properties

success rating score rating score rating score
factor
Site selection 0.20 4 0.80 3 0.60 2 0.40
Cost control 0.15 3 0.45 3 0.45 4 0.60
Land 0.15 3 0.45 2 0.30 2 0.30
acquisition
Financial 0.12 2 0.24 3 0.36 4 0.48
position
Investment 0.10 4 0.40 3 0.30 2 0.20
funding
Planning & 0.08 3 0.24 3 0.24 2 0.16
development
Marketing 0.08 2 0.16 2 0.16 3 0.24
and sales
Innovative 0.06 4 0.24 3 0.18 2 0.12
concept
Expertise 0.06 4 0.24 3 0.18 2 0.12
Total 1.00 3.22 2.77 2.62
External Factor Evaluation (EFE)

Key external factor weight rating Weighted score

Opportunities
1. increasing
infrastructure
development
2. past residential
market record shows
the segment is still
reliable
3. greater Kuala
Lumpur area
4. economic
transformation
program (ETP)
5. employment of more
systematic and
mechanic system, from
conventional
technology
Key external factor weight rating Weighted score

Threats

1. economic headwinds
in the local market

2. property market in
low occupancy rate

3. oversupply of
working office building

4. the increase of the

price of property did
not seem to slow down

5. burden of new
generation buyers
THE INTERNAL FACTOR EVALUATION (IFE) MATRIX

Key internal factor weight rating Weighted score

Strengths

1. township
development focus
strategy

2. strong gross
development value
(gdv) as supporting for
sales revenue

3. glomacs market
capitalism grow from
rm 300 million to rm
600 million

4. strong brand
building in kuala
lumpur area

5. strong innovative
concept
Key internal factor weight rating Weighted score

weaknesses

1. stable income
stream, but lack of
income

2. poor forecast ability

to lower sales rate

3. too limit of property

ranges

4. development and
projects coverage not
big enough

5. weak in marketing
and sales
 Strengths S Weaknesses W

1. Twnship development focus 1. Stable income stream, but

strategy lack of income
2. Strong gross development 2. Poor forecast ability to lower
value (gdv) as supporting for sales rate
sales revenue 3. Too limit of property ranges
3. Glomacs market capitalism 4. Development and projects
grow from rm 300 million to coverage not big enough
rm 600 million 5. Weak in marketing and sales
4. Strong brand building in
kuala lumpur area
5. Strong innovative concept

Opportunities 0 SO Strategies WO Strategies

1. increasing infrastructure 1. Focusing the development on 1. Putting more marketing effort

development township project, on the high to increase the income
2. past residential market residential market 2. Increase the option of
record shows the segment is 2. Using the infrastructure property availability as well
still reliable availability to increase the as coverage, such as
3. greater Kuala Lumpur area land value, and then sales condominium
4. economic transformation income 3. Offering more property
program (ETP) 3. Getting involve in Greater development in Greater
5. employment of more Kuala Lumpur plan and Kuala Lumpur area
systematic and mechanic channel higher revenue in 4. Enhance the marketing and
system, from conventional future sales involvement to stay in
technology 4. ETP and application of new the trend
system fits really well with the
strong innovative concept of
Glomac. This internal
strength attract more buyers
and investment

Threats T ST Strategies WT Strategies

1. Economic headwinds in the 1. Turning the economical 1. Turn the focus to township
local market concern into more development, or fewer
2. Property market in low development projects projects, yet profitable
occupancy rate 2. Turning the oversupply 2. Acquisition of the other
3. Oversupply of working office situation by providing more property companies that
building new buildings with slightly competes on the same
4. The increase of the price of higher price region, as well as purchasing
property did not seem to 3. Moving away from the more buildings in Klang
slow down intensified market by using Valley
5. Burden of new generation the financial power as 3. Offering affordable housing
buyers supporting factor development, with slight
4. An allocation portion of the average pricing
project, to build 20-25% 4. Acquisition of other property,
property in affordable prices, should be able to slower
to tap new generation buyers down the competition, hence
also slow down the price
increases while increase
number of buyers
SPACE MATRIX

Internal strategic position External strategic position

Competitive advantage Industry strength
-3 Quality +5 Barriers to entry
-2 Value creation for +4 Growth potential
buyers
Axis X
-3 Expertise +2 Industry profitability
-4 innovation +3 Consolidation
Average: -3.00 Average: +3.50
Financial strength Environmental stability
+5 ROE -3 Inflation
+3 Leverage -4 Construction Technology
+4 Liquidity -2 Demand
Axis Y
+2 Turnover -4 Lending policy
Average: +3.50 Average: -3.25
Total axis y score: +0.25
conservative aggressive

defensive competitive
Conclusion and recommendations

In conclusion, the company has a great growth potential in various area. This statement

can be viewed from different perspective using analysis from SWOT matrix, SPACE matrix, BCG

matrix, financial ratio analysis and others.

Glomac shall focus on its development on the township project, on the high residential

market to show its lakeside residences and other township projects to the public, to convince the

customers that they are developing. Besides, Economics Transformations Programme is a good

pathway to follow as there will be the future market in Malaysia. Increasing in option and coverage

of the properties to include condominiums should be considered as the best choice. However

Glomac should continue growth in the sustainable property development and contribute in green

environment property. This will indirectly boost up the image rating of the company and provide

better future.