ESG

Maybank Group has committed to mobilise US$73 billion in sustainable finance across ASEAN by 2030, increasing its target as it continues to support what it describes as a responsible and orderly transition towards long-term growth and resilience. Group president and chief executive officer Datuk Seri Khairussaleh Ramli said the revised target builds on the group’s earlier achievement of about US$43 billion in sustainable finance as of 2025, surpassing its previous commitment and reflecting stronger momentum in the region. Maybank president and group CEO Datuk Seri Khairussaleh Ramli. “Our focus is not only to finance what is already green, but also to support sectors that are in transition,” he said in his keynote address at the inaugural Maybank Indonesia Sustainable Finance Forum 2026 in Jakarta on Tuesday. He said the new target underscores Maybank’s continued role in supporting both green and transition financing, including emission-intensive and hard-to-abate sectors. This includes helping clients improve efficiency, adopt cleaner technologies and develop credible transition pathways. Khairussaleh added that sustainability is not treated as a separate agenda within the group, but is embedded into its broader strategy of creating long-term value by supporting economic progress, strengthening business resilience and delivering impact to communities across ASEAN. The event was also attended by Indonesia Financial Services Authority (OJK) Board of Commissioners chairperson Friderica Widyasari Dewi, Indonesia Industry Vice Minister Faisol Riza, Maybank Group chief sustainability officer Datuk Shahril Azuar Jimin, and Maybank Indonesia president director Steffano Ridwan. Faisol said Indonesia remains committed to ensuring that industrial growth progresses alongside its transition towards a greener, more efficient and lower-carbon economy, noting that financial support, technology and international partnerships are critical to accelerating this shift. He said the Industry Ministry estimates that Indonesia will require around US$300 billion in investment for industrial decarbonisation between 2026 and 2060, while current green financing remains largely concentrated on already bankable projects. To bridge this gap, the ministry is developing a dedicated platform to connect industrial players with financing providers, supported by a proposed ministerial regulation on green financing expected to be implemented this year. The forum also marked the launch of Maybank Indonesia’s Sustainable Shariah Restricted Investment Account (SRIA), a Shariah-compliant investment product designed to channel funding into green projects supporting Indonesia’s energy transition and sustainable growth. Steffano said the SRIA reflects Maybank Indonesia’s efforts to integrate Islamic finance principles with sustainability-focused investment solutions in the market. He added that sustainability is now a key driver of competitiveness, not just a regulatory requirement, in both domestic and global markets.

Pengurusan Aset Air Bhd (PAAB) has launched Malaysia’s first sustainable Islamic financing framework incorporating Blue Sukuk principles, marking a significant step towards expanding sustainable funding for the country’s water infrastructure sector. The framework is designed to channel Shariah-compliant capital into water-related projects while supporting Malaysia’s long-term water security and sustainability agenda. It also paves the way for a potential Blue Sukuk issuance of up to RM500 million, subject to regulatory approvals and market conditions. Speaking at the launch, PAAB chairman Datuk Seri Ir Jaseni Maidinsa said the initiative builds on the organisation’s longstanding role in strengthening Malaysia’s water services industry through financing and debt restructuring. He noted that one of PAAB’s earliest priorities was addressing the heavy debt burden faced by state water operators, many of which were constrained by federal government loans and commercial borrowings that limited their ability to invest in new infrastructure and improve service delivery. To support the national water restructuring agenda, PAAB assumed RM23.04 billion in legacy water-related debt involving 10 migrated state water operators. The exercise comprised RM7.96 billion in federal government loans and RM15.08 billion in commercial borrowings. According to Jaseni, the restructuring provided significant financial relief, strengthened the financial position of water operators and enabled them to focus on improving operational efficiency, service quality and infrastructure development. As of Dec 31, 2025, PAAB had committed a total investment of RM46.88 billion to Malaysia’s water services industry. These investments have contributed to the completion of 21 water treatment plants, the construction of 42 reservoirs and the installation of more than 3,200 kilometres of water pipelines, helping to enhance water supply capacity, reduce non-revenue water and improve overall system reliability. Jaseni said PAAB has evolved into one of Malaysia’s largest and most active sukuk issuers over the past two decades, with its sukuk programme serving as the cornerstone of its long-term funding strategy for critical national water infrastructure projects. He added that the new sustainable financing framework reflects PAAB’s continued commitment to ensuring the resilience and sustainability of Malaysia’s water sector while broadening access to sustainable capital markets. Meanwhile, Second Finance Minister Datuk Seri Amir Hamzah Azizan said Malaysia continues to lead the global sukuk market, accounting for approximately 36% of total global sukuk outstanding as of the end of 2024. He described the framework as an important milestone in integrating blue finance with Islamic finance, creating new opportunities for investors to support projects that improve water supply resilience, reduce water losses and protect the country’s water resources. According to Amir Hamzah, the framework transforms water security into an investable national priority by combining Shariah-compliant financing with greater transparency, accountability and capital market discipline. The sustainable Islamic financing framework was developed in collaboration with Maybank Investment Bank Bhd and independently reviewed by RAM Sustainability Sdn Bhd.

Global trade in forest-risk commodities is entering a new era, defined not by scale alone, but by the ability to prove origin through verifiable supply chain traceability. For China, the world’s largest processor and exporter of wood and rubber-derived goods, the implications are immediate and structural. China exports over €7.1 billion in wood-based goods and €4.01 billion in rubber products to the European Union each year, placing the country at the heart of one of the world’s most scrutinized deforestation-linked supply chains (Fern, 2026). With approximately 30–35% of global wooden door and window production, China’s industrial scale is unmatched (MDPI, 2025). Under the EU Deforestation Regulation (EUDR), these combined flows, worth over €11 billion annually, now require full traceability to the plot of origin, proof of legal sourcing, and deforestation-free verification. Compliance is no longer about documentation but more about verifiable data. Yet most supply chains operating through China are not built for this level of transparency. The challenge is not conceptual but rather operational. Fragmented sourcing networks, multiple intermediaries, and sourcing from thousands of smallholder producers have created data environments that are inconsistent, incomplete, and disconnected from downstream enterprise systems. The result is a systemic readiness gap: companies understand the requirement but lack the operational capability to meet it at scale. The scale of the problem varies by commodity but follows a consistent pattern. In rubber, maintaining supply chain traceability is complicated by supply networks where commodity ownership changes multiple times before processing. In timber, tightening legality requirements expose the limits of documentation that cannot be standardized across jurisdictions, increasing the need for legality compliance. Across agricultural commodities, visibility into farm-level practices remains uneven, constraining the ability to verify upstream conditions with the precision now required by regulators and buyers alike. Implementation barriers compound this structural challenge. High costs, the absence of unified market standards, and limited technical capacity continue to constrain adoption, particularly among smallholder producers, who represent the majority of upstream suppliers. Research on agricultural technology adoption underscores that rollout depends not just on the availability of tools but on knowledge transfer, capacity building, and sustained extension support (Frontiers, 2025). Regulatory pressure is also accelerating from both sides. The EUDR requires end-to-end traceability from production plots to the point of EU market entry. In parallel, China’s General Administration of Customs has introduced tighter procedural requirements for the declaration and management of overseas enterprises engaged in agricultural exports, thereby strengthening traceability, quarantine supervision, and customs clearance efficiency in line with international phytosanitary standards (China Briefing, 2025). Companies operating in China’s export ecosystem now face a dual compliance architecture: stringent import regulations in destination markets and China’s evolving governance frameworks on digital traceability and food safety. With the EUDR’s enforcement deadline set for 30 December 2026 for large operators, the window for companies to build compliant traceability systems is narrowing faster than many supply chain teams have anticipated. “Across APAC, buyers are no longer accepting supplier declarations at face value. They want origin data that can withstand audit. For China’s exporters, traceability is becoming a commercial filter: those who can prove deforestation-free sourcing will protect key accounts; those who cannot risk being left off supplier shortlists,” says Olivier Barents, Senior Head of Markets APAC, KOLTIVA. What is emerging from this shift is a fundamental reframing: traceability is no longer a sustainability reporting layer. It is becoming core infrastructure and a foundational capability that shapes how materials are sourced, how risks are assessed, and how companies compete in regulated markets. Companies that invest in it are repositioning. Greater visibility enables stronger sourcing relationships. Procurement becomes more informed and less reactive. And the ability to provide verifiable data builds the kind of trust that international buyers increasingly expect as a baseline, not a bonus. “Today, traceability is directly linked to market access. China’s companies need to demonstrate the origin of their products with credible, auditable data. The biggest challenge we see is not the availability of technology, but implementation at scale as many supply chains remain fragmented at the origin level. Traceability platforms such as KoltiTrace helps bridge that gap by enabling field data collection, supplier mapping, and transaction tracking in one system, so traceability becomes a strategic advantage, not just a compliance requirement,” states Liu Wenjing, Customer Success Representative, KOLTIVA China. The risks are already materializing. EU importers sourcing wood- and rubber-derived goods from China are increasingly pre-screening suppliers ahead of enforcement, quietly deprioritizing non-compliant supply chains in procurement decisions before any formal regulatory action takes place. For Chinese exporters, the practical consequence is not a distant compliance deadline but the loss of buyer relationships happening now, as EUDR compliance becomes part of supplier pre-screening. The trajectory is clear. Export-oriented companies are already encountering this shift in practice, with buyers in regulated markets demanding geolocation data, risk assessments, and verifiable evidence of deforestation-free sourcing that goes well beyond traditional supplier disclosures. The inability to provide such data is no longer merely a compliance gap; it is a commercial risk with direct consequences for market access, procurement relationships, and long-term competitiveness. For private-sector actors, the immediate priority is a supply chain readiness assessment that maps where traceability data exists, where it breaks down, and which supplier tiers carry the greatest exposure before the enforcement window closes. For government agencies, the opportunity lies in aligning national customs and agricultural governance frameworks with EUDR audit requirements and in accelerating smallholder onboarding programs that make compliance operationally viable at origin. The defining question for the sector is no longer whether transformation is needed, but whether companies and policymakers can move fast enough to secure their position in an increasingly traceable world.

KJTS Group Bhd has entered into a 10-year savings-sharing agreement with Top Glove Corp Bhd, which is expected to generate approximately RM27.3 million in revenue based on guaranteed annual energy savings of RM5.47 million. In a Bursa Malaysia filing on Monday, KJTS said its 70.67%-owned subsidiary, iHandal Green Assets Holdings Sdn Bhd (IHGASB), signed the agreement with Flexitech Sdn Bhd, a wholly owned unit of Top Glove, to undertake the construction, installation and maintenance of its Heatfuse Heat Recovery Solutions system at Top Glove’s manufacturing facilities in Banting. Under the arrangement, IHGASB will fully finance the project and receive 50% of the actual energy cost savings generated by the system throughout the contract period. Based on the guaranteed annual savings of RM5.47 million, KJTS’ share is estimated at around RM2.73 million per year, translating into about RM27.3 million over the decade-long agreement. The Heatfuse Heat Recovery Solutions system captures waste heat produced during manufacturing and repurposes it into hot water for process heating, helping manufacturers lower energy usage, operating expenses and carbon emissions. KJTS also revealed that IHGASB had signed similar savings-sharing agreements within the past year with two other Top Glove subsidiaries, TG Medical Sdn Bhd and GMP Medicare Sdn Bhd, for facilities in Klang. These projects are expected to deliver guaranteed annual savings of RM877,633 and RM1.77 million respectively, under the same 50:50 savings-sharing model. The group said the agreements are anticipated to strengthen its earnings and net asset position in the years ahead. KJTS shares ended Monday’s trading session 1.9% lower, down 1.5 sen to 78.5 sen, giving the company a market capitalisation of RM542.15 million. The stock has declined 25.9% over the past 12 months.

Malaysian biomass producer Weng Yat Resources Sdn Bhd has signed a deal to build a biomass supply platform for Japan, targeting more than RM60 million in annual revenue once full-scale exports begin. Commercial shipments are expected to commence in early next year. The company signed a memorandum of understanding (MoU) with Japan-based Daya Synergy Borneo Co Ltd (DSB) in Kuala Lumpur yesterday to strengthen biomass fuel supply chains in support of Japan’s renewable energy and decarbonisation policies. Sunderaj Nagalingam, Executive Director of Weng Yat Resources Group Berhad, and Hideki Takizawa, Representative Director of Daya Synergy Borneo Co., Ltd., exchanging documents at the Memorandum of Understanding (MoU) signing ceremony in Kuala Lumpur yesterday, formalising a partnership to develop a biomass supply platform for the Japanese market. “Long-term supply agreements are targeted to be finalised by the end of this year, with commercial shipments commencing in January 2027. This follows an initial trial shipment of 10,000 metric tonnes of wood pellets this year,” said Weng Yat Resources executive director Sunderaj Nagalingam during the signing ceremony. The initial shipment will serve as a trial run before both parties scale up to a larger recurring monthly supply arrangement upon successful implementation. Sunderaj said the company is targeting a five per cent share of Japan’s biomass import market over the next three years, noting that even a small market share represents a significant opportunity given the size of the market. The platform is intended to support Japan’s biomass power generation sector, which relies on imported biomass fuels such as wood pellets, palm kernel shells (PKS), and Empty Fruit Bunch (EFB) pellets as part of its decarbonisation efforts. Japan’s biomass demand is estimated at approximately seven million tonnes of PKS and nine million tonnes of wood pellets annually, with EFB pellets emerging as a growing segment driven by feedstock availability and cost advantages. Under the partnership, DSB will facilitate market access into Japan for Weng Yat Resources, leveraging its existing relationships with biomass trading firms and power producers established through PKS export activities in Sabah. DSB is also involved in energy-related projects, including a proposed 100MW Battery Energy Storage System in Hokkaido, valued at approximately US$300 million. Weng Yat Resources currently operates biomass production facilities across Malaysia, supplying industrial users and international buyers. Its biomass feedstock strategy includes long-term supply agreements with 24 palm oil mills nationwide, targeting an estimated one million metric tonnes of Empty Fruit Bunch annually. Sunderaj said the agreement reflects the company’s ongoing commitment to converting biomass waste into exportable fuel products. “Work is progressing across our operations, with projects at different stages — from construction to equipment installation — while agreements are being finalised. Our focus remains on turning biomass materials that were once discarded into value-added products. This principle continues to define what we do,” he said. Meanwhile, DSB representative director Hideki Takizawa described the agreement as a foundation for long-term cooperation and stronger market access between Malaysian suppliers and Japanese buyers in the biomass sector. “Today is not just the signing of an MoU, but a meaningful first step in a new relationship built on trust, mutual respect, and a shared vision for the future. We believe DSB can serve as a bridge between Weng Yat Resources and the Japanese market — not only for PKS, wood pellets, and EFB pellets, but also for broader business opportunities in the future,” he said. Established in 2007, Weng Yat Resources is involved in biomass production and other industrial sectors, including automotive and scaffolding, with a reported combined turnover of approximately RM150 million. The company also operates a Wood Waste Collection Centre contract in Klang District under the Klang City Council, where collected materials are channelled into biomass production. Its biomass facilities span Peninsular Malaysia and Sarawak, including a Tronoh, Perak plant that produces approximately 6,000 metric tonnes of wood pellets monthly. Expansion plans include a new EFB pellet production line with a capacity of 5,000 metric tonnes per month, expected to be operational by 2027, as well as a facility in Kapar, Klang, which will increase production capacity for wood pellets, sawdust, and wood chips upon completion in 2027.

For many Malaysians living with serious heart disease, the greatest challenge is not always the diagnosis itself—it is finding a way to afford the treatment that could save their lives. Datuk Dr Tamil Selvan Muthusamy (left), consultant cardiologist at CVSKL and Tan Sri Rashpal Singh Randhay, chairman of CVSKL foundation.  At the CVSKL Foundation, the charitable arm established by Cardiac Vascular Sentral Kuala Lumpur (CVSKL) in 2022, the mission is to help financially vulnerable patients facing some of the most complex and expensive cardiac conditions. Since its establishment, the foundation has funded 39 major cardiac procedures, including seven in 2022, 12 in 2023, six in 2024, 10 in 2025 and four so far this year. CVSKL Foundation chairman Tan Sri Rashpal Singh Randhay said the organisation was created to ensure that financial hardship does not prevent patients from accessing lifesaving care. “The vision was always about giving back to society. We wanted to help patients who genuinely have no means of obtaining the treatment they need,” he said. A Careful and Dedicated Selection Process Unlike many charitable healthcare programmes, every application undergoes a thorough financial and medical assessment before assistance is granted. Beyond evaluating a patient’s financial circumstances, each case is reviewed by CVSKL specialists, who assess the complexity of the condition, available treatment options and the urgency of intervention before making recommendations to the foundation’s trustees. “We reject about 50% of applications because our resources are limited and we need to prioritise those who are most in need. “Our focus is on cases where patients referred to us have exhausted all means of financial support,” Rashpal said. He explained that the rigorous assessment process ensures that the foundation’s limited resources are directed towards those with the greatest need. One recent case involved a 14-year-old girl whose application was initially rejected but later reassessed after further evaluation by the medical team. Based on the specialists’ recommendations, the foundation eventually approved funding for a right heart catheterisation procedure. “We rejected the case at first, but after further review and strong recommendations from the doctors, the case was approved,” he said. Supporting Patients with the Most Complex Conditions Datuk Dr Tamil Selvan Muthusamy, Consultant Cardiologist at CVSKL, said the foundation focuses on helping patients who have exhausted all other avenues for treatment. “These are the patients we want to help — those who really have no means to pay for medical procedures that they need,” he said. Datuk Dr Tamil Selvan Muthusamy (left), consultant cardiologist at CVSKL and Tan Sri Rashpal Singh Randhay, chairman of CVSKL foundation.  Many beneficiaries, he explained, suffer from severe and highly complex cardiac conditions and have often been assessed as high-risk or have waited a long time for treatment elsewhere. “A lot of the patients who come to us are not straightforward cases. “Many are extremely ill, have been waiting a long time for treatment, or have been assessed as very high risk,” he said. Tamil Selvan recalled one patient who arrived at CVSKL after a prolonged wait for treatment and was in critical condition. “He was so sick that we were not even sure he would survive. “He spent almost a month in hospital, but today he is doing well. The foundation played a crucial role in helping him receive treatment,” he said. What Makes the Foundation Different A key feature of the programme is the level of support provided by the hospital and its medical specialists. For approved cases, CVSKL doctors waive their professional fees, while the hospital charges the foundation at cost instead of commercial rates. In some cases, medical device suppliers also contribute through corporate social responsibility (CSR) initiatives to further reduce treatment costs. “The doctors do not charge professional fees and the hospital charges us at cost. “That allows us to help patients who otherwise would not have been able to afford treatment,” Rashpal said. Among the advanced procedures supported by the foundation are transcatheter mitral valve repair, Impella-assisted high-risk percutaneous coronary intervention (PCI) and right heart catheterisation. Tamil Selvan noted that some of these treatments involve technologies available at only a handful of centres in Malaysia. One example is the Impella heart pump, a temporary mechanical circulatory support device used during highly complex coronary procedures. “The device alone costs about US$25,000 (RM100,702.44). These are not routine angioplasty cases. “They are often patients with severe heart failure or complex blockages where conventional treatment carries very high risk. “Without support, many would simply not be able to access such treatment,” he said. Sustaining the Mission The foundation is one of three pillars established by CVSKL alongside public health education and research, although much of its resources are currently focused on patient assistance. To sustain its work, the foundation depends on donations and fundraising activities. Rashpal said the organisation typically holds two major fundraising events each year to support future patient programmes. This year, the foundation will host a charity hi-tea at The St Regis Kuala Lumpur on June 13, followed by a golf tournament later in the year. The fundraising target is approximately RM1 million, which will help support patients through 2027 and 2028. At present, the foundation’s funding model combines hospital cost-price support, CSR partnerships, fundraising efforts and a RM500,000 pledge from CVSKL. Beyond the foundation itself, CVSKL also works with medical device companies and corporate partners to subsidise treatment for financially challenged patients who may not qualify for foundation assistance but still struggle to afford care. Despite these efforts, Tamil Selvan acknowledged that demand continues to exceed available resources. “We want to help more people, but funding remains the biggest limitation. “There are many patients who could benefit from these treatments, but every programme depends on having sufficient resources,” he said. More Than the Cost of Treatment For Rashpal, the mission remains simple despite the challenges. “Every application represents someone fighting for their life. “Our responsibility is to ensure that those who truly have nowhere else to turn are given a chance,” he said. As cardiovascular disease remains one of

Tenaga Nasional Bhd has raised RM4 billion from its first sustainability sukuk issuance that will finance or refinance eligible transition projects. The sukuk was issued in five tranches with tenures from seven to 25 years, according to a Bursa Malaysia filing by the national electric utility company. Annual distribution rates range from between 3.81% and 4.37%. Tenaga Nasional said the sukuk issuance will increase its consolidated borrowings by RM4 billion, but will not have a material impact on earnings. The sukuk is the first issuance under Tenaga Nasional’s RM10 billion sukuk wakalah programme established in April this year. Under the programme, Tenaga Nasional may issue conventional sukuk as well as sustainability and sustainability-linked sukuk. The company had cash and cash equivalents of RM15.96 billion and total borrowings of RM60.51 billion, translating into a net gearing ratio of 84.8%, as at March 31, 2026. Maybank Investment Bank and CIMB Investment Bank acted as joint principal advisers, joint lead arrangers and joint lead managers for the transaction. Maybank Investment also served as the sustainability framework adviser for the programme. Shares of Tenaga Nasional closed up four sen or 0.3% to RM14.28 on Friday, valuing the company at RM83.24 billion. Over the past one year, the stock has gained 43.5%.

  Why Businesses Today Must Think Beyond Profit The modern business environment is becoming increasingly interconnected, where financial resilience, leadership, and long-term business responsibility can no longer operate in isolation. In response, companies are being forced to rethink traditional definitions of growth and success. For many organisations, growth has traditionally been measured through revenue expansion, market dominance, and operational scale. Yet for LNM Wealth Advisory Sdn Bhd, growth represents something far more meaningful — the ability to create sustainable impact that extends beyond business itself. With over 28 years of industry experience, LNM Wealth Advisory has steadily evolved from a traditional financial advisory and risk management firm into a purpose-driven ecosystem that bridges financial empowerment, ESG values, and community sustainability. Today, the company serves a broad spectrum of clients ranging from individuals and families to SMEs, NGOs, and corporate organisations seeking not only financial guidance, but also long-term resilience and responsible growth strategies. What distinguishes the organisation is not merely its advisory expertise, but the philosophy that business should operate as a force for societal value creation. Over the years, initiatives associated with the organisation and its wider ecosystem have supported more than 1.4 million individuals and approximately 278,000 families across Malaysia through both in-kind and monetary contributions amounting to more than RM17 million between 2018 and 2024. These efforts have extended to schools, welfare homes, rehabilitation centres, and underserved communities nationwide. At the same time, the organisation has played a role in diverting hundreds of tonnes of reusable furniture away from landfills through circular economy and reuse initiatives. While these numbers are significant, the deeper story lies in how LNM Wealth Advisory has intentionally integrated sustainability and social responsibility into its operational DNA rather than treating them as standalone CSR initiatives. At a time when ESG has become one of the most discussed topics within the corporate world, many organisations are still navigating what practical implementation truly looks like. For LNM Wealth Advisory, ESG is not viewed as a branding exercise or compliance obligation, but as a long-term framework for responsible decision-making and sustainable business development. This perspective continues to shape the company’s strategic direction today. The organisation’s current focus revolves around three primary pillars — strengthening professional financial advisory capabilities, expanding ESG-related training and reporting solutions, and building sustainable social impact platforms through its NGO ecosystem and vocational empowerment initiatives. Underlying these priorities is a broader recognition that businesses today are increasingly expected to contribute meaningfully to society while maintaining operational resilience and ethical governance. Rather than pursuing short-term gains or rapid expansion at all costs, the company adopts a long-term value creation approach when allocating time, capital, and resources. Decisions are evaluated based on sustainability, scalability, ethical alignment, and the ability to create measurable positive outcomes for underserved communities, particularly within the B40 and special needs ecosystems. This values-driven philosophy has become increasingly relevant in today’s business climate, where stakeholders — including customers, employees, regulators, and investors — are placing greater emphasis on corporate accountability and societal contribution. For LNM Wealth Advisory, the concept of growth itself has therefore evolved. “True growth means increasing our ability to create meaningful and sustainable impact — financially, socially, and environmentally,” the organisation shares. This belief is reflected not only in the company’s advisory work, but also in the initiatives it continues to invest in despite economic uncertainty and rising operational pressures. Over the past several years, the organisation deliberately chose to strengthen rather than reduce its commitments towards community sustainability initiatives and vocational empowerment programmes. These include surplus food rescue efforts, furniture reuse programmes, ESG awareness initiatives, and vocational support for special needs individuals and underserved communities. To date, initiatives linked to the organisation’s ecosystem have facilitated the reuse of furniture and household items valued at more than RM10 million, contributing both to environmental sustainability and improved living conditions for families, schools, and welfare centres. Such decisions required significant operational discipline and internal restructuring, particularly during periods of economic volatility. Yet the organisation believes that responsible growth must continue even during difficult periods — especially when communities remain in need of support. In many ways, this reflects a broader shift taking place within the business landscape itself. Increasingly, companies are discovering that sustainability is no longer separate from commercial performance. Instead, long-term resilience is becoming deeply tied to trust, governance, social responsibility, and the ability to operate with purpose. This is where LNM Wealth Advisory appears to have carved out a unique positioning.   Beyond technical expertise, the organisation has developed a reputation for building trust-based ecosystems across sectors that traditionally operate independently. It actively connects financial services, NGOs, corporate CSR initiatives, ESG implementation frameworks, volunteer networks, and community development programmes into a functioning collaborative ecosystem. Much of this work takes place quietly behind the scenes through relationship-building, operational coordination, and long-term partnerships rooted in shared purpose. In an era where businesses are increasingly seeking authenticity and measurable impact, this ability to bridge commercial sustainability with social outcomes has become one of the company’s strongest differentiators. Equally important is the emphasis placed on purpose-driven leadership. Clients and partners are increasingly drawn not only to the organisation’s capabilities, but also to the sincerity behind its mission and the consistency with which it approaches long-term societal contribution. Looking ahead, LNM Wealth Advisory’s ambitions extend far beyond remaining a conventional advisory firm. The organisation is now positioning itself towards becoming a broader impact-driven platform that integrates financial empowerment, ESG leadership, community sustainability, and social enterprise development under one ecosystem. A major part of this next phase includes strengthening the development of Yayasan Muhibbah while expanding vocational training and sustainable community support programmes nationwide. Over the longer term, the organisation also aims to establish stronger regional collaborations that could position Malaysia-based ESG and social sustainability initiatives as scalable models across Southeast Asia. As ESG reporting, responsible governance, and sustainability frameworks continue gaining momentum globally, the organisation sees increasing opportunities to support companies seeking practical and measurable implementation strategies rather than purely theoretical approaches.

Southeast Asia’s green economy has grown to US$290 billion (US$1 = RM3.96) in 2026, but a widening investment gap of more than 35 per cent remains between announced and deployed green capital expenditure (Capex), particularly across the region’s power and electric vehicle (EV) value chains, according to a new report by Bain & Company and Standard Chartered. Titled “Southeast Asia’s Green Economy Report 2026: The New Calculus,” the report highlighted that investment decisions are no longer driven solely by climate ambitions. Instead, energy security, economic growth, and execution capabilities are now equally important in determining where capital flows. According to the report, sectors with strong alignment between commercial demand, supportive policy, and infrastructure readiness are attracting investments, while others continue to lag despite ambitious sustainability targets. “The transition is sorting leaders and laggards in ways that climate ambition alone can no longer bridge. Capital is flowing where commercial demand, energy security, and policy that delivers infrastructure come together, and stalling where any of the three is missing,” said Dale Hardcastle, Partner at Bain & Company. He noted that Southeast Asia has a 24 to 36-month window to close the gap, with an estimated US$80 billion in green Capex at stake. The report found that of approximately US$540 billion in green Capex announced across Southeast Asia’s power and EV sectors through 2030, only around US$315 billion is currently considered on a credible path to deployment. A key challenge remains the region’s power grid infrastructure, which has failed to keep pace with rising energy demand. Investment in transmission and distribution declined by three per cent between 2015 and 2025, even as energy demand increased by roughly five per cent annually. The report noted that rising electricity demand from data centres, EV adoption, and green industrial clusters could serve as a major catalyst for infrastructure expansion. Over the next three to four years, Southeast Asia is expected to absorb more than 100 terawatt-hours of additional energy demand, supported by over US$200 billion in committed Capex. In the EV sector, four Southeast Asian countries now rank among the world’s top 15 EV markets by new vehicle sales, yet approximately 70 per cent of four-wheel EV value creation still occurs outside the region. Southeast Asia currently contributes less than two per cent of global EV and battery production. The report warned that decisions made between 2026 and 2028 on EV platforms and supplier ecosystems will determine whether the region can capture more value within the supply chain. “Closing the power, grid, and EV green Capex deployment gap could unlock an additional US$80 billion by 2030, representing a 25 per cent increase from the baseline,” the report said. Meanwhile, Standard Chartered Malaysia interim chief executive officer, head of coverage, and chief financial officer Mushahid Syed said the region’s green economy presents significant opportunities, but success depends on the ability to align policy, infrastructure, and financing effectively. “As an international bank with a strong presence across most ASEAN markets, we are committed to mobilising US$300 billion in sustainable finance globally by 2030. “Our priority is to support clients through this transition by mobilising capital, structuring bankable solutions, and enabling cross-border opportunities that drive delivery,” he said.