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IJM Corp Bhd has confirmed that the upcoming retirement of its chairman Tan Sri Krishnan Tan is part of a long-planned leadership transition, with the company’s strategy, management direction and business priorities remaining unchanged. In a statement, IJM said Tan had previously indicated that his current board term would be his final one. His decision not to seek re-election at the company’s upcoming Annual General Meeting (AGM) reflects an orderly succession process for the group. “The group’s strategy, management team and business priorities remain unchanged as IJM continues executing its long-term growth plans,” the company said. Tan will officially step down as chairman following the conclusion of IJM’s AGM scheduled for Aug 27, marking the end of an approximately 42-year association with the company. During his extensive tenure, Tan played a key role in shaping IJM’s growth and transformation into one of Malaysia’s leading diversified construction and infrastructure groups. The company said he contributed significantly through various leadership positions as IJM expanded its presence and capabilities over the decades. In his final chairman’s statement published in IJM’s annual report, Tan reflected on his career with the group with a sense of pride and appreciation. “Having had the privilege of participating in the acquisition and merger of the companies that formed IJM, and subsequently serving as its chief executive officer and chairman over the past four decades, I look back with immense pride and gratitude at what we have built together,” he said. Tan added that he was confident IJM was well-positioned to enter its next phase of growth. His final year as chairman was particularly significant due to two major developments — the conditional voluntary takeover offer by Sunway Bhd in January 2026 and the subsequent scrutiny following allegations circulated on social media. The proposed takeover attempt ultimately did not proceed after Sunway failed to obtain acceptances exceeding 50% of IJM’s shares. “Having spent much of my career evaluating acquisitions rather than being the subject of one, the experience served as a sobering reminder of the need to be nimble and dynamic given the rigour of a fast-evolving business environment and that of the capital markets,” Tan said. Tan also addressed the challenges arising from what he described as “malicious and unfounded” allegations circulated online, which placed both IJM and his personal reputation under public scrutiny. He said the Malaysian Anti-Corruption Commission’s decision to take no further action, together with confirmation that the proposed acquisition process complied with legal and regulatory requirements, reaffirmed confidence in the group’s governance standards. Tan further stated that claims involving RM2.5 billion in alleged money laundering linked to IJM were found to be without basis, while the United Kingdom’s Serious Fraud Office confirmed that it had never undertaken any investigation into the alleged movement of funds. “While these were indeed trying times where reputations were being questioned, positively, shareholders can take comfort in the fact that the governance, integrity and ethical standards established by our founding leaders stood the test of one of the most challenging periods in the group’s history,” he said. “With these events now behind us, our attention is firmly on the future and the opportunities ahead.” Tan, 73, was appointed chairman of IJM on Aug 29, 2019, after previously serving as deputy non-executive chairman from 2014. He first joined IJM’s board on June 12, 1984 as an alternate director and went on to hold several senior leadership roles, including financial controller, director, deputy managing director, group managing director, chief executive officer and managing director, and executive deputy chairman. As at the end of June 2026, Tan held a direct interest of 0.3% and an indirect interest of 0.032% in IJM. His retirement marks the conclusion of a decades-long leadership journey that has coincided with IJM’s evolution into a major player in Malaysia’s construction, infrastructure and diversified business sectors.

HeiTech Padu Bhd has redesignated its executive director Datuk Sandraruben Neelamagham as the company’s new deputy chairman, effective immediately, as the technology group moves to strengthen its leadership structure. Sandraruben, 39, joined HeiTech Padu as an executive director in April 2024. A lawyer by profession, he previously served as an adviser to NexG Bhd before taking up his role at HeiTech Padu. HeiTech Padu Bhd, Deputy Chairman – Datuk Sandraruben Neelamagham. His appointment comes amid continued attention surrounding corporate developments involving NexG, including allegations and disputes raised earlier this year involving key shareholders, intellectual property and government-related technology contracts. According to statements made by businessman Victor Chin Boon Long and Pandan Member of Parliament Datuk Seri Rafizi Ramli, Sandraruben — also known as Ruben — was allegedly the individual referred to as “Mr R” in relation to claims involving the proposed transfer of 421.7 million NexG shares to an unnamed party described as his purported “boss”. In March, NexG founder and major shareholder Datuk Hanifah Noordin alleged that Sandraruben and lawyer Datuk Chong Loong Men had attempted to transfer NexG’s core technological capabilities and critical intellectual property linked to its government contract to HeiTech Padu. Hanifah further claimed that Sandraruben was reporting to an individual identified only as “Mr A”, whom he linked to Bestinet Sdn Bhd, a company involved in the processing of foreign workers, including those from Bangladesh. He alleged that the individual was behind an effort to move NexG’s key technological assets out of the company. The identity of “Mr A” has not been officially disclosed. However, Rafizi had previously linked the individual to Datuk Seri Farhash Wafa Salvador, a former political secretary to Prime Minister Datuk Seri Anwar Ibrahim, citing that Sandraruben’s law firm had represented Farhash in a defamation suit against him. The allegations have drawn attention within Malaysia’s technology and corporate sectors, particularly due to NexG’s involvement in government-related technology solutions and digital identity infrastructure. HeiTech Padu has not provided further details regarding the leadership change beyond announcing Sandraruben’s redesignation as deputy chairman. Following the announcement, shares of HeiTech Padu closed unchanged at RM1.29 on Wednesday, giving the company a market capitalisation of approximately RM210.25 million. The counter has declined more than 24% year-to-date amid ongoing market scrutiny and investor sentiment surrounding the company.

There was a time when a kitchen was judged by the strength of its stove or the size of its refrigerator. Today, it has become something far more personal. It is where families reconnect after long days, where wellness begins with the meals prepared, and increasingly, where technology quietly works in the background to make everyday living healthier, safer and more intuitive. Modern homeowners are no longer simply purchasing appliances—they are investing in lifestyles that reflect convenience, sustainability and peace of mind. This changing mindset has given rise to what many in the industry now recognise as the smart living movement. At the forefront of this evolution is SENZ Marketing (M) Sdn. Bhd., a proudly Malaysian brand that has steadily transformed itself into one of the country’s most recognised names in innovative kitchen and lifestyle appliances. Rather than competing solely on price or product specifications, SENZ has built its business around a simple yet increasingly relevant philosophy: technology should improve the way people live, not complicate it. Founder and Managing Director of SENZ Marketing (M) Sdn. Bhd. – Datin Katherine Leong Hong Yin. Since its establishment, the company has developed an extensive portfolio spanning its Classic, Premium and flagship Premium X Series, catering to everyone from first-home buyers and growing families to discerning homeowners seeking premium, technology-driven living. Along the way, the company has earned national recognition as a Malaysia Book of Records holder and multiple SOBA award winner, including accolades for Best Brand and Best in Customer Service. Perhaps even more telling is the confidence it has earned from consumers, reflected in more than 1,700 five-star Google Reviews—the highest rating within Malaysia’s kitchen appliance sector. For SENZ, however, the product itself is only part of the story. The company believes one of the greatest frustrations facing homeowners begins after they have already made a purchase. Whether navigating confusing user manuals, waiting weeks for warranty claims or struggling to reach customer support, many consumers have experienced what the company describes as the “after-sales trap”—a gap that continues to undermine confidence across the industry. Instead of accepting this as the norm, SENZ chose to redesign the ownership experience. Every appliance is equipped with a universal QR code that instantly connects users to an extensive digital library of instructional videos covering operation, self-installation and preventative maintenance. Rather than forcing customers to decipher lengthy manuals, the company offers immediate access to practical visual guidance that empowers homeowners from the moment their appliance enters the home. When technical support is required, customers are connected directly to SENZ’s dedicated in-house service infrastructure, eliminating many of the lengthy processes traditionally associated with warranty claims and repairs. It is a customer-first approach that reflects a broader belief that premium service should continue long after the purchase has been made. That philosophy emerged from an opportunity the company recognised early in its journey. Malaysia’s appliance market had long been divided between premium international brands offering advanced technology at higher price points and lower-cost alternatives that often lacked innovation, safety certifications or dependable after-sales support. SENZ saw an opportunity to bridge this divide by developing high-performance, space-saving appliances engineered specifically for Malaysian homes, lifestyles and cooking habits. As consumer expectations evolved, the challenge shifted from simply delivering better products to creating a complete ownership ecosystem built around reliability and transparency. Rather than outsourcing customer support, SENZ invested heavily in building its own integrated operations hub in Puchong, housing warehousing, quality control and technical repair facilities under one roof. This operational independence has enabled the company to maintain greater consistency while responding more efficiently to customers’ needs. While many businesses define growth through expansion alone, SENZ views progress through a different lens. Its ambition is not simply to increase sales volumes, but to strengthen the ecosystem surrounding its business. Today, the company supports a nationwide network of more than 200 authorised dealers, providing warehouse facilities that ease inventory pressures, digital marketing assets that strengthen local visibility and business support designed to improve profitability across the network. Equally deliberate are the opportunities it chooses not to pursue. In an increasingly price-driven market, SENZ has resisted the temptation to compete through low-cost, uncertified products that may compromise quality or long-term brand value. Instead, it continues investing in engineering, customer support and innovation, believing that sustainable growth is built on trust rather than short-term gains. As the organisation has grown beyond RM17 million in revenue, leadership has naturally evolved alongside it. The transition required moving away from founder-led decision-making towards a more structured, data-driven organisation. Departmental leadership, cross-functional accountability and digital management systems have replaced manual oversight, allowing teams greater autonomy while maintaining consistency across every aspect of the business. Technology now plays a central role behind the scenes as well. Digital warehouse management systems monitor inventory accuracy, while proprietary field service applications enable technicians to document repairs and maintenance in real time, reinforcing accountability throughout the customer journey. For SENZ, scaling has reinforced an important lesson—that sustainable businesses are built not through tighter control, but through stronger systems that empower people to perform at their best. Many of these investments remain invisible to consumers. Customers see beautifully designed appliances displayed in showrooms. What they rarely see is the operational framework supporting every purchase—from stringent quality control and responsive customer care to seven-day unconditional return policies, complimentary cleaning services and digital service verification designed to provide confidence long after installation. These behind-the-scenes investments have become one of the company’s greatest competitive advantages, transforming after-sales support from an operational necessity into a defining brand experience. The company’s vision for the future reflects a broader shift taking place across modern households. Tomorrow’s kitchens will no longer be defined simply by cooking performance. They will become healthier, more connected environments where technology actively contributes to family wellbeing. Products such as SENZ’s AIGuard Series, designed to monitor kitchen air quality, and its InfinityZone Anywhere Cooker, which offers greater flexibility for modern cooking, illustrate the direction the company believes the industry is heading. Achieving this vision requires

Business has never been built solely in boardrooms. Some of the most meaningful partnerships begin over coffee between conference sessions. New ideas are sparked during networking receptions. Trust is strengthened through shared experiences, while conversations that begin at an industry forum often evolve into collaborations that shape businesses, industries and even communities. Managing Director and Founder of TR Branding Sdn Bhd –  Juliahayyu Mohamad. As the business world becomes increasingly connected, organisations are recognising that every interaction is an opportunity to communicate who they are, what they stand for and the relationships they hope to build. Events are no longer simply gatherings—they have become strategic platforms for storytelling, engagement and influence. It is within this evolving landscape that Tr Branding Sdn. Bhd. has established its place. Since its inception in 2015, the Malaysian consultancy has quietly redefined what clients should expect from an event and communications partner. Rather than focusing solely on logistics or production, the company approaches every project as an opportunity to create experiences that strengthen brands, connect people and deliver meaningful outcomes beyond the occasion itself. Founded by two lifelong friends whose professional backgrounds couldn’t have been more different—one rooted in engineering and operational precision, the other in media and international marketing—Tr Branding was built on the idea that creativity and structure should never exist independently. Together, they envisioned a company capable of delivering complete solutions, bringing together event management, branding, public relations, creative design, logistics, marketing and strategic consultancy under a single roof. That integrated philosophy has since become the company’s defining strength. Today, Tr Branding works across both the public and private sectors, delivering everything from corporate conferences and product launches to ministerial dinners, government initiatives and regional community programmes. Yet the company sees itself as far more than an event organiser. Its role begins well before invitations are sent and continues long after the final guest has departed. Every project starts with a simple question: What is the client truly trying to achieve? Sometimes the objective is visibility. Sometimes it is stakeholder engagement. Other times it is about strengthening public confidence, celebrating milestones or creating environments where meaningful conversations can naturally unfold. Understanding that objective shapes every creative and strategic decision that follows. This perspective reflects a broader shift taking place across the industry. Modern organisations increasingly seek partners capable of managing not only an event, but the entire experience surrounding it. Branding, publicity, media engagement, digital communications, creative storytelling and audience engagement have become just as important as venue selection or programme management. Recognising this change early allowed Tr Branding to position itself as a strategic advisor rather than simply a service provider, helping clients navigate the wider business and communications landscape while delivering experiences aligned with their long-term objectives. Behind this approach is a leadership philosophy grounded in authenticity. Entering an industry historically dominated by men, particularly in leadership and project management roles, the company’s founder believed there was room for a different style of leadership—one that values empathy alongside execution, collaboration alongside accountability, and relationships alongside results. That mindset continues to shape the company’s culture today. Attention to detail, thoughtful communication and genuine partnership have become central to the way Tr Branding works with clients, suppliers and stakeholders alike. Rather than viewing projects as isolated assignments, the team invests time in understanding each organisation’s broader vision, often contributing ideas, identifying opportunities and refining concepts long before implementation begins. As the business has grown, so too has its understanding of success. While commercial performance remains essential, growth is measured through a much broader lens—one that includes the development of people, positive community impact and the ability to remain relevant within a rapidly changing industry. Continuous learning, embracing emerging technologies and nurturing future talent are viewed as investments that strengthen both the business and its clients. Equally important is remaining true to the principles that define the organisation. As a Muslim-owned business, Tr Branding believes sustainable success should never require compromising personal values or corporate integrity. Instead, it has built a reputation for balancing commercial ambition with purpose, believing that long-term trust is one of the most valuable assets any business can cultivate. Growth, however, has also brought greater complexity. As client expectations continue to evolve, delivering increasingly ambitious projects while balancing budgets, timelines and operational realities requires a different kind of leadership. Rather than centralising every decision, the company has focused on building empowered teams capable of solving problems collectively and taking ownership of their responsibilities. It is a leadership style founded on trust. Employees are encouraged to contribute ideas openly, collaborate across disciplines and develop solutions together, reflecting the belief that exceptional experiences are never created by one individual but through the collective efforts of an engaged and committed team. Much of this work remains invisible to the people attending the events themselves. Guests may notice seamless registration, carefully designed spaces or flawlessly timed programmes, but they rarely see the countless hours spent refining concepts, anticipating challenges, coordinating stakeholders and shaping every interaction to ensure the experience feels effortless. Beyond execution, the company also works closely with clients on communications strategy, media exposure, social media visibility and post-event evaluation. Success is therefore measured not by applause at the end of an event, but by the conversations that continue afterwards, the relationships that are strengthened and the long-term value created for the organisations involved. Looking ahead, Tr Branding is preparing for a future where experiences increasingly extend beyond physical venues. The company is investing in digital and hybrid event capabilities, including live streaming, virtual engagement and technology-driven audience experiences, while continuing to strengthen its team’s expertise through professional development and exposure to global best practices. At the same time, it is expanding its regional ambitions, building on projects already delivered in countries such as Thailand and Indonesia with the goal of bringing Malaysian creativity and event management excellence to a wider international audience. Ultimately, Tr Branding’s story is not simply about organising successful events. It is about understanding that in today’s