The Executives

InterGlobe Aviation Ltd, the parent company of India’s largest airline IndiGo, has appointed Kiran Thadimarri as its new Chief Financial Officer (CFO), replacing Gaurav Negi, who has moved into an advisory role supporting IndiGo Managing Director Rahul Bhatia. The company’s board approved the leadership changes during its meeting on Monday, with Negi officially stepping down from the CFO position effective July 27 before transitioning into his new advisory role. InterGlobe Aviation Ltd,  Kiran Thadimarri as its new Chief Financial Officer (CFO). Thadimarri, who previously served as Deputy CFO of InterGlobe Aviation, brings more than 24 years of finance experience across various industries. His professional background includes leadership roles at InterGlobe Enterprises, Udaan, Genworks Health and General Electric, where he gained expertise in financial planning, treasury management, fundraising, taxation, auditing and investor relations. Meanwhile, Negi leaves the CFO role after more than 20 years of experience in finance and corporate governance. Prior to joining IndiGo, he held several senior finance positions at General Electric, including CFO roles for GE Renewable Onshore Wind Asia Pacific, GE Healthcare and GE NBCU. InterGlobe Aviation did not disclose specific reasons behind the leadership transition, stating only that Negi will continue contributing to the company in an advisory capacity while Thadimarri has been elevated from Deputy CFO to CFO. The appointment comes shortly after IndiGo reported a consolidated net loss of ₹238 crore for the June quarter, impacted by higher aviation fuel expenses, depreciation of the Indian rupee and operational disruptions caused by geopolitical challenges in West Asia. Despite the quarterly loss, the airline recorded higher revenue during the period, reflecting continued demand growth within India’s aviation market. In a separate development, IndiGo disclosed that it had received a customs order requiring the airline to pay additional duties on imported goods covering the period from April 2020 to March 2024, along with a penalty amounting to ₹1.14 crore. The airline said it disagrees with the customs classification findings and intends to challenge the order through the appropriate legal channels. IndiGo added that it does not expect the matter to have any material impact on its financial performance or ongoing operations. The appointment of Thadimarri marks another step in IndiGo’s leadership evolution as the airline continues expanding its operations and strengthening its financial management capabilities amid a rapidly growing aviation sector.

Global investment firm KKR has appointed Roy Gori, the former President and Chief Executive Officer of Manulife, as a Senior Advisor, strengthening the firm’s expertise in the global financial services and insurance sectors. Former President and Chief Executive Officer at Manulife, Roy Gori appointed as a Senior Advisor at KKR. In his new role, Gori will advise KKR on strategic opportunities across financial services and insurance, with a particular focus on Asia Pacific and other international markets. He will also provide strategic guidance on areas including insurance, wealth management, banking, distribution networks and related financial services platforms. KKR said Gori will work closely with the firm’s senior leadership team and investment professionals, offering insights into market dynamics, regulatory developments, distribution strategies, partnerships and cross-border growth opportunities as the company continues expanding its global financial services platform. The appointment brings to KKR one of the industry’s most experienced executives, with decades of leadership across insurance, wealth management and retail financial services in Asia Pacific, North America and other international markets. Gori previously served as President and Chief Executive Officer of Manulife from 2017 until his retirement in 2025, leading one of the world’s largest insurance and asset management companies through a period of significant transformation and growth. Before becoming group CEO, he was President and CEO of Manulife Asia, where he oversaw the company’s operations across 12 markets, driving business expansion and strengthening its regional presence. He began his career at Citibank in 1989, holding leadership roles within the bank’s Asia Pacific retail business, including responsibilities covering insurance and wealth management operations. Commenting on the appointment, KKR Co-Chief Executive Officers Joe Bae and Scott Nuttall said Gori’s extensive experience would further strengthen the firm’s global financial services capabilities. “We are pleased to welcome Roy to KKR as a Senior Advisor. Roy is one of the most respected leaders in financial services, with decades of experience building and growing businesses across Asia Pacific and internationally. We look forward to working with him as we continue to expand our global platform,” they said. Meanwhile, Billy Butcher and Manu Sareen, Co-Chief Executive Officers of Global Atlantic, KKR’s insurance business, said Gori’s appointment would add valuable strategic expertise to the firm’s expanding insurance platform. “Roy’s deep expertise in insurance, wealth management and distribution, combined with his extensive experience across Asia Pacific and globally, will provide valuable strategic perspective as KKR continues to expand its global financial services platform and pursue new partnership and growth opportunities,” they said. Speaking on his appointment, Gori said he was excited to join KKR at a time when the firm is experiencing significant growth across both regional and international markets. “I am excited to join KKR at a time of tremendous opportunity for the firm in Asia Pacific and globally,” he said. The appointment reflects KKR’s continued focus on strengthening its leadership bench and expanding its presence in the financial services sector, particularly as demand for insurance, wealth management and investment solutions continues to grow across Asia Pacific and other key global markets.

Every economy is built on a workforce. Yet while conversations around talent often focus on executives, professionals and knowledge workers, a far larger segment quietly keeps industries moving every day. Factory operators, warehouse staff, logistics crews, retail associates, kitchen teams and frontline service workers form the operational backbone of businesses across the country. Ironically, they have also been among the most overlooked. For decades, recruitment for the mass workforce has remained fragmented, heavily transactional and largely underserved by technology. Employers have struggled to secure reliable manpower, while job seekers have often found themselves navigating disconnected systems that prioritise placements over long-term opportunities. Founder of INNIO Group – Kong Chin Meng. For INNIO Group, this gap represents far more than a recruitment challenge. It is an opportunity to rethink how the workforce ecosystem should function. Rather than operating as a conventional manpower provider, the Malaysian company has built an integrated platform that connects workforce sourcing, recruitment, deployment and financial wellbeing into one connected ecosystem—bringing together manpower outsourcing, foreign worker recruitment, AI-powered hiring technology and earned wage access under a single operating model. Looking Beyond Recruitment The biggest workforce challenge facing employers today is not finding candidates. It is finding people who stay. For businesses operating in manufacturing, logistics, retail, food and beverage, and other labour-intensive industries, recruitment has become only one part of a much larger equation. Retention, workforce stability and operational continuity have become equally important. INNIO Group recognised this reality long before it became a widespread business conversation. Its founders had spent years working alongside employers facing recurring manpower shortages, high staff turnover and inconsistent recruitment standards. Time after time, businesses were presented with lists of candidates when what they actually needed were dependable employees capable of remaining with the organisation long after their first day of work. That observation fundamentally reshaped the company’s direction. Rather than focusing on recruitment as a one-off transaction, INNIO Group began building an integrated workforce infrastructure designed to support employers throughout the entire employment lifecycle. Building a Connected Workforce Platform The company’s operating model reflects that broader ambition. Its manpower outsourcing and licensed foreign worker recruitment business provide the operational foundation. Sitting alongside these services is CariJob, an AI-powered recruitment platform developed specifically for the mass workforce and fresh graduates—segments traditionally overlooked by mainstream job portals designed primarily for white-collar professionals. Completing the ecosystem is PaydayNow, an earned wage access platform that extends support beyond recruitment by improving financial flexibility and workforce engagement. Together, these businesses create an integrated platform where employers can source talent, deploy workers and strengthen retention through a single ecosystem rather than multiple disconnected service providers. It is a model designed not simply to fill vacancies, but to improve the overall experience for both employers and employees. Solving the Right Problem As Malaysia’s labour market continues to evolve, the questions employers are asking have changed. The conversation has shifted from: “Can you fill this position?” to: “Can you help us build a more stable workforce?” This distinction has become increasingly important. Recruitment alone no longer delivers competitive advantage. Businesses now require workforce intelligence, stronger compliance, improved employee experience and better long-term retention strategies. Recognising this transition, INNIO Group has continued investing in technology that moves beyond candidate matching. By integrating operational data, AI capabilities and workforce management into a connected platform, the company is creating solutions designed to improve hiring decisions while supporting employers long after recruitment has been completed. The result is a business focused not on transactions, but on workforce infrastructure. Growth Through Discipline Many fast-growing companies measure success by revenue or headcount. INNIO Group measures it differently. Its ambitions are defined through recurring employer relationships, platform engagement and sustainable profitability. By the end of 2026, the group aims to serve 2,000 active employer clients across its manpower outsourcing and CariJob businesses, establish a nationwide network of 100 distribution agents and support 10,000 workers through PaydayNow. Equally significant are the opportunities the company has consciously chosen not to pursue. Rather than expanding aggressively into new markets or chasing low-margin recruitment contracts, leadership has prioritised strengthening its Malaysian foundation first. Growth, in this context, is measured not by speed but by resilience—building a business capable of sustaining long-term value regardless of changing economic conditions. Scaling a Business, Strengthening Leadership As organisations expand, leadership inevitably changes. For INNIO Group, scaling has required a deliberate transition from founder-led decision making towards building a stronger organisational structure capable of supporting long-term growth. One of the defining developments has been the operational partnership between the company’s co-founders. While leadership responsibilities were once closely intertwined, responsibilities have evolved into clearly defined roles across finance, governance, recruitment operations and strategic development. This separation has allowed the organisation to move faster while strengthening accountability across the business. At the same time, dedicated teams have been established across product development, artificial intelligence, enterprise sales and operational delivery, reducing dependence on individual decision-makers and creating systems capable of supporting larger-scale growth. It reflects a reality shared by many scaling businesses: sustainable organisations are built through strong systems rather than individual effort alone. Building Beyond Malaysia While Malaysia remains the company’s immediate priority, the long-term vision extends considerably further. Many of the workforce challenges experienced domestically are shared by neighbouring economies across Southeast Asia, creating opportunities for technology-driven workforce platforms capable of addressing similar structural issues. INNIO Group sees its future in becoming more than a manpower company. Its ambition is to build a regional employer-and-workforce platform powered by technology, data and stronger governance, beginning with Malaysia before expanding into neighbouring markets such as Singapore and Indonesia. Alongside this expansion, the company continues strengthening its AI capabilities through CariJob, where proprietary AI modules are being developed to improve candidate matching, onboarding and long-term workforce retention. As industries become increasingly digital and labour markets continue to evolve, the companies creating lasting impact will not simply connect people with jobs. They will build the systems that allow businesses and workers to grow together. That is the future INNIO Group

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

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

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

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

The world’s most important industries rarely make headlines. Few people think about the engineering systems that manufacture fertilisers to support food production, the equipment that keeps feedmills operating around the clock, or the industrial machinery quietly powering factories behind the products we use every day. Yet without these unseen foundations, supply chains would stall, production lines would stop, and economic growth would slow. Founders of NGEAM Engineering Works Sdn. Bhd. – Ngeam Thong Kwong and Ngeam Chong Kwai. Industrial progress has never been built on visibility. It has been built by companies that solve problems long before they become crises. For nearly five decades, NGEAM Engineering Works Sdn. Bhd. has been one of those companies. From Machinery Repair Workshop to Integrated Engineering Partner Established in 1977 by two brothers as a modest machinery repair workshop, NGEAM has evolved into one of Malaysia’s integrated engineering and manufacturing companies, operating from a 26,000-square-metre facility in Shah Alam. Today, the company provides complete industrial solutions that span engineering design, manufacturing, machining, fabrication, installation, commissioning, maintenance, spare parts and plant upgrading—supporting customers across Malaysia, Indonesia, ASEAN and selected international markets. Yet describing NGEAM as simply an engineering company only tells part of the story. Its real business begins where many others end. Solving Industrial Challenges Beyond Equipment Every industrial plant faces challenges that cannot be solved by purchasing equipment alone. Production bottlenecks, ageing machinery, recurring downtime, inefficient plant layouts and rising maintenance costs are issues that demand more than standardised solutions. They require an understanding of how an entire operation functions—not only on paper, but in the realities of daily production. That is precisely where NGEAM has built its reputation. Rather than approaching projects from the perspective of fabrication alone, the company begins by understanding the customer’s operational challenges before designing practical engineering solutions tailored to each environment. Whether supporting fertiliser processing plants, feedmill systems or industrial manufacturing facilities, its objective remains consistent: helping customers improve productivity while ensuring their operations remain reliable over the long term. Engineering Built on Real-World Experience This philosophy is deeply rooted in the company’s origins. Long before NGEAM became a manufacturer, it repaired machinery. That experience offered something many engineering businesses never have the opportunity to develop—a firsthand understanding of why machines fail, what causes recurring breakdowns and how production teams interact with equipment under real operating conditions. Those lessons continue to influence the way the business designs and manufactures today. Because engineering is rarely about creating the most complex machine. It is about creating the most appropriate solution. Developing Specialised Industrial Capabilities Over the years, that practical approach has allowed NGEAM to develop expertise across three specialised industrial platforms: fertiliser processing systems, feedmill and bulk material handling solutions, and custom-built engineering fabrication, including pressure vessels and industrial equipment. Together, these capabilities allow customers to engage a single partner from concept development through manufacturing, installation and ongoing operational support, simplifying what is often a highly complex project lifecycle. Adapting to a Changing Industrial Landscape The market itself has changed considerably since the company’s early years. Manufacturers today are under increasing pressure to improve efficiency, reduce operational costs and maximise productivity while navigating evolving compliance requirements and growing customer expectations. Purchasing equipment is no longer enough. Businesses increasingly seek long-term engineering partners capable of providing technical expertise, quality assurance, documentation, commissioning, maintenance and responsive after-sales support. Recognising this shift early enabled NGEAM to expand beyond traditional fabrication into a fully integrated engineering platform—one capable of supporting customers before, during and long after project completion. Growth Through Capability and Long-Term Value The company’s approach to growth reflects the same long-term thinking. For NGEAM, success is not measured solely by larger facilities or higher project volumes. Growth means continuously strengthening engineering capabilities, investing in skilled people, improving manufacturing systems and delivering projects with greater consistency and reliability. Equally important is helping customers grow by improving plant efficiency, reducing downtime and increasing production capacity. It is a deliberate strategy that explains why the company has chosen not to compete as a low-cost fabricator. Instead, it continues to focus on customised engineering solutions where technical expertise, quality and long-term customer relationships create greater value than competing on price alone. Strengthening Systems for Future Growth As the organisation has expanded, leadership has faced a different challenge altogether. Scaling an engineering business is not simply about acquiring larger factories or additional machinery. It is about building an organisation capable of managing increasingly complex projects while maintaining the same standards of quality that established its reputation. To support that transition, NGEAM has strengthened its internal operations through lean manufacturing principles, Toyota Production System (TPS) methodologies, SAP Business One, Microsoft 365 and SharePoint integration, improving project visibility, document control and operational discipline across the business. At the same time, significant emphasis has been placed on developing engineers, supervisors, machinists, welders and technicians, recognising that technical expertise remains one of the company’s most valuable assets. The Invisible Strength Behind Every Project Many of these investments remain invisible to those outside the business. Customers see completed machinery and commissioned plants. What they do not see is the integrated network of engineers, designers, fabricators, machinists, quality specialists and project teams working together behind every solution. Nor do they see the company’s continued involvement after installation through maintenance support, spare parts, troubleshooting, process optimisation and capacity upgrades. For NGEAM, the completion of a project is never viewed as the end of the relationship. It is often the beginning of a much longer partnership. That commitment has become one of the company’s defining strengths, reinforcing customer confidence across industries where reliability is measured not in months, but in decades. Driving Responsible Industrial Development Alongside operational excellence, the company continues to strengthen its commitment to responsible industrial development. Recent investments include a 400-kilowatt solar photovoltaic system at its manufacturing facility, reducing dependence on conventional energy sources while supporting lower carbon emissions. Complementing these efforts are internationally recognised management systems, including ISO 9001:2015 for quality management and ISO 14001:2015 for environmental management, alongside

For more than four decades, Kim Heng Industries Sdn. Bhd. has quietly built a reputation as one of Malaysia’s most established sofa manufacturers. Founded in 1982 and headquartered in Batu Pahat, Johor, the company has evolved from a traditional furniture manufacturer into an internationally recognised exporter, supplying premium upholstered furniture to customers across Asia, North America, Africa and Oceania. Behind its continued growth lies a philosophy that has remained remarkably consistent: quality craftsmanship, customer commitment and continuous improvement. While many manufacturers compete primarily on price, Kim Heng has focused on building long-term customer relationships through dependable manufacturing, flexible customisation and reliable after-sales support—qualities that have enabled the company to remain competitive in an increasingly demanding global furniture market. CEO of Kim Heng Industries Sdn Bhd – Jack Lau. Today, the company manufactures an extensive range of sofas, motion recliners and upholstered beds using premium leather, fabric and synthetic upholstery materials. Complementing its manufacturing operations is its retail showroom under the Nucca brand, showcasing the company’s flagship NICOLLO product collections while providing a direct connection with end consumers. As both manufacturer and brand owner, Kim Heng has positioned itself to better understand changing customer preferences while maintaining greater control over product quality and customer experience. Its international footprint continues to expand, with exports reaching markets including Singapore, the United States, Canada, Australia, Taiwan, Indonesia, Thailand, the Philippines, the Maldives, Mauritius, South Africa and several emerging markets. This growing global presence reflects not only increasing demand for Malaysian-made furniture but also the company’s ability to balance international design trends with manufacturing excellence. At the heart of Kim Heng’s product strategy is continuous innovation. The company has recently introduced several new collections designed to address evolving consumer lifestyles. The NCS Series focuses on enhanced comfort through high-density memory foam and ergonomic support, responding to increasing consumer demand for wellness-oriented furniture that promotes everyday comfort. Meanwhile, the NVT Series, inspired by minimalist Muji aesthetics, reflects the growing preference for clean, contemporary interiors that combine simplicity with timeless functionality. Rather than following trends, Kim Heng believes successful product development begins with understanding how people live. Today’s consumers increasingly seek furniture that complements flexible living spaces while offering greater comfort, durability and personal expression. This has made customisation one of the company’s defining strengths. Customers are offered flexibility across materials, colours, dimensions and seating configurations, allowing furniture to be tailored to individual lifestyles and interior requirements. Combined with responsive warranty support and repair services, this customer-centric approach has become one of the defining characteristics of the NICOLLO brand, strengthening customer loyalty long after the initial purchase. While product innovation remains central to the company’s growth strategy, Kim Heng recognises that sustainable success depends equally on operational excellence. In recent years, the company has invested significantly in cultivating a Lean manufacturing culture aimed at improving productivity, reducing waste and enhancing manufacturing efficiency. Rather than pursuing aggressive expansion, management has prioritised strengthening internal systems, refining production workflows and standardising operating procedures to ensure consistent quality as demand continues to grow. This disciplined approach reflects the company’s broader philosophy towards growth. For Kim Heng, growth is measured not simply by increasing sales volumes, but by creating a stronger business capable of delivering consistent quality, operational resilience and long-term customer trust. Expansion into new markets remains important, particularly in Australia, South Africa and Taiwan, but not at the expense of manufacturing standards or organisational stability. This measured mindset has become increasingly important as the business scales. As operations grow, maintaining product consistency, coordinating larger workforces and ensuring seamless communication across departments become more complex than simply increasing production capacity. To address these challenges, the company has strengthened cross-functional collaboration, enhanced workflow systems and placed greater emphasis on employee development and continuous improvement. Leadership has likewise evolved, placing greater focus on empowering teams, improving organisational alignment and embracing data-driven decision-making to support future growth. Digital transformation is also becoming an increasingly important component of Kim Heng’s long-term strategy. Recognising the opportunities presented by Industry 4.0, the company is actively exploring artificial intelligence solutions to enhance production scheduling, manufacturing planning and delivery route optimisation. While its existing production planning systems remain effective, management views AI not as a replacement for experience, but as a powerful tool to improve operational efficiency, resource utilisation and customer responsiveness. Equally important is the company’s commitment to responsible manufacturing. Over the past year, Kim Heng has continued strengthening its sustainability journey through practical initiatives rather than symbolic commitments. Alongside its Lean manufacturing programme, the company has invested in a solar panel system that officially commenced operations this year, reducing reliance on conventional energy sources while supporting cleaner manufacturing operations. At the same time, continued investment in process improvement, material utilisation and durable product design reflects a broader commitment to reducing waste and extending product lifecycles. Rather than encouraging frequent replacement, the company focuses on producing furniture built to endure, supported by comprehensive after-sales service that reinforces long-term customer confidence. Many of Kim Heng’s greatest competitive strengths, however, remain largely invisible to the marketplace. Beyond its products lies an operational culture built on decades of manufacturing expertise, disciplined quality control and close coordination across departments. The company’s ability to deliver customised solutions while maintaining consistent quality and reliable lead times is the result of years of continuous refinement, strong problem-solving capabilities and a workforce committed to operational excellence. Equally significant is its emphasis on building lasting customer relationships. Instead of pursuing short-term transactions, Kim Heng continues to invest in responsive after-sales support, operational flexibility and continuous improvement, reinforcing its position as a trusted long-term partner for retailers, distributors and consumers alike. As global furniture markets continue to evolve, Kim Heng Industries is demonstrating that sustainable manufacturing success is built not on rapid expansion alone, but on consistency, adaptability and an unwavering commitment to quality. By combining traditional craftsmanship with Lean manufacturing, digital innovation and responsible business practices, the company is positioning itself to compete confidently on the international stage while strengthening the reputation of Malaysian furniture manufacturing

Malaysia’s automotive industry is undergoing a significant transformation. Rising vehicle prices, evolving consumer expectations, stricter financing requirements and the emergence of electric mobility are reshaping how people buy, own and experience vehicles. Within this changing landscape, the used car market has become increasingly important, offering practical mobility solutions for consumers seeking affordability without compromising reliability. Among the businesses navigating this evolution is EBM Motor Sdn. Bhd., a Johor Bahru-based automotive company that has steadily built its reputation on one principle: trust. Rather than simply selling pre-owned vehicles, the company has focused on creating a transparent and customer-centric automotive experience that removes much of the uncertainty traditionally associated with buying a used car. Founders of EMB Motor Sdn Bhd – Ng Wee Sern and Ng Wei Chiang. Founded by brothers Ng Wee Sern and Ng Wei Chiang, who together bring more than two decades of experience from established automotive brands including Perodua and Toyota, EBM Motor has grown rapidly into one of Johor’s recognised automotive retailers. Operating from Taman Anggerik Emas, the company specialises in the wholesale and retail of quality pre-owned, reconditioned and selected new vehicles, supported by a comprehensive range of services including vehicle trade-ins, financing through more than ten banking partners, insurance, warranty protection, PUSPAKOM inspections and after-sales support. Today, EBM Motor serves a broad customer base comprising local Malaysians, first-time car buyers, working professionals, families and Singaporean customers seeking reliable cross-border mobility. Supported by an extensive broker network, strategic industry partnerships and a strong digital presence, the company continues to strengthen its position within Malaysia’s increasingly competitive automotive sector. Its recognition under the CIMB Pearl Dealer Program 2025 further reflects the company’s growing credibility within the industry. While many automotive businesses focus on transactions, EBM Motor has built its business around solving a much broader challenge—helping consumers gain access to dependable mobility with confidence. In today’s economic environment, owning a reliable vehicle directly impacts a person’s ability to work, support their family, operate a business or commute efficiently between Johor Bahru and Singapore. At the same time, rising new car prices and tighter lending conditions have made purchasing brand-new vehicles increasingly difficult for many households. Recognising these realities, the company has developed a business model centred on making quality vehicles more accessible through careful sourcing, professional refurbishment, transparent pricing and flexible financing solutions. Every stage of the purchasing journey is designed to reduce uncertainty, giving customers confidence that the vehicle they are buying is properly prepared, fairly priced and supported long after delivery. This emphasis on trust originated from a gap the founders identified when entering the industry. Although demand for pre-owned vehicles was strong, many buyers remained hesitant due to concerns over hidden defects, inconsistent pricing and poor after-sales support. Rather than competing purely on price, EBM Motor differentiated itself by building a structured buying experience that combined vehicle inspections, refurbishment, financing guidance, warranty protection and clear communication throughout the purchasing process. As consumer behaviour evolved, so too did the company’s strategy. Today’s buyers are digitally connected, researching vehicles online, comparing prices, reading reviews and expecting greater transparency from automotive retailers. In response, EBM Motor has expanded its digital marketing capabilities, strengthened financing partnerships and invested in AI-driven customer engagement tools, blending traditional relationship-based service with modern retail practices. The company is also positioning itself for the future of mobility. While electric vehicles and hybrid technologies continue gaining momentum, EBM Motor has adopted a measured approach, carefully studying the emerging used EV market before expanding aggressively into the segment. Rather than following industry trends without preparation, management believes long-term success depends on understanding customer readiness, resale values, after-sales requirements and operational capabilities before making significant investments. Closer to home, the rapid economic development surrounding Johor Bahru is creating further opportunities. Infrastructure projects such as the Johor-Singapore Special Economic Zone (JS-SEZ) and the Rapid Transit System (RTS) Link are expected to increase cross-border activity and transportation demand, reinforcing the company’s confidence in the region’s long-term growth potential. As EBM Motor continues to expand, its definition of growth remains firmly rooted in sustainability rather than scale alone. Success is measured not only by the number of vehicles sold, but by the strength of customer relationships, operational discipline and the company’s ability to consistently deliver quality experiences. This philosophy has influenced many of its business decisions. Instead of pursuing rapid expansion or competing solely on pricing, the company has concentrated on improving inventory quality, strengthening refurbishment standards, expanding financing solutions and investing in digital systems that enhance both operational efficiency and customer engagement. Repeat customers, referrals and long-term reputation are viewed as stronger indicators of success than short-term sales figures. Growth has also required significant internal transformation. As operations became more complex, the founders recognised the need to evolve from hands-on operators into leaders focused on building systems and empowering teams. Greater emphasis is now placed on departmental coordination, staff development, workflow standardisation and data-driven decision-making, ensuring the business can scale without compromising service quality or customer satisfaction. Much of EBM Motor’s competitive advantage, however, remains largely unseen by customers. Behind every completed sale lies extensive coordination between suppliers, financial institutions, insurance providers, warranty partners, refurbishment teams and administrative staff. The company’s ability to manage these moving parts efficiently has become one of its greatest operational strengths, enabling customers to enjoy a smoother, more transparent buying experience. Equally important is its market intelligence. Through close collaboration with suppliers, brokers and financing partners, EBM Motor continuously monitors customer preferences, pricing movements and loan approval trends, allowing it to source inventory more strategically while providing practical advice tailored to each customer’s circumstances. Responsible growth also extends to how the company approaches sustainability. Over the past 12 to 18 months, EBM Motor has deliberately prioritised proper vehicle refurbishment, responsible stock selection and warranty protection instead of simply increasing sales volumes. While these decisions require additional investment in quality control, manpower and operational resources, they also extend vehicle lifecycles, reduce unnecessary waste and provide customers with affordable, dependable alternatives to purchasing new