ESG

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.

Swapping the classroom for community cheer, SJKC Chong Hwa educators letting their hair down at the McDonald’s Titiwangsa Drive-Thru celebration. “AS teachers, we never stop thinking. We eat, we sleep and we constantly think about what to do tomorrow and how to make our students understand.” This candid admission by Sekolah Menengah Kebangsaan (SMK) Bandar Baru Sentul science teacher Kartika Abd Kahar highlights a reality often overlooked by the public. There is a common misconception that a teacher’s workday ends when the final school bell rings. In reality, the hours spent in the classroom are just a fraction of their true commitment. Sekolah Jenis Kebangsaan Cina (SJKC) Chiao Nan co-curricular activities vice principal Dave Lai agrees, noting that teaching is practically a 24-hour job. “Many think teachers have it easy, clocking in at 7.30am and leaving by 1.30pm. “But behind the scenes, there is a lot of follow-up work. Beyond preparing lessons, teachers have a lot of administrative ‘homework’ to complete. We are also handling students’ issues after hours, communicating with parents to help solve problems their children face,” he said. Kartika and Lai are two of the 70 teachers who were celebrated and honoured for their sacrifices, dedication and commitment at McDonald’s Titiwangsa Drive-Thru, Kuala Lumpur. The event was part of McDonald’s Malaysia’s nationwide Teacher’s Day initiative, which began earlier this month with local activations in Penang before expanding across the country. Throughout May, a total of 300 McDonald’s restaurants are being used as community touchpoints, where teachers from nearby schools are invited and treated to meals in appreciation of their contributions. The campaign is expected to reach thousands of educators nationwide across hundreds of schools, reinforcing McDonald’s Malaysia’s recognition of teachers’ sacrifices and their role in shaping future generations. A moment away from lesson plans and grading: SJKC Chiao Nan educators enjoying a well-deserved breather during the Teachers’ Day celebration. For Lai, the celebration provided a much-needed mental break from the demands of the profession. “Besides allowing teachers to step away and not think about work for a while, we can enjoy this time together with our colleagues and other like-minded teachers. It is a really great opportunity,” he said. Echoing this, SMK Bandar Baru Sentul science teacher Renukha Devi Puspanathan said such recognition is deeply meaningful. “Most of the time, we are focused on our students. So, when someone organises an event for us, we are really touched,” she shared. Beyond celebrations, McDonald’s Malaysia also contributed RM5,000 to selected schools to support the refurbishment and improvement of staffrooms and facilities. Lai said the contribution would be especially helpful as his school is currently working to secure funds to upgrade its facilities. A decade of gratitude This year marks the 10th year McDonald’s Malaysia has celebrated Teachers’ Day as part of its ongoing community engagement initiatives. (From left) Azmir, SJKC Chiao Nan headmistress Wong Ai Ling, SJKC Chong Hwa student affairs senior assistant Song Sock Kian, Shamsidar and McDonald’s Malaysia senior vice president and chief impact officer Melati Abdul Hai with teachers at the McDonald’s Teacher’s Day celebration in Titiwangsa. McDonald’s Malaysia also presented RM5,000 each to SJKC Chiao Nan and SJKC Chong Hwa to help upgrade their teachers’ workspaces. Since its inception in 2017, the programme has been part of Program Komuniti @ McDonald’s, which delivers more than 10,000 community activities annually, ranging from supporting families in need to recognising frontliners and educators. “Teachers play a fundamental role in shaping individuals and strengthening communities, with an impact that extends well beyond the classroom,” said McDonald’s Malaysia managing director and local operating partner Datuk Azmir Jaafar. “For ten remarkable years, our Teachers’ Day initiative has grown into a nationwide effort that allows us to engage schools directly and deliver appreciation where it matters most. We believe it is our collective responsibility to ensure these pivotal figures feel truly valued and celebrated.” McDonald’s Malaysia corporate communications senior director Shamsidar Yahya said the initiative reflects the brand’s commitment to being a community partner. She added that McDonald’s restaurants serve not only as dining spaces but also as community hubs where people gather and connect. “Teachers are the heartbeat of every community. We hope this celebration brings them joy and serves as a reminder that their sacrifices are deeply appreciated,” she said. She added that while reaching the 10-year milestone is significant, McDonald’s Malaysia remains committed to continuing the initiative in the years ahead.

In today’s increasingly digitised economy, professional networking is quietly undergoing one of its biggest transformations in decades. For generations, the paper business card remained a fixed and unquestioned symbol of professional identity — printed, exchanged, stored, and often forgotten. Yet while businesses have rapidly embraced digital payments, AI-powered workflows, cloud ecosystems, and contactless interactions, the traditional business card has largely remained untouched by innovation. That is precisely the contradiction CardBiz identified when it launched LeafyCard in 2023. At a time when QR payments, e-wallets, and digital ecosystems were becoming deeply embedded into daily consumer behaviour, the company saw an opportunity not simply to digitise business cards — but to fundamentally rethink how professional identity itself should function in a digital-first world. In an interview with The Exchange Asia, the team behind LeafyCard shared how the company is positioning itself far beyond conventional digital networking solutions — building what it believes could become the next-generation infrastructure for intelligent, sustainable, and interoperable professional identity systems. From Paper Cards to Living Professional Identities According to CardBiz, the inspiration behind LeafyCard emerged during a defining global shift following the pandemic, where the world rapidly transitioned towards digital communication, contactless engagement, and mobile-first interaction. Yet despite this transformation, billions of paper business cards continued to be printed every year — exchanged once and frequently discarded shortly after. Xenia Lau, Head Of LeafyCard. “The gap we identified was not just technological, but behavioural and ecological,” Xenia Lau, Head Of LeafyCard explained. “People were already carrying smartphones capable of instant, dynamic, and trackable connectivity, yet professional networking still relied heavily on static paper cards.” Rather than creating a simple digital alternative, CardBiz envisioned LeafyCard as a “living professional profile” — one capable of evolving in real time alongside individuals and organisations. The platform was designed to integrate into modern digital ecosystems while offering measurable business value, real-time updates, analytics, and ESG-aligned functionality. The Biggest Barrier Was Never Technology — It Was Human Behaviour Despite Malaysia’s rapid adoption of QR technology and digital payments through platforms such as Touch ‘n Go, GrabPay, and Apple Wallet, convincing businesses to transition away from physical cards presented a very different challenge. “The greatest challenge has never been the technology — it has always been habit and perception,” Xenia remarked. In many Asian business cultures, the physical exchange of business cards carries symbolic significance, professionalism, and etiquette. Replacing that interaction with a QR code or phone tap requires a deeper behavioural shift. The company also highlighted what it describes as the “IT department problem” — where large organisations often require new digital tools to undergo procurement reviews, compliance checks, cybersecurity assessments, and internal governance approvals before implementation. At the same time, many senior professionals continue to operate under an “if it isn’t broken, why change it?” mentality after decades of networking through traditional methods. Rather than positioning LeafyCard as a disruption to business culture, CardBiz instead reframed the narrative. “We do not argue against tradition,” Xenia explained. “We position LeafyCard as an upgrade to what happens after the exchange — the follow-up, the analytics, the sustainability story, and the consistency of professional branding.” Building at the Intersection of ESG, Governance, and Digital Identity One of LeafyCard’s strongest differentiators lies in its ESG positioning. While many digital business card providers focus purely on networking convenience, CardBiz has built a broader enterprise-grade ecosystem through LeafyCorporate — specifically tailored for listed companies, GLCs, and organisations facing increasing ESG and governance expectations. The company emphasised that its platform enables corporations not only to digitise employee business identities, but also to generate quantifiable ESG data tied to sustainability reporting and carbon footprint reduction. For organisations under growing pressure from investors, regulators, and Bursa Malaysia’s sustainability reporting frameworks, these capabilities are becoming increasingly relevant. “When listed companies adopt LeafyCorporate, they are not simply replacing paper cards,” says Xenia. “They are reducing Scope 3 emissions, improving sustainability reporting capabilities, and demonstrating measurable environmental accountability.” The company further noted that traditional paper card production contributes to deforestation, chemical waste, and supply chain emissions — areas increasingly scrutinised within ESG reporting standards. What distinguishes LeafyCard further is its ability to convert these sustainability actions into reportable and auditable metrics — something traditional business cards could never offer. More Than a Digital Card — A Trusted Identity Layer While digital business cards represent the visible front-end of the platform, CardBiz revealed that its longer-term ambitions extend far beyond networking. “A digital business card is the entry point, not the destination,” said Xenia. What CardBiz is ultimately building is what it describes as a “portable, verified, and intelligent professional identity layer” — one capable of integrating into broader fintech, HR, onboarding, loyalty, procurement, and enterprise systems. The company envisions a future where professional identities become interoperable across multiple environments and use cases. In this ecosystem, a professional profile could eventually unlock loyalty privileges when entering partner venues, authenticate credentials for financial services, automatically populate procurement forms during supplier engagements, facilitate event access verification, and integrate seamlessly into onboarding and workforce management systems. According to CardBiz, the technology enabling these experiences already exists today. What has been missing is a trusted and intelligent identity infrastructure capable of connecting those experiences cohesively — something the company believes LeafyCard is building toward. Positioned Within a Digitally Mature Market Interestingly, CardBiz believes Malaysia’s digital maturity gives LeafyCard a competitive advantage rather than creating market saturation. Because consumers are already highly familiar with QR interactions and contactless engagement through digital payment ecosystems, the behavioural learning curve for LeafyCard adoption is significantly lower. The company also distinguishes itself clearly from payment or social platforms. “Payment platforms are transactional,” Xenia explained. “LeafyCard is relational. We facilitate professional connections that evolve over time.” This distinction positions LeafyCard within a unique space between networking, identity management, sustainability, and enterprise digitalisation. The company further highlighted its ecosystem credibility through collaborations and recognition involving Malaysia Digital Economy Corporation and the ESG Plus Awards, strengthening its positioning as more than merely a product provider.

Dutch Lady Milk Industries Berhad (DLMI) has entered into a long-term Power Purchase Agreement (PPA) with Pekat Solar Sdn Bhd, a wholly-owned subsidiary of Pekat Group Berhad (Pekat), to accelerate its transition to renewable energy through the deployment of a rooftop solar system at its DLMI@Enstek manufacturing facility. Under the agreement, Pekat will design, install, own and operate the system, while DLMI will purchase the electricity generated. This model allows DLMI to adopt renewable energy without upfront capital investment, while enhancing cost predictability and long-term operational efficiency. The project will involve the construction and installation of solar panels across key buildings at the site, including the Distribution Centre (DC), Administration Building and Employee Parking area. Once operational, the system is expected to generate approximately 4.9 million kWh of renewable electricity annually, offsetting up to 24% of the plant’s total electricity consumption. Construction is expected to commence in June 2026, with operations projected to begin in December 2026. The project will run under a 15-year agreement, strengthening DLMI’s ability to manage energy cost volatility while supporting long-term business continuity. This initiative supports DLMI’s target to achieve a 30% reduction in emissions and energy intensity by 2030. It also aligns with Malaysia’s National Energy Transition Roadmap (NETR), reinforcing the private sector’s role in advancing the country’s renewable energy ambitions. DLMI Managing Director Veronika Utami said: “At DLMI, our responsibility goes beyond nourishing Malaysians with quality and nutritious dairy products. It also means doing so in a way that is sustainable for the future. “This partnership reflects a deliberate step in strengthening how we operate, reducing our environmental footprint while ensuring resilience in a changing energy landscape.” Pekat Group Chief Executive Officer Tai Yee Chee said: “This partnership with DLMI is more than a solar installation — it is a testament to what is possible when industry leaders take decisive action in building a more resilient and sustainable Malaysia. “Pekat is honoured to support DLMI in reducing its carbon footprint and driving energy cost efficiency. Together, we are demonstrating that sustainability and operational excellence are not trade-offs, but complementary pursuits that define the future of Malaysian manufacturing.” This collaboration reflects DLMI’s continued focus on strengthening its operations while building greater resilience into its business. As energy remains a critical input in manufacturing, initiatives like this position DLMI to take a more structured and forward-looking approach to powering its facilities. The company remains focused on delivering consistent quality and value to Malaysian consumers while ensuring its operations are fit for the long term.

CelcomDigi Berhad (“CelcomDigi”) has opened applications for the second cohort of the CelcomDigi Young Talent Programme (YTP), a structured two-year career acceleration initiative designed to develop high-potential Malaysian talents into future digital leaders. As part of the company’s commitment to advancing Malaysia’s digital ambitions, CelcomDigi YTP is designed to develop talent with strong technical depth, business acumen and leadership capabilities. The programme is intended for individuals who are ready to be challenged early in their careers and contribute to customer-centric, data-driven and commercially impactful outcomes in a dynamic telco-tech environment. Azmi Ujang, CelcomDigi Chief Human Resources Officer, said: “The pace of digital transformation today requires a different kind of talent — individuals who are technically strong, commercially aware, adaptable, and able to continuously learn and evolve in a dynamic environment. “Through CelcomDigi YTP, we are intentionally building a pipeline of digital talent who can help shape how technology creates meaningful impact for customers, businesses and the nation. “Unlike a conventional graduate programme, CelcomDigi YTP is designed as an accelerated platform for young talent to build deep expertise, gain meaningful exposure to real business challenges, and develop alongside teams driving some of CelcomDigi’s most important transformation priorities.” Applications Open for Second CelcomDigi YTP Intake Following strong interest in its inaugural intake, which attracted close to 3,600 applications for just 20 placements, the company is once again seeking exceptional young Malaysians who are ready to thrive in fast-moving environments and contribute to real business impact. Applications are open from May 13 to July 3, 2026 for Malaysian graduates and young professionals with less than two years of working experience. Successful applicants will undergo structured rotations across one of five specialised competency streams: Cloud Engineering Cybersecurity Data & Business Analytics Digital Product Development AI & Automation Throughout the two-year journey, participants will work alongside experienced teams and leaders on real-world business challenges and technology solutions supporting CelcomDigi’s ongoing transformation as a 5G- and AI-enabled company. CelcomDigi YTP is part of the company’s broader talent development effort under CD:NXT — the company’s long-term strategic initiative aimed at building a future-ready digital workforce for Malaysia. Through continued investment in high-potential young Malaysians, CelcomDigi aims to strengthen the nation’s capabilities in key areas such as AI, technology, data and analytics, while supporting the country’s long-term digital growth and competitiveness. Interested candidates can apply and find out more at CelcomDigi Young Talent Programme

More than 50% of Maxim E-hailing Malaysia’s total operational expenses have been allocated towards initiatives supporting the legalisation of drivers and compliance with local e-hailing regulations, reflecting the company’s ongoing commitment to building a transparent and fully compliant industry ecosystem. As part of these efforts, Maxim has introduced various initiatives aimed at reducing the financial and administrative burden faced by driver-partners when entering the legal e-hailing market. One of the company’s key investments includes compensation and support related to the Public Service Vehicle (PSV) licence requirements. Through this initiative, Maxim helps drivers ease the cost of obtaining the necessary certification, enabling more individuals to participate legally in the growing gig economy sector. In addition, Maxim has also invested in providing assistance for drivers to obtain their E-Hailing Vehicle Permit (EVP). To streamline the process, the company established a dedicated internal support structure to guide drivers through the required documentation and procedures. As a result, the average legalisation process for drivers can now be completed within just two to three days. “When you know your work is properly supported, you feel more confident and take your responsibilities more seriously,” said Mr. Gilang, Maxim’s full-time driver. Maxim’s continuous efforts to encourage legal participation in the e-hailing industry have also contributed to a steady increase in new driver registrations. Every month, more Malaysians are choosing to generate income through e-hailing services while complying with industry regulations. In March alone, the number of new drivers joining Maxim increased by 28% compared to February. According to Mohd Hazwan Musley, Director of Maxim E-hailing Malaysia, the company remains committed to creating sustainable earning opportunities while ensuring full compliance with Malaysian transport regulations. “At Maxim E-hailing Malaysia, we are committed to building a safe, transparent, and fully legal e-hailing ecosystem in Malaysia. We continuously invest in driver legalisation processes, including PSV-related assistance, EVP application support, safety training for drivers, and awareness initiatives to help drivers enter the industry more easily and operate in compliance with existing regulations. Our focus is not only on improving mobility services, but also on creating sustainable earning opportunities for local communities while maintaining high standards of safety and service quality,” he said. The company also continuously monitors driver compliance, including the validity of licences and permits, to ensure all active driver-partners meet the necessary legal requirements. Maxim’s investments in legalisation support and driver compliance initiatives are part of its broader commitment to promoting transparency, strengthening the e-hailing industry, and contributing to the development of legal employment opportunities within Malaysia’s gig economy.