ESG

The global halal economy is no longer defined solely by religious compliance. Today, it represents one of the world’s fastest-growing consumer ecosystems, driven by rising expectations around food safety, quality assurance, traceability and trusted supply chains. Managing Director and Executive Director of World Prominence Sdn Bhd – Jamaludin Adnan & Ahmad Fauzi Kari. As international demand continues to grow, businesses are looking for more than manufacturers. They need strategic partners capable of navigating complex regulations, maintaining uncompromising standards and scaling products across multiple markets with confidence. For World Prominence Sdn Bhd, this shift represents far more than a market opportunity—it defines the company’s purpose. Operating at the intersection of food innovation, manufacturing excellence and international market development, the Malaysian company has quietly established itself as a trusted halal food solutions provider, supporting both consumer brands and commercial partners throughout ASEAN and beyond. While its flagship consumer brand, SUDEE, continues to expand its retail presence, the company’s broader ambition is to become the platform that helps halal brands grow beyond borders.   Building an Ecosystem, Not Just Products To many consumers, World Prominence is a food manufacturer producing dry paste seasonings, sauces and ready-to-use food solutions. Within the industry, however, the company plays a far more strategic role. Its integrated OEM, ODM and OBM capabilities allow businesses to move from product concept to commercialisation through a single manufacturing partner. From formulation and product development to halal certification, food safety compliance and production, World Prominence provides businesses with the infrastructure needed to scale confidently. Rather than positioning itself as simply another supplier, the company has become an enabler—helping food brands accelerate market entry while reducing the operational complexity often associated with expanding into new territories. This integrated approach has made World Prominence a preferred partner for retailers, distributors, food service operators and private-label brands seeking reliable, halal-certified manufacturing solutions backed by consistent quality and dependable execution.   The Global Opportunity is Bigger Than the Product As the halal economy continues to expand across Asia, the Middle East and other high-growth regions, the conversation has evolved beyond certification alone. Today, success depends on the ability to deliver products that combine safety, consistency, innovation and operational reliability at scale. World Prominence has deliberately aligned its business around these changing market dynamics. Rather than chasing every emerging opportunity, the company focuses its investments where long-term value can be created—strengthening manufacturing capabilities, expanding strategic partnerships, enhancing product innovation and building stronger cross-border networks. This disciplined strategy reflects an understanding that sustainable international growth requires more than production capacity. It requires trust. By concentrating on scalable opportunities that reinforce its competitive strengths, the company continues to strengthen its position within the rapidly growing global halal value chain.   Redefining What Growth Looks Like In business, growth is often measured by revenue, production volumes or geographical expansion. World Prominence views it differently. For the company, sustainable growth is measured by the strength of its ecosystem. Every new partnership, operational improvement and international collaboration contributes towards building a more resilient business capable of supporting customers over the long term. Equally important are the opportunities the company chooses not to pursue. Maintaining halal integrity, product safety and manufacturing quality remains non-negotiable, even if it means walking away from short-term commercial gains. This disciplined approach reflects a belief that reputation, once established, becomes one of a company’s most valuable competitive assets. Rather than pursuing expansion at any cost, World Prominence focuses on building a business that customers, regulators and international partners can rely upon with confidence.   Scaling Behind the Scenes Expanding into multiple international markets introduces challenges that extend well beyond production. As World Prominence grows, maintaining consistency across quality standards, regulatory compliance, communication and operational processes becomes increasingly complex. Each market brings its own certification requirements, documentation standards and customer expectations. Managing this complexity requires an organisation capable of operating with both flexibility and discipline. To support its next phase of growth, the company has transitioned from a founder-led organisation towards a more structured operating model. Leadership responsibilities have been broadened, standard operating procedures formalised and compliance systems strengthened to ensure consistency across every stage of the manufacturing process. By decentralising execution while maintaining centralised strategic oversight, World Prominence is building an organisation capable of scaling without compromising the standards upon which its reputation has been built.   The Competitive Advantage Few People See Customers experience the finished product. What they rarely see is the operational discipline required to produce it consistently. Behind every seasoning cube, dry paste and customised food solution lies an integrated ecosystem managing sourcing, formulation, certification, production, quality assurance and regulatory documentation simultaneously. World Prominence treats these functions not as isolated processes but as one connected system. This integrated approach enables the company to deliver reliable outcomes across different markets while navigating varying regulatory environments with confidence. Perhaps more importantly, the company extends this expertise to its partners. Rather than acting solely as a manufacturer, World Prominence works alongside businesses throughout product development, compliance preparation and market readiness—helping customers reduce both risk and time-to-market. It is this combination of operational rigour and collaborative partnership that has become one of the company’s most valuable yet least visible competitive strengths.   Preparing for a Bigger Stage While regional expansion remains an important priority, World Prominence’s long-term ambitions reach even further. The company is laying the groundwork to become one of the region’s leading halal food manufacturers while positioning itself for a future listing on Bursa Malaysia. Achieving that vision requires more than expanding production capacity. It demands stronger corporate governance, deeper leadership capability, enhanced export readiness and continued investment in digital systems that improve traceability, automation and operational visibility throughout the supply chain. At the same time, the company continues strengthening its ESG practices, financial discipline and strategic partnerships to reinforce long-term stakeholder confidence. These initiatives reflect a broader transformation—from a capable manufacturer into an institutionalised regional growth company equipped to support brands across multiple international markets.   Malaysia’s Growing Role in the Global Halal Economy

The Business of Being Seen Visibility has always been one of the most valuable assets in business. A compelling storefront draws customers inside. A well-executed corporate façade reinforces credibility. Clear signage helps businesses stand out in increasingly crowded markets where first impressions are often formed in a matter of seconds. Yet behind every successful brand presence is a company working quietly behind the scenes to bring that vision to life. For A&T Signboard & Printing Sdn Bhd, creating signboards has never been the end goal. It is simply the medium through which the company helps businesses become recognised, remembered and trusted. But perhaps more importantly, it has become the platform through which A&T is demonstrating that commercial success and social responsibility are not mutually exclusive—they can, in fact, strengthen one another. Over the past decade, the Malaysian company has established itself as a trusted name in signage and visual communication, serving SMEs, retail brands, corporate organisations and property developers nationwide. Alongside its growing commercial success, A&T has also earned recognition as a certified Social Enterprise, creating meaningful employment opportunities for members of the Deaf and OKU community while investing in technology to shape the future of the industry.   Creating Visibility That Matters The role of signage is often underestimated. While digital marketing dominates conversations around branding, physical visibility continues to play a powerful role in influencing customer perception. For many businesses, a signboard is the very first interaction customers have with the brand. It communicates professionalism, builds confidence and reinforces identity long before a conversation begins. This understanding has shaped A&T’s approach from the very beginning. Rather than viewing each project as simply another installation, the company sees every signboard as an extension of a client’s brand story—one that contributes directly to customer recognition, business credibility and commercial success. It is a philosophy that has enabled A&T to build lasting relationships across multiple industries while maintaining a reputation for quality craftsmanship, reliability and precision.   Purpose Beyond the Product While helping businesses become more visible is at the heart of its commercial offering, A&T is equally committed to addressing another challenge that often receives far less attention. Across many industries, talented individuals from the Deaf and OKU community continue to face barriers when seeking meaningful employment opportunities. A&T chose to approach this challenge differently. As a certified Social Enterprise, the company has integrated inclusive hiring directly into its business operations, creating an environment where individuals are recognised for their capabilities rather than defined by their limitations. Far from being a corporate initiative operating alongside the business, inclusion has become embedded within the company’s culture. The result is a workplace where collaboration, mutual respect and shared accountability have become everyday practices—strengthening both organisational resilience and employee commitment.   Modernising a Traditional Industry The signage industry has traditionally relied on manual coordination, labour-intensive processes and complex project management. To remain competitive, A&T believes the future lies in embracing technology. The company is actively investing in digital transformation initiatives that improve workflow efficiency, accelerate quotation processes, strengthen production coordination and enhance after-sales service. Its commitment to innovation has also received external recognition. Supported through a SIRIM grant and guided by Smart Factory assessments, A&T is building the operational capabilities required to improve productivity, digital readiness and long-term competitiveness. These initiatives are not simply about increasing efficiency. They are about preparing the organisation for a future where technology enables better customer experiences, stronger operational control and greater scalability.   The Work Customers Never See Every completed signboard tells only part of the story. Behind every installation lies extensive planning, technical coordination, regulatory compliance, production scheduling and problem-solving that rarely becomes visible to clients. Managing these complexities consistently has become one of A&T’s greatest strengths. Whether navigating challenging installation environments, accommodating technical revisions or delivering projects under demanding timelines, the company has developed a reputation for reliability through disciplined execution and strong teamwork. Interestingly, the company’s inclusive workforce has contributed significantly to this operational culture. Working alongside Deaf and OKU employees has encouraged clearer communication practices, stronger internal coordination and greater attention to detail across every project. These qualities may remain invisible to customers, but they are fundamental to the consistency and professionalism that define the A&T brand.   Responsible Growth in Action Sustainability is often discussed in terms of environmental responsibility. For A&T, it also means creating a business capable of generating lasting economic and social value. Over the past year, despite increasing operating costs and broader market uncertainties, the company chose not to scale back its investment in inclusive employment. Instead, it strengthened workplace integration, enhanced communication methods, expanded employee training and continued developing opportunities for Deaf and OKU team members. Beyond its own organisation, A&T has established collaborative partnerships with Johor Polytechnic, providing internship placements, mentorship opportunities and industry exposure that help bridge the gap between education and employment. At the same time, improvements to digital workflows continue reducing material wastage, improving production planning and minimising unnecessary rework—demonstrating that responsible business practices can deliver both operational and environmental benefits. For A&T, sustainability is ultimately about building an organisation that remains commercially resilient while creating meaningful opportunities for others.   Looking Beyond the Signboard Having built a strong reputation within Malaysia’s signage industry, A&T is now focused on transforming itself into a technology-enabled business that delivers a fully integrated customer experience. Its long-term vision includes creating a seamless digital ecosystem where customers can request quotations, place orders, make payments, monitor project progress and receive updates throughout every stage of production and installation. This next phase will not only improve customer convenience but also strengthen operational transparency, scalability and service quality. Alongside its technological ambitions, the company remains committed to expanding its impact as a Social Enterprise by creating more meaningful career opportunities for the Deaf and OKU community while continuing to build an inclusive, future-ready workforce. In an industry where success is often measured by what people see, A&T believes the greatest value lies in everything that happens behind the scenes.

Facilities management has rarely been regarded as an industry synonymous with innovation. For decades, it has largely been viewed as an operational necessity—a business function focused on maintaining buildings, keeping environments clean and ensuring day-to-day upkeep behind the scenes. Yet beneath the surface, the industry is undergoing a quiet transformation. CEO of Olympus Management & Services (M) Sdn Bhd – Harvinderjit Singh & Edreena Kaur. As businesses become increasingly focused on operational efficiency, sustainability, ESG compliance and smarter asset management, facilities management is emerging as a strategic function capable of influencing productivity, environmental performance and long-term business value. It is precisely at this intersection where Olympus Management & Services (M) Sdn Bhd has chosen to position itself. Rather than competing solely on manpower or pricing, the Malaysian company is building a business centred on operational innovation, sustainable technologies and intelligent systems—challenging long-held perceptions of what facilities management can become.   An Industry Ready for Reinvention Many businesses continue to associate facilities management with routine maintenance, cleaning schedules and landscape services. Olympus sees something much larger. The company believes the future belongs to facilities management providers capable of integrating technology, operational intelligence and environmental responsibility into every aspect of service delivery. This philosophy has shaped the company’s evolution into a premium provider of integrated facilities solutions serving commercial developments, corporate offices, educational institutions, industrial facilities, condominiums and high-value properties across Malaysia. Its services extend beyond professional cleaning and landscaping to include hygiene management, deep cleaning, customised maintenance programmes and comprehensive facility support. However, according to the leadership team, the real differentiator lies not in what clients see—but in the systems powering those outcomes.   Thinking Beyond Daily Operations Scaling any service-based organisation presents challenges that are often invisible to customers. For Olympus, growth has required far more than expanding its workforce or acquiring new contracts. As projects multiplied across multiple locations, maintaining consistent service quality, operational discipline and organisational culture became increasingly complex. The leadership recognised that the systems which worked during the company’s early years could no longer support its long-term ambitions. Instead of relying on founder-led decision-making, Olympus began investing in stronger internal structures, clearer accountability, leadership development and operational processes capable of supporting sustainable expansion. This shift reflects an important lesson for many growing businesses: scaling successfully is often less about doing more work and more about building better systems. Today, leadership is focused less on managing day-to-day operations and increasingly on strategic planning, talent development and creating an organisation capable of thriving beyond individual personalities.   Where Innovation Happens Behind the Scenes Innovation in facilities management rarely attracts headlines. Customers typically judge the finished result—a clean floor, a well-maintained landscape or an efficiently managed property—without seeing the engineering and operational improvements that make those outcomes possible. Olympus has deliberately chosen to invest where many others do not. Among its most notable initiatives has been extensive research and development surrounding ride-on cleaning machinery, specifically aimed at increasing operational efficiency while reducing downtime. Supported by the guidance of Dato’ Dennis Chuah, President of the Electric Vehicle Association of Malaysia, the company has undertaken the development of internally researched lithium-ion battery systems to replace conventional lead-acid batteries traditionally used in operational equipment. Although requiring significantly higher upfront investment, the transition has produced measurable operational improvements. Longer operating hours, faster charging cycles, reduced maintenance requirements and improved equipment reliability have enabled Olympus to enhance both productivity and service consistency while simultaneously reducing environmental impact. For the company, innovation is not simply about purchasing newer equipment. It is about continuously questioning conventional industry practices and developing smarter alternatives that create lasting operational advantages.   Making ESG Operational Rather Than Promotional Across many industries, ESG has become an increasingly familiar corporate narrative. For Olympus, however, sustainability is viewed less as a communications strategy and more as a business operating model. The company’s investment in lithium-ion operational systems serves as one example. Rather than selecting the lowest-cost solution, Olympus prioritised long-term operational performance, energy efficiency and environmental responsibility—even when doing so meant accepting higher initial costs. This philosophy reflects a broader organisational mindset. Business decisions are evaluated not only on immediate financial returns but also on their contribution towards operational resilience, reduced environmental impact and long-term competitiveness. Such an approach demonstrates that ESG initiatives become most meaningful when embedded within core business operations rather than treated as standalone corporate programmes.   Building the Next Generation of Facilities Management Olympus’ ambitions extend well beyond improving today’s operations. The company’s longer-term vision is to become a technology-driven integrated facilities solutions provider capable of delivering intelligent, data-enabled operational management. Future developments include the integration of sensors, smart monitoring technologies, performance tracking systems and predictive maintenance capabilities across operational equipment. The objective is to create connected ecosystems that provide clients with greater visibility into facility performance, operational efficiency and service quality. Such capabilities would allow customers to move beyond traditional maintenance reporting towards real-time operational insights that support better decision-making. As digital technologies increasingly reshape every industry, facilities management appears poised to undergo its own transformation—and Olympus intends to be part of that evolution.   Growth Built on People Technology alone, however, is not enough. The leadership acknowledges that sustainable growth ultimately depends upon building capable teams, developing future leaders and creating an organisational culture committed to continuous improvement. As the business expands, investment in workforce training, operational discipline and leadership capability remains central to Olympus’ long-term strategy. This people-first philosophy recognises that innovation becomes sustainable only when supported by skilled individuals capable of embracing new technologies, adapting to changing customer expectations and maintaining consistently high service standards. It is an approach that balances technological advancement with human capability—ensuring the organisation evolves without losing the professionalism and reliability upon which its reputation has been built.   Looking Beyond the Industry Facilities management may never be the most visible sector within the economy, but its role is becoming increasingly critical as organisations seek smarter, greener and more efficient ways to manage their built environments. Olympus Management & Services

For decades, Malaysian manufacturers have built their competitiveness on quality, pricing and reliable delivery. Today, however, global buyers are asking a new question: What is the carbon footprint of this product? Sustainability is no longer an optional consideration—it has become a key factor in determining business competitiveness. Environmental performance now stands alongside cost, quality and efficiency as a critical measure of success in the global manufacturing industry. As manufacturing remains one of Malaysia’s largest contributors to economic growth and exports, businesses are under increasing pressure to adapt to a rapidly evolving sustainability landscape. Internationally, environmental regulations are becoming more stringent. The European Union’s Carbon Border Adjustment Mechanism (CBAM), for example, places a carbon price on selected imported goods, signalling a broader shift towards carbon accountability in global trade. Manufacturers that are unable to measure or reduce their emissions may face higher export costs and risk losing market access. At the same time, multinational companies in sectors such as electronics and automotive are placing greater emphasis on emissions across their entire supply chains. Closer to home, Malaysia is also accelerating its sustainability agenda. The Ministry of Investment, Trade and Industry’s (MITI) National Industry Environmental, Social and Governance (i-ESG) Framework provides businesses with guidance on strengthening ESG practices, while the New Industrial Master Plan 2030 promotes greener, more technology-driven manufacturing. Bursa Malaysia has also enhanced its sustainability reporting requirements, placing greater focus on environmental performance and climate-related disclosures. Together, these developments are transforming sustainability from a compliance obligation into a strategic business advantage. However, the transition presents different challenges across the manufacturing sector. Large corporations often have the financial capacity to invest in cleaner technologies and advanced reporting systems, while many small and medium enterprises (SMEs) face resource constraints. Representing more than 97% of Malaysia’s registered businesses, SMEs play a vital role in manufacturing supply chains. Yet many continue to face barriers such as limited financing, insufficient technical expertise and the high upfront costs associated with energy-efficient equipment, digital technologies and carbon reporting systems. Although these investments can reduce operating costs over time, many businesses remain focused on short-term financial pressures amid rising operating expenses and economic uncertainty. The challenge extends beyond individual companies. Modern supply chains are only as sustainable as their weakest link. As products move through multiple suppliers before reaching international markets, buyers increasingly expect credible environmental data throughout the value chain. Without practical tools to measure emissions, many companies may struggle to meet growing sustainability expectations. This also increases the risk of greenwashing, where environmental claims are made without sufficient evidence or measurable progress. Despite these challenges, encouraging progress is emerging across the industry. Research within Malaysia’s automotive sector shows that stronger collaboration between manufacturers and suppliers can significantly improve environmental performance. Rather than simply imposing sustainability requirements, leading companies are investing in supplier training, technical support and capability development to strengthen ESG practices throughout the supply chain. This collaborative approach delivers multiple business benefits. Improved energy efficiency lowers operating costs, waste reduction increases productivity, and better resource management enhances resilience against future supply disruptions and rising costs. Many leading Malaysian companies are also working to reduce Scope 3 emissions—those generated across their broader value chains. Through more efficient logistics, transportation optimisation and closer supplier partnerships, businesses are lowering indirect emissions while encouraging sustainable practices throughout their networks. Supporting suppliers instead of replacing them enables smaller businesses to remain competitive within global supply chains while strengthening Malaysia’s overall manufacturing ecosystem. The benefits extend well beyond operational performance. Financial institutions and investors increasingly consider ESG performance as a measure of long-term business resilience. Sustainable finance frameworks now assess environmental performance alongside financial results when evaluating investment opportunities and lending decisions. Manufacturers without clear sustainability strategies may face greater challenges in securing financing, while businesses that invest early can strengthen investor confidence and improve their resilience against future regulatory and market changes. Communities also stand to benefit from greener manufacturing practices. Cleaner production methods help reduce emissions, minimise waste and improve environmental quality for surrounding communities. At the same time, the transition towards sustainable manufacturing is creating demand for new skills in carbon accounting, renewable energy, sustainability reporting and green engineering, opening opportunities for higher-value employment while strengthening Malaysia’s long-term competitiveness. Achieving meaningful progress will require close collaboration between government, industry associations and businesses. Government agencies can accelerate adoption by simplifying access to initiatives such as the Green Technology Financing Scheme while providing SMEs with practical carbon accounting tools and technical assistance. Large corporations and government-linked companies also have an important role to play by mentoring suppliers, facilitating financing opportunities and building long-term partnerships that enable SMEs to adopt sustainable practices with greater confidence. Industry organisations such as the Federation of Malaysian Manufacturers can further support businesses through shared sustainability initiatives, including joint investments in renewable energy, waste management and ESG training programmes that reduce costs across the sector. Ultimately, Malaysia’s manufacturing future will no longer be defined solely by producing goods faster or at lower cost. Success will increasingly depend on producing responsibly, efficiently and sustainably. While the transition presents challenges, particularly for SMEs, global expectations continue to evolve. Manufacturers that embrace sustainability as a driver of innovation, resilience and long-term value will be best positioned to compete in the next era of manufacturing.

The way students learn is evolving as digital technology becomes an essential part of modern education. Beyond traditional textbooks and classroom tools, interactive technologies are helping teachers create more engaging and collaborative learning experiences. The sponsorship is part Impact Capital’s environmental, social and governance (ESG) commitment to creating shared value through responsible corporate citizenship. Supporting this shift, Impact Capital Holdings Berhad, through its wholly owned subsidiary Impact Business Solutions Sdn Bhd (IBS), has sponsored five Huawei IdeaHub K3 smart interactive displays to St Joseph’s Private School in Kuching, Sarawak. The sponsorship was presented during the official opening of the school’s new extension block on 15 July, officiated by Deputy Premier of Sarawak, The Right Honourable Datuk Patinggi Datuk Amar Professor Dr Sim Kui Hian. The Huawei IdeaHub K3 is an all-in-one smart collaboration display that combines interactive touchscreen technology with real-time content sharing and digital collaboration features. The solution enables educators to integrate digital teaching methods while providing students with a more interactive and connected classroom environment. According to Kok Teck Kuan, Executive Director of Impact Capital Holdings Berhad, investing in education is one of the most meaningful ways to prepare future generations for an increasingly digital world. “Education has always been one of the most meaningful investments we can make for the future. At Impact Capital, we believe technology should serve a greater purpose by empowering communities and creating opportunities for future generations.” He added that the company is proud to support St Joseph’s Private School through IBS by contributing the Huawei IdeaHub K3 units to enhance classroom engagement and encourage collaborative, technology-enabled learning. The initiative also reflects Impact Capital’s commitment to its Environmental, Social and Governance (ESG) agenda by creating positive social impact through responsible corporate citizenship. “As a home-grown Malaysian technology company, we are committed to leveraging our expertise to support initiatives that deliver lasting value. While this is a one-off sponsorship for St Joseph’s Private School, we remain open to future opportunities where our technology solutions can contribute to education and community development,” Kok said. Through its expertise in ICT infrastructure, systems integration and digital solutions, Impact Capital continues to support Malaysia’s digital transformation across the telecommunications, enterprise and critical infrastructure sectors. The sponsorship demonstrates how technology companies can extend their impact beyond business by helping schools embrace digital innovation and equipping students with the skills needed for a more connected future. For more information, visit www.impact.com.my.

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.