KENANGA INVESTMENT BANK BERHAD INTEGRATED ANNUAL REPORT 2024 WE ARE KENANGA OUR SUSTAINABILITY APPROACH LEADERSHIP STATEMENT HOW WE ARE GOVERNED FINANCIAL STATEMENTS SHAREHOLDERS’ INFORMATION ADDITIONAL INFORMATION OUR VALUE CREATION APPROACH 103 102 Part II: Directors’ Effectiveness Evaluation CORPORATE GOVERNANCE OVERVIEW STATEMENT CORPORATE GOVERNANCE OVERVIEW STATEMENT In terms of Individual Directors, their effectiveness was assessed based on the following criteria: Based on the above, the Overall Average Scoring in respect of the individual Directors assessment was as follows: Criteria Average Scoring Section A: Board Dynamics and Participation 2.88/3.00 (96.00%) Section B: Leadership. Integrity and Objectivity 2.87/3.00 (95.66%) Section C: Knowledge and Expertise 2.87/3,00 (95.66%) OVERALL SCORING FOR BOARD 2.87/3.00 (95.66%) As a result of the assessment and the feedback received from members of the Board, as well as Board Committees, the following key initiatives to improve the Board’s, as well as individual Directors’ overall effectiveness had been identified: Section A: Board Dynamics and Participation Section A: Board Dynamics and Participation Under this section the individual Director is assessed as to whether he/ she – • attends meetings well prepared as evidenced by the quality of his/ her contribution to discussions; • listens to and values other opinions, proactively questions and respectfully challenges views and status quo without stifling discussions; • is a team player and is considerate, collaborative and inclusive of others’ views; and • communicates effectively with other Board Members, the GMD and, thereby enriching the decision-making process. Based on the outcome of the assessment, all the Directors achieved an average scoring of between 2.81/3.00 to 2.94/3.00. There was no adverse feedback given to any of the Directors. Section B: Leadership, Integrity and Objectivity Under this section, the individual Director is assessed as to whether he/she - • holds himself/ herself and others accountable to meet commitments and for decisions made; • is courageous in stepping up to address difficult issues in order to ensure that matters are deliberated in a robust manner; • upholds high levels of professionalism and impeccable integrity in his/ her conduct; • remains composed and positive in the face of uncertainties when deciding on the best course of actions; • shows empathy while persuading others to his/ her views; • proactively discloses real and apparent conflict of interest situations and abstains from voting when necessary; • demonstrates clarity of thought and independence of judgement in problem solving; • is agile in adapting to different demands to his/ her role as a Board member; and • makes good and timely decisions that keep the Company moving forward. Based on the outcome of the assessment, all the Directors achieved an average scoring of between 2.76/3.00 to 2.91/3.00. There was no adverse feedback given to any of the Directors. Section C: Knowledge and Expertise Under this section, the individual Director is assessed as to whether he/she – • demonstrates continuous learning by, among others, keeping abreast of industry developments and trends, competition, regulatory changes and technological advancements; • is forward looking in the strategic insights and global perspective that he/ she brings to Boardroom discussions; • is reasonably comfortable with the usage of technology whilst keeping abreast of its latest development; • shares views that cultivate innovation in enhancing the Company’s overall performance; and • is mindful and takes into consideration relevant rules and regulation affecting the Company’s various operations. Based on the outcome of the assessment, all the Directors achieved an average scoring of between 2.76/3.00 to 2.98/3.00. There was no adverse feedback given to any of the Directors. Section B: Leadership, Integrity and Objectivity Section C: Knowledge and Expertise Continuous development for the Directors to ensure the Directors are kept abreast with regional and global changes impacting the Company, as a financial institution. In respect of Board continuous development, areas to be covered moving forward would be Artificial Intelligence/ Disruptive Technology/ Digitalisation, Sustainability and Climate Change, Regulatory Updates, and Risk Management (Market Risk); 1 More focus to be put on investor relations, regional partnerships and building of KIBB’s ecosystem to enhance shareholder’s value; 2 Improvement in the timeline for dissemination of meeting papers from five (5) days before meeting currently to seven (7) days before meeting, to allow adequate review and meeting preparation by the Board members; 4 Engagement of external consultant to conduct the Board Effectiveness Evaluation; 3 More Board discussions on succession plan and talent management for the Board, GMD and key management personnel; and 5 More regular reviews to be conducted on the Company’s compensation philosophy to continue to attract talents. 6
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