ESG

Bank Negara Malaysia (BNM) and the Labuan Financial Services Authority (LFSA) have imposed a total RM10 million compound on UBB Investment Bank Ltd for breaches of anti-money laundering and customer due diligence requirements. UBB Investment Bank, a Labuan-licensed investment bank under UBB Amanah Group, was found to have committed several compliance failures during a joint on-site examination by BNM and LFSA in August 2024. According to BNM, the examination uncovered material non-compliances, including delays in submitting suspicious transaction reports (STRs) and failures to properly conduct customer due diligence. The bank failed to promptly file STRs for 53 suspicious transactions carried out between 2023 and 2024, breaching Section 14(1)(b) of the Anti-Money Laundering, Anti-Terrorism Financing and Proceeds of Unlawful Activities Act 2001 (AMLA). A separate LFSA investigation found that the bank had also failed to properly identify and verify a customer’s identity during the onboarding process in 2023. The breach, under Section 98(2) of the Labuan Financial Services and Securities Act 2010 (LFSSA), affected the bank’s ability to assess and detect potential links to illicit overseas activities. The initial compounds were not paid within the required period, leading BNM and LFSA to begin prosecution proceedings against the bank for offences under AMLA and LFSSA. UBB Investment Bank later submitted written representations to the Attorney General’s Chambers seeking reinstatement of the compounds. With the written consent of the public prosecutor, BNM and LFSA imposed a RM9 million compound for the AMLA offences and RM1 million for the LFSSA offence on March 13, 2026. The bank subsequently paid the full RM10 million on June 11, 2026, BNM said. Following the enforcement action, BNM and LFSA reminded financial institutions and other reporting institutions to strengthen their internal controls and ensure full compliance with AMLA and related reporting requirements. BNM warned that reporting institutions could be exploited by criminals through negligence or deliberate involvement, and that failures to meet their obligations could result in enforcement action, including prosecution.

Rubicon Carbon, a company backed by TPG Inc.’s Rise Climate fund, will help finance carbon credit projects in Indonesia as the country pushes to expand supply and forge trading agreements with other nations. Rubicon Carbon and the Ministry of Marine Affairs and Fisheries of the Republic of Indonesia (KKP) signed a Letter of Intent to advance strategic collaboration on blue carbon development in Indonesia. Indonesia’s government has established a co-investment partnership with Rubicon Carbon that will pool public and private capital for blue carbon deals through a dedicated vehicle, Marine Affairs and Fisheries Minister Sakti Wahyu Trenggono said in a statement to Bloomberg News. “Indonesia is committed to unlocking the full potential of its blue carbon economy while ensuring that coastal communities remain at the centre of its development,” Trenggono said. Blue carbon projects generally involve the capture of carbon dioxide by coastal ecosystems such as mangroves and salt marshes. Under the arrangement, Indonesia’s government will provide support through land access, permitting, and help engaging local communities. No financial terms were disclosed, and a Rubicon Carbon spokesperson declined to discuss specifics of the co-investment deal. Trenggono added that the partnership’s initial phase — expected to become Indonesia’s largest blue carbon mangrove restoration effort — will span as much as 70,000 hectares (172,974 acres) along Java’s northern coast, with room to grow if the pilot phase proves successful. President Prabowo Subianto has previously outlined a goal of generating billions of dollars in revenue from carbon credits and has moved to revive the sector through various policy measures. Indonesia was once among Asia’s top suppliers of voluntary carbon credits before it restricted exports in 2022, when the prior administration reassessed how domestic offsets fit into the country’s own climate targets. Rubicon Carbon, led by former Bank of America Corp. executive Tom Montag, was founded to capitalize on an expected surge in carbon markets driven by intensifying climate concerns. While proponents view the market as essential to achieving global net-zero goals, it has lost momentum in recent years following a series of scandals and companies pulling back on emissions commitments. “Indonesia has an extraordinary opportunity to become a global leader in blue carbon,” Montag said in a LinkedIn post on Rubicon Carbon’s account last month.

Household electricity bills are increasingly on the minds of Malaysian homeowners. The way homes use power is shifting — air conditioners run longer as temperatures climb, more families are adopting electric vehicles, and smart devices and connected appliances are becoming standard fixtures in daily life. Together, these trends are pushing energy consumption steadily upward. Meanwhile, changes to electricity tariff structures and programmes like the 2026 Solar Accelerated Transition Action Programme (Solar ATAP) are pushing more homeowners to consider renewable energy as a way to keep long-term costs under control. Picking a home solar system, though, involves more than comparing price tags. Homeowners want assurance that a system will perform reliably, that support will be available after installation, and that they’re working with a partner who can protect their investment for years down the road. Drawing on over three decades of building nationwide communications networks across Malaysia, Maxis has spent the past two years moving into the home energy space, aiming to make going solar straightforward and stress-free for homeowners throughout Peninsular Malaysia. Rather than simply handling installation, Maxis delivers a full solar service — covering consultation, setup, upkeep, insurance, warranty handling, and continuous system monitoring. Every installation uses high-grade solar equipment and rugged cabling, and each system goes through thorough testing before being commissioned to ensure it performs well over the long haul. Two Ways to Go Solar Understanding that households have different budgets and priorities, Maxis Solar offers two paths to adoption: buying the system outright or subscribing to it. The outright purchase route is built around maximising long-term savings — homeowners can recover their installation costs in as little as four years and cut their monthly electricity bill by as much as 80%. Buyers can also access up to RM8,000 in combined savings, thanks to a mix of Maxis incentives and the government’s Sustainable Rebate and Incentive Assistance (SuRIA) programme. On top of that, customers get to pick their sign-up bonus: RM1,000 in Touch ‘n Go eWallet credit, or two extra years of free maintenance and insurance worth RM2,000. Homeowners who’d rather avoid a large upfront cost can opt for the subscription plan instead, which requires just RM1,000 to get started. Qualifying customers can receive up to 10 months of subscription fees waived — worth RM3,000 — through the SuRIA programme, while still getting the same quality hardware, professional installation, and full-service solar management as outright buyers. Subscribers can expect electricity bill savings of up to 25%, along with 10 years of ProActive Solar Care — a bundle covering maintenance, insurance, warranty support, and ongoing monitoring to keep the system running efficiently and protected. Because solar is a decades-long commitment, factors like dependability, upkeep, and the availability of support matter just as much as upfront cost. Whether homeowners choose to buy outright or subscribe, Maxis Solar gives them an accessible route to cleaner energy, lower electricity costs, and a more sustainable household — backed by a partner built for the long term.

Ditrolic Energy Holdings Sdn Bhd has received conditional approval from Singapore’s Energy Market Authority (EMA) to export and supply up to 600 megawatts alternating current (MWac) of renewable electricity from Johor to Singapore, marking a major milestone in its cross-border clean energy ambitions. The approval was granted to its subsidiary, Southern Solar Alliance Pte Ltd, enabling the company to move forward with the technical, commercial and regulatory development required before securing final approval for the project. The proposed export project forms the first phase of the Southern Johor Renewable Energy Corridor (SJREC), a long-term renewable energy initiative jointly developed by Permodalan Darul Ta’zim (PDT), Ditrolic Energy and the International Finance Corporation (IFC). Planned over a 15-year period along Johor’s east coast, SJREC is designed to support Malaysia’s domestic energy needs while supplying renewable electricity to Singapore, including developments within the Johor-Singapore Special Economic Zone (JS-SEZ). From left: Ditrolic Energy executive director Michelle Ong; Ditrolic Energy board adviser Sam Ong; Ditrolic Energy group chief executive officer Tham Chee Aun; Singapore’s Energy Market Authority chief executive Phua Kok Keong; Singapore Ministry of Trade and Industry permanent secretary Augustin Lee; and Singapore Ministry of Trade and Industry deputy secretary Keith Tan during the presentation of the Letter of Conditional Approval. The initial phase will be powered by approximately four gigawatts-peak (GWp) of solar generation capacity, supported by 5.1 gigawatt-hours (GWh) of utility-scale battery energy storage systems (BESS). The integrated infrastructure is expected to provide a more stable and reliable supply of green electricity. Ditrolic Energy Group Chief Executive Officer Tham Chee Aun said the conditional approval demonstrates confidence in the project’s technical capability, scale and reliability. He added that the project highlights the strong collaboration between the Johor state government, the Malaysian Federal Government, Singapore and private sector partners in turning clean energy policies into commercially viable cross-border projects. The company said the project has already attracted significant market interest, with nearly 90% of its planned electricity output receiving offtake interest from Singapore-based customers across sectors including transport, aviation, ports, manufacturing, pharmaceuticals, logistics, real estate and industrial parks. PDT Chief Executive Officer Datuk Ramlee Rahman said SJREC is expected to position Johor as a regional renewable energy hub capable of serving both local demand and export markets. He noted that the project’s progress under EMA’s conditional approval also supports the long-term development of the Johor-Singapore Special Economic Zone. In addition to exports, SJREC will also supply renewable electricity to the domestic market through Malaysia’s Corporate Renewable Energy Supply Scheme (CRESS) and Self-Consumption (SELCO) programme. The first batch of power purchase agreements with local customers is expected to be signed within the next three months. The first delivery of green electricity for the Malaysian market is targeted for 2028, while commercial exports to Singapore are expected to commence in 2029, subject to the completion of the new cross-border interconnector and the necessary regulatory approvals in both countries.

Pengurusan Air Selangor Sdn Bhd has successfully priced the world’s first blue sukuk and Malaysia’s first blue bond/sukuk issuance, with a total nominal value of RM200 million. The Blue SRI Sukuk Kelestarian carries a 15-year tenure and will be issued under Air Selangor’s RM20 billion Islamic medium-term notes programme. In a joint statement, Air Selangor and CIMB Group Holdings Bhd said the landmark issuance marks a major milestone in the development of sustainable water financing within Malaysia’s capital market. The companies said the issuance reflects Air Selangor’s commitment to securing sustainable financing for projects that deliver measurable environmental benefits, particularly in strengthening water infrastructure and supporting long-term resource management. Air Selangor chief executive officer Adam Saffian Ghazali said building resilient water infrastructure requires long-term investment supported by innovative and sustainable financing solutions. “This world’s first blue sukuk reflects our commitment to advancing innovative financing solutions that strengthen water security, protect natural resources and create long-term value for the communities we serve,” he said. Meanwhile, CIMB Investment Bank chief executive officer Nor Masliza Sulaiman said the successful issuance highlights CIMB’s role as a capital markets arranger and sustainability partner. “We hope this landmark issuance will accelerate the adoption of blue finance across Malaysia and the region, supporting greater mobilisation of capital towards water security, environmental resilience and sustainable development,” she said. CIMB Investment Bank served as the sole sustainability structuring adviser and sole lead manager for the transaction. The blue sukuk issuance represents a significant step forward in Malaysia’s sustainable finance landscape, creating a new avenue for funding projects focused on water security, environmental protection and long-term climate resilience.

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.