85 ANNUAL REPORT 2025 MST GOLF GROUP BERHAD Progress Against Our Targets Risk Topics No. Targets 2025 Progress Summary Climate Change & Transition 1 Strengthen climate resilience and integrate climate-related considerations into planning. In progress. Climate scenario analysis and sensitivity assessments were completed, with climate-related considerations progressively incorporated into planning and risk management. Greenhouse Gas Emissions 2 Reduce emissions intensity progressively over time. In progress. Emission intensity improved compared to the baseline year despite increased fuel consumption. Energy Use 3 Improve electricity efficiency and operational energy discipline. In progress. Electricity use was monitored and remains a key focus area for efficiency improvement. Waste Management 4 Reduce landfill waste and strengthen recycling efforts. In progress. Landfill waste was tracked at approximately 31.56 tonnes, with waste reduction and recycling remaining ongoing focus areas. Water Use 5 Improve water efficiency and strengthen monitoring coverage. In progress. Water consumption tracking improved significantly in 2025 with broader operational data coverage. Empowering Community Engagement (Social) Community engagement is therefore not viewed solely as charitable giving or brand visibility. It is part of how the Group contributes beyond commercial outcomes, strengthens stakeholder trust, and supports a more inclusive and resilient golf ecosystem over time. MATERIAL MATTERS Data Security and Privacy 01 Anti-Bribery, Anti-Corruption and Anti-Money Laundering (“ABCML”) 02 Responsible Retail Practice and Customer Care 03 MATERIAL MATTERS Climate Change and Transition 01 Greenhouse Gas Emissions and Energy Use 02 Waste Management and Product Life Cycle 03 Water Use 04 Material Matters Community Engagement 01 Promoting Golf as a Sport 02 Material Matters Supplier Compliance and Ethics 01 Supply Chain Resilience 02 Why This Matters Golf is inherently a participation-based and community-driven sport, relying on trust, accessibility, and continued engagement from players, learners, and partners. As a retailer and service provider within this ecosystem, MST Golf’s ability to engage meaningfully with communities directly influences its reputation, stakeholder trust, and the long-term vibrancy of the sport. When community engagement is limited, unstructured, or disconnected from day-to-day operations, the Group risks reputational erosion, weaker stakeholder relationships, and reduced opportunities to contribute positively to the broader golf ecosystem. At the same time, the Group may miss valuable opportunities to support inclusion, grassroots development, environmental awareness, and social value creation through the platforms it already operates.
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