ANNUAL REPORT 2014/2015
INTERVIEW WITH SENIOR MANAGEMENT
withering down our resourcesmeant for asset
enhancements and portfolio expansion. At
some point in time, the Group may consider
other options such as scrip in lieu of cash
dividends to support business growth.
Q9 Why are you not revaluing your assets?
A9
We have been conservative to base our long
term fixed assets on acquisition costs. This
is prudent and good practice. Revaluation
exercises are time-consuming and costly,
and may result in unnecessary impairments
during market downturns.
Notwithstanding, we may consider
revaluation of our assets should the need
arise (e.g. accounting standards change).
DIRECTOR, CORPORATE PLANNING
Q10 What is your role and how do you value
add to the organisation?
A10
Having come from a structured Government
background, I can see that the Group has
immense potential. One of its key strengths
is its ability to reinvent and transform,
an important facet in today’s dynamic
environment.
From its humble beginnings in shipping, we
have since evolved into a major hospitality
brand and property developer. Today, the
Group is a well established, regional brand
in its own business realm.
In the role of corporate planning, we seek
to learn from and institutionalise best
practices, both from within the organisation
and external sources. In addition, we will
continue to tap on the Group’s strengths to
examine how to better redeploy resources,
and explore opportunities beyond our core
competencies as we strive to stay relevant
in the decades ahead.
MR ANDREW LIN
Director, Corporate Planning
MSc Civil Engineering (University College London),
BEng Civil & Environmental (University College London)
