4 Leadership Insights DAGANG NeXCHANGE BERHAD Integrated Report 2024 Steering Through a Complex Operating Landscape FY2024 was marked by varying degrees of pressure across our core business divisions. In the Technology Business Segment, global semiconductor uncertainties and arbitration proceedings introduced near-term volatility, though encouraging demand trends began to emerge, particularly in artificial intelligence (“AI”) and data-driven applications. In the Energy Business Segment, the operating landscape grew more complex with regulatory shifts in the United Kingdom prompting a reassessment of investment exposure and a strategic rebalancing towards Malaysian oil assets. The IT Business Segment, while less exposed to external shocks, continued to evolve as it advanced beyond government-centric workstreams into private-sector digitalisation. Throughout these challenges, the Group demonstrated composure, adaptability and a readiness to recalibrate where necessary. I commend the leadership team for navigating these headwinds with a view not just towards resolution, but towards repositioning DNeX for future growth. The steady recovery in our semiconductor business, the strategic shift in our Energy portfolio and the expansion of digital services all reflect a purposeful response to evolving market demands. Preparing for Organisational Realignment FY2024 saw a pivotal leadership transition, with Faizal Sham Abu Mansor assuming the role of Group CEO, following my tenure as Executive Chairman. This evolution underscores our dedication to fostering growth and innovation. Faizal's fresh perspectives and strategic vision instil confidence in me, and I anticipate continued value creation for our stakeholders under his leadership. I am committed to supporting him in this new chapter. Looking ahead, we are taking deliberate steps to enhance how the Group operates, starting with the planned consolidation of our core business segments. This strategic realignment, which will commence in FY2025, is designed to improve operational cohesion, optimise resource allocation and unlock new efficiencies across the organisation. It is timely and necessary to support the next phase of DNeX’s growth. A key part of this transformation includes the establishment of an Executive Committee at the holding company level. This leadership structure will enable stronger cross-functional collaboration and clearer decisionmaking pathways, ensuring that business execution aligns more closely with strategic intent. These developments reflect our commitment to refining internal structures, not in isolation but in support of building a more agile, accountable and performance-driven organisation. Enabling Responsible Innovation We are also encouraged by the increasing use of AI, automation and data-driven tools across the Group. These capabilities are beginning to unlock tangible benefits in operational efficiency, risk mitigation and strategic decision-making. By enabling faster insights, better forecasting and more informed responses to changing market conditions, these tools are helping the Group operate with greater agility and precision. As these technologies mature, they will become integral to how we scale, adapt and lead in increasingly complex environments. As we move further into this digital frontier, we remain mindful of our responsibility to use technology thoughtfully and ethically. Transparency, data security and governance will continue to guide our adoption of digital solutions, ensuring that innovation supports - not compromises - stakeholder trust. Chairman’s Statement Dear Shareholders, It is my privilege to address you as we reflect on Dagang NeXchange Berhad’s (“DNeX” or “the Group”) journey through a year defined by complexity, resilience and forward recalibration. The financial year ended 31 December 2024 (“FY2024”) challenged us on multiple fronts: macroeconomic uncertainty, regulatory shifts and sector-specific pressures, all of which tested the strength of our foundation. Yet, it also marked a period where we took deliberate steps to reassess priorities, refine our focus and chart a clearer course for the future. As we look back, what stands out is not only how the Group adapted to a changing environment, but how it began laying the groundwork for long-term transformation. The year was, in many ways, a turning point, one that demanded both resolve and strategic clarity from everyone across the organisation.
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