03 / OUR VALUE CREATION APPROACH 01 02 04 05 06 07 08 09 35 OUR BUSINESS VALUE CREATION MODEL Our digital and operational infrastructure enables the Group to advance its vision of democratising wealth management by breaking down traditional barriers to financial services, including through asset tokenisation and broader access to investment opportunities. • Malaysia Best Bank for ESG, Euromoney Awards for Excellence 2025 • Reduced overall GHG emissions at Kenanga Tower while reinforcing our support of the nation’s transition to a low-carbon economy • Top 20 Overall Excellence Award and the Niche Cap Excellence Award, National Corporate Governance and Sustainability Awards 2025 • Increased public financial awareness • Boosted local economic growth and supported social enterprises • Built stronger client trust and enhanced fraud prevention I During the year, the Group strengthened its core businesses while advancing digital and tokenisation capabilities, improving operational efficiency, deepening strategic partnerships and embedding sustainability to support long‑term value creation. • Strengthened position as Malaysia’s leading investment bank • Return on Equity: 4.53% • A+ credit rating from MARC • Kenanga Investors Berhad and Kenanga Islamic Investors Berhad retained its MARC IMR-2 rating • Malaysia Best Bank for Diversity & Inclusion, Euromoney Awards for Excellence 2025 • Gender Pay Ratio: 1:0.91 • Zero incidents of work-related fatalities • Turnover rate: 14.5% • Best Investment Bank Malaysia 2025, Global Banking & Finance Awards 2025 • Stockbroking Best Retail Equities Participating Organisation (Investment Bank) (Champion), Bursa Excellence Awards 2024 • Asset and Wealth Management 2026 Best of the Best Awards - Best Impact Investing Manager (ASEAN & Malaysia) - Malaysia Best Equity Manager - Malaysia ESG Engagement Initiative • Listed Derivatives Business Best Overall Derivatives Trading Participant (Champion), Bursa Excellence Awards 2024 • Launch of Myrra platform • Maintained our inclusion on the FTSE4Good Bursa Malaysia Index with an improved overall ESG score to 4.3 from 4.2 • Revenue: RM865.3 million • Profit before tax: RM73.6 million • Net profit: RM50.0 million • Dividend: 5 sen per ordinary share F • Gender Representation: • Total amount of training hours recorded: 49,901 hours • 92 employees received professional and role-based certification Talent Attraction and Development: • Individual Development Plan • Training and Learning Opportunities • Private Retirement Scheme • Medical Benefits • Fitness Memberships • Dental and Optical Benefits • Employees’ Share Option Scheme • Hybrid Work Arrangement Male: 48% Female: 52% H • Total energy consumption: 19,809.2 GJ • Total petrol consumption: 16,411.8 litres • Total electricity consumption: 5,348,386 kWh • GHG emissions data: Scope 1: 39.6 tCO2e Scope 2: 1,462.5 tCO2e Scope 3 (Category 6 & 7): 4,412.7 tCO2e Scope 3 (Category 15): 349,853.8 tCO2e (2024) • Total water consumption: 43,706.5 (m3) N • Total procurement spent on local entities: RM114.8 million • Total number of volunteer hours: 3,594 hours • Total amount invested on community initiatives: RM576,958 • Direct positive impact to over 1,100 individuals in marginalised communities • Involved in 181 financial literacy programmes • Over 1,650 participants registered for our annual Fraud Awareness Week in 2025 S • Stockbroking retail segment market share: 25.1% • Stockbroking volume transacted: 328.1 billion shares • Futures trading volume: 15.5 million contracts • Assets under administration: RM26.2 billion M I Continuous investment in technology‑driven innovation underpins long‑term growth and competitiveness but requires sustained Financial Capital and specialised Human Capital. Without ongoing prioritisation, resource constraints could limit the pace of innovation and the Group’s ability to execute its strategic priorities effectively. I F Investments in digital innovation, sustainability and talent development are critical to long‑term value creation, while drawing on near‑term financial resources. Insufficient investment in these areas could constrain the Group’s ability to build capability, resilience and sustainable growth over time. F H N Investments in energy‑efficient infrastructure require upfront Financial and Manufactured Capital and contribute over time to improved environmental performance and reduced long‑term risk. Failure to make these investments would increase exposure to regulatory, operational and reputational risks, potentially undermining long‑term resilience and stakeholder confidence. N S Investments in stakeholder engagement and community initiatives require Financial Capital and compete with other strategic priorities. Insufficient engagement would risk weakening stakeholder trust, support and the Group’s long‑term resilience. S M Ongoing optimisation of digital infrastructure, platforms and energy‑efficient facilities enhances operational efficiency and supports Intellectual and Natural Capital outcomes, while requiring significant Financial Capital. Insufficient investment over time could weaken efficiency gains and limit the Group’s ability to support evolving business and growth requirements. M Sustained investment in talent development and employee wellbeing is essential to building organisational capability and supporting digital transformation, despite higher short‑term costs. Failure to invest adequately could constrain skills availability, reduce employee engagement and limit the Group’s ability to execute its long‑term strategy. H OUTPUTS OUTCOMES TRADE-OFFS
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