Page 32 - Annual Report 2021

Overview Leadership Message Business segment Moving Forward Our Resources Working for a Corporate Financial
review Plan Better Tomorrow Governance Statements

HEaLTHCarE

of wards and facilities, and addition Given the linkages However, there are barriers to entry
of beds and operating theatres to between UMH, UMSC as the pharmaceutical market is not
increase capacity. easy to penetrate and requires high
• Continue planning for the new and Universiti Malaya capex, but this could be mitigated by
purpose-built hospital building to Medical Centre riding on the facilities available in
house current and cutting-edge (UMMC) which is the UM faculties. In addition, the Group
facilities and services. recommends that UM Pharma look into
public healthcare brand and marketing development
The planned major expansion drive for arm of UM, there to create visibility, while capitalising
UMSC will centre on: is potential for UM and developing its own technology
in-house by leveraging on internal
Pharma to penetrate experts and UM’s R&D banks. This
• Positioning UMSC as a One-Stop
Health Care Centre of Choice their procurement would expedite the commercialisation
catering to the local and global value chains and and monetisation of UM’s research
market. supply high value work which is sought after by
• Pursuing Local and International pharmaceutical players from Taiwan,
Japan and other international markets,
Accreditation and Awards that will products that are supporting the Group’s ultimate aim
expedite UMSC’s drive to become a competitively priced, of commercialising and creating value
Quaternary Hospital. whereby savings from UM’s intellectual capital.
can be passed
UMSC will expend continuous effort to
improve its customer satisfaction by on not only to
emphasising: the healthcare
enterprises but
• Best services by Top Notch
Consultants to consumers
• A Seamless Patient Journey and the
• Technology Innovation to improve public.
efficiency and support talent
retention
• Improved issues and complaints
resolution
• Best quality of service
• Consistency with its brand strategy
as a Premier Quaternary Hospital

In the Pharmaceutical segment,
the Group plans to position UM
Pharma as an integrated end-to-
end pharmaceutical company that is
involved in R&D, commercialisation
and distribution. Given the linkages
between UMH, UMSC and Universiti
Malaya Medical Centre (UMMC) which
is the public healthcare arm of UM,
there is potential for UM Pharma to
penetrate their procurement value
chains and supply high value products
that are competitively priced, whereby
savings can be passed on not only
to the healthcare enterprises but to
consumers and the public.

32 UM Holdings Group