Green Packet AR18 - Part1

TABLE OF
CONTENTS
CORPORATE INFORMATION CORPORATE GOVERNANCE
02 Our Massive Transformative Purpose 56 Corporate Governance

Overview Statement
03 Our Core Values
69 Statement on Risk Management
04 About Green Packet
and Internal Control
06 Corporate Structure
73 Audit Committee Report
07 Corporate Information
76 Statement on Directors’ Responsibility
08 Wireless Connectivity
77 Additional Compliance Information
10 5-Year Financial Highlights
79 Financial Statements
12 Message from the Chairman
17 Bringing You Closer
OTHER CORPORATE INFORMATION
18 Management Discussion and Analysis
24 Digital Financial Evolution 208 Analysis of Securities
26 %RDUGRI'LUHFWRUV̵3URͤOH 212 Substantial Shareholders’ and
33 .H\6HQLRU0DQDJHPHQW3URͤOH Directors’ Interest
34 Sustainability Statement 213 Notice of Annual General Meeting
55 Connecting All Things from A To Z Form of Proxy

02 Green Packet Berhad (534942-H)
OUR
˲62
Every Human Must Thrive with
Life Improving Digital Innovations.
At Green Packet, we have adopted a Massive Transformative Purpose
(‘MTP’) to drive and remind us of our existence. By committing to an
outrageously huge and aspirational goal, Green Packet is concentrating
our resources towards achieving that purpose.
Annual Report 2018 03
OUR CORE VALUES

Core values set the parameters on the way we work, operate and engage.
At Green Packet, our core values are:
1. Believe in Grit
y Never give up
y Dedicated to the long-term vision
y Going the distance
2. Let’s Collaborate 3. Innovate for a Difference

y Believe in diversity and working together y Build things that impact others
y Share expertise, experience and y Open to new ideas
resources y Explore, discover, experiment
y Form partnerships with internal and
external stakeholders 4. Feel Empathy
y Seek to understand others
y Show care through our actions
y Provide meaningful experiences
5. Be Courageous
y Nothing is impossible
y Embrace new ways of doing things
y Speak up, confront challenges
About
Green
G
Gr
ree
ee
en Packet
Pack
Packet
et B
Berhad
erha
ad (“
(“G
(“Green
Green Pa
Pack
Packet”)
c et”)) iis
s an
n in
internationally
nterrna
atio
onal
ally
ly rrecognized
ecog
ogniize
zed
d telecommunications,
telecommun
unic
icat
atiions,
media
med
mediia and
nd technology
an te
tech
ec nolo
logy
lo y company.
co
ompa
panny. Founded
Fo de
Founde
Fo dedd in
i the
e heart
he rt of
earrt of California’s
C li
Ca lifo
forn
fo ia’s Silicon
rnia n Valley
Silicon a ley in 2000
Val 200
000
0
and subsequently
d su
s ubs
seque
ent l listed
n ly lis
iste
ted
te d on
n the
e Malaysian
the Malaysi an Stock
sian Sto
tockk Exchange
ck h nge in 2005,
Excha 20
0005, Green
05 r en Packet designs
Gre desi
signs
produces
and pr
p od
o s wireless
duces wir
irel
eles
lesss broadband
oadband devices,
bro es, user-centred
device s r--centred products, applications
use appl
applic ions and services
cattio se
ervices
enable
that e na ble the
able he delivery
th delive
deli ry of
very of valuable
va
valuable digital experiences.
exp
perie
ences.
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telecommunications operators globally including the
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that allow users to experience the best 4G-connection on
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hundreds of interconnections with global
telecommunications operators, enabling us to be one of
the largest voice wholesale operators in South East Asia.
Additionally, we also operate a payment gateway and
digital wallet for cashless transactions in Malaysia.
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internet access devices and voice over internet protocol
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Green Packet’s businesses are anchored in three key
segments which are Solutions (devices), Communications
(voice minutes) and Digital Services (comprising Financial
Technology and Internet-of-Things), serving the
end-consumers, organizations and Governments.
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a thriving and rapidly developing country situated at the
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100 clients in over 70 countries worldwide.
For more information about Green Packet, please visit

www.greenpacket.com
CORPORATE STRUCTURE
SHANGHAI
TAIWAN
SINGAPORE
MALAYSIA
100% Green Packet International Sdn Bhd (751674-V)

70% First Wireless Sdn Bhd (728234-V)
100% Kiple Media Sdn Bhd (1245958-T)
32% G3 Global Berhad
100% Enrich Bonus Sdn Bhd (1180317-H) (570396-D)
100% Packet One Sdn Bhd (738690-H) 18.9% Webe Digital Sdn Bhd (571389-H)
100% Next Telecommunications Sdn Bhd (393561-A)

100% Worldline Enterprise Sdn Bhd (222332
(222332-T)
T)
100% NGT Networks Pte Ltd (200706773E)

20% Shenzhen Memo Technology Co. Ltd
(91440300398400441W) 100% NGT Networks Global Limited (2784928)
100% Packet Interactive Sdn Bhd (765789-H) 40% Packet Interactive Entertainment
(M) Sdn Bhd (1267579-A)
100% Kiple Sdn Bhd (1208256-A)
100% Funsea Interactive Entertainment
100% Mobiduu Solutions Sdn Bhd (1152861-X) (M) Sdn Bhd (1267581-D)
100% Kiplepay Sdn Bhd 60% Vivohub Mobile Pte Ltd (201720482G)
(f.k.a Webonline Dot Com Sdn Bhd)
(510377-P)
100% Green Packet (S) Pte Ltd (200919726H)
100% Green Packet Networks (Taiwan) Pte Ltd

(28681597)
100% Green Packet (Shanghai) Ltd

(91310115761637268E)
CORPORATE INFORMATION
BOARD OF DIRECTORS REGISTERED OFFICE / HEAD OFFICE

Tan Sri Datuk Dr. Haji Omar Bin Abdul Rahman B-23A-3, The Ascent Paradigm
Chairman / Independent Non-Executive Director No. 1, Jalan SS 7/26A, Kelana Jaya
47301 Petaling Jaya
Puan Chan Cheong Selangor Darul Ehsan
Non-Independent Non-Executive Director Tel No. : 603.2714 6288
Tan Kay Yen Fax No.: 603.2714 6289
&KLHI([HFXWLYH2IͤFHUFXP([HFXWLYH'LUHFWRU
Tan Sri Dato’ Kok Onn SHARE REGISTRAR
Non-Independent Non-Executive Director BoardRoom Share Registrars Sdn Bhd
Boey Tak Kong (formerly known as Symphony Share
Independent Non-Executive Director Registrars Sdn Bhd)
Level 6, Symphony House
A. Shukor Bin S.A. Karim Pusat Dagangan Dana 1
Independent Non-Executive Director Jalan PJU 1A/46
Dato’ Lai Yit Loong 47301 Petaling Jaya
Selangor Darul Ehsan
Independent Non-Executive Director
Helpdesk No. : 603.7849 0777
Fax No. : 603.7841 8151/8152
Helpdesk Email : BSR.Helpdesk@boardroomlimited.com
AUDIT COMMITTEE
Boey Tak Kong PRINCIPAL BANKERS
Chairman HSBC Bank Malaysia Berhad
Tan Sri Datuk Dr. Haji Omar Bin Abdul Rahman 2 Leboh Ampang
50100 Kuala Lumpur
A. Shukor Bin S.A. Karim
OCBC Bank (Malaysia) Berhad
Menara OCBC, 18 Jalan Tun Perak
NOMINATION COMMITTEE 50500 Kuala Lumpur.
Tan Sri Datuk Dr. Haji Omar Bin Abdul Rahman AUDITORS
Chairman
Messrs Crowe Malaysia PLT
Boey Tak Kong
Chartered Accountants
A. Shukor Bin S.A. Karim Level 16 Tower C
Megan Avenue II
12 Jalan Yap Kwan Seng
TALENT AND REMUNERATION COMMITTEE 50450 Kuala Lumpur
Tel No.: 603.2788 9999
Tan Sri Datuk Dr. Haji Omar Bin Abdul Rahman Fax No.: 603.2788 9998
Chairman
A. Shukor Bin S.A. Karim STOCK EXCHANGE LISTING
Puan Chan Cheong
Main Market of Bursa Malaysia Securities Berhad
Dato’ Lai Yit Loong
Stock Sector : Telecommunications & Media
Stock Name : GPACKET
COMPANY SECRETARY : GPACKET-WB
Tai Siew May (MAICSA 7015823) Stock Code : 0082
0082WB
WEBSITE
www.greenpacket.com
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5-YEAR FINANCIAL HIGHLIGHTS
2014* 2015** 2016 2017 2018

MYR ‘000 MYR ‘000 MYR ‘000 MYR ‘000 MYR ‘000
Revenue 874,231 587,892 366,251 358,944 398,682

(224,870) (25,484) 70,664 (16,578) (62,504)
Key Balance Sheet Items
Total Assets 907,339 346,294 460,625 555,176 569,417

Total Liabilities 885,850 288,003 330,483 385,694 400,803
Total Equity 21,489 58,291 130,142 169,482 168,614
No. of Shares in Issue 690,409 690,447 690,447 758,721 908,923
Segmental Information
Revenue
- Solutions 200,068 252,397 153,290 126,323 78,848
- Broadband Services 444,060 61,617 - - -
- Communications/Voice Services 256,982 318,438 234,499 256,458 351,511
- Digital Services - - - 2,327 2,936
- Elimination (26,879) (44,560) (21,538) (26,164) (34,613)
874,231 587,892 366,251 358,944 398,682
Before Taxation by Pillar
- Solutions 14,915 (8,042) (7,031) 3 (2,584) (15,817)

- Broadband Services (123,156) 108,793 - - -
- Communications/Voice Services 8,149 15,283 7,034 1,309 (10,748)
- Digital Services - - - (5,946) (11,676)
- Finance Cost (101,891) 1 (30,036) 1 (16,081) 1 (17,667) 1 (19,431) 1
- Share of Results of Associates - (116,961) 2 (56,617) 2 (2,620) (6,506)
- Gain on dilution and fair value adjustments - - 147,638 10,082 534
(201,983) (30,963) 74,943 (17,426) (63,644)
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cont'd
REVENUE TOTAL ASSETS

(MYR’000) (MYR’000)
907,339
874,231
587,892
569,417
555,176
460,625
398,682
366,251
358,944
346,294
2014* 2015** 2016 2017 2018 2014* 2015** 2016 2017 2018
TOTAL LIABILITIES TOTAL EQUITY

(MYR’000) (MYR’000)
885,850
169,482
168,614
130,142
21,489
400,803
385,694
330,483
288,003
58,291
2014* 2015** 2016 2017 2018 2014* 2015** 2016 2017 2018
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MESSAGE FROM
THE CHAIRMAN
Dear Shareholders,
On behalf of the Board of

Directors (”the Board”) of
Green Packet Berhad ("the
Company”), I am pleased to
present to you the Annual
5HSRUWIRUWKHͤQDQFLDO\HDU
ended 31 December 2018
(“FYE2018”).
MESSAGE FROM THE CHAIRMAN

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ECONOMIC AND PERFORMANCE REVIEW
FYE2018 has been both an exhilarating and challenging year for the Company. Exhilarating because
2018 was the year of the unprecedented peaceful and democratic emergence of a new Government for
Malaysia, bringing a positive outlook for good governance and a responsible government backed by
more accountability, integrity and openness. Challenging because of the need for the Company to adjust
to marketplace changing demands.
In terms of the global economy in 2018, one of the major concerns was the US-China trade war which
has raised the fears of de-globalization and the descent of the global economy into a collection of highly
protected national markets. Despite that, the Malaysian economy grew at a robust pace last year, having
recorded a growth rate of 4.7%. According to the recent report released by the World Bank, economic
activities in Malaysia are still expected to expand at 4.7% in 2019 despite the projected slower growth
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Our efforts in re-aligning our business focus to marketplace demands have helped us to stay resilient.
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achieve a total revenue of RM398.7 million in FYE2018 – an increase of 11% compared to FYE2017.
The Company continued to invest heavily in business development and marketing activities while
strengthening its workforce to build the Digital Services business. In addition, the Solutions and
Communications business experienced a substantially higher competition and a much challenging
industry landscape among the global telecommunications players which resulted in lower revenue
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CORPORATE DEVELOPMENTS
The Company has undertaken a few corporate exercises in FYE2018 as follow:
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gross proceed of RM60,081,000 from the issuance of 150,202,556 Rights Shares with 450,607,668
free detachable warrants on the basis of (3) warrants for every (1) Rights Share subscribed (“Rights
Issues”). The Rights Issues will be utilised to fund the workings capital and investments to facilitate the
continuous long-term growth and expansion plans of the Company.

cont'd
b) On 16 January 2019, the Company activated its Share Grant Scheme (“SGS”) to be granted to the eligible
Executive Directors and employees of the Company and its subsidiaries. The SGS serves as a long-term
incentive plan to motivate, reward and retain our Executive Directors and employees who are instrumental
to the continued success of our Company.
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entire accumulated losses of our Company as at 31 December 2017 via the cancellation of the issued
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MOVING FORWARD
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collaboration opportunities with other technological partners globally to enhance our product and service
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The Company is determined to maintain its competitive edge against its larger industry competitors by
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Management, will not only overcome the challenges ahead but will emerge stronger and resilient as we
embark on the next chapter of our corporate journey.

cont'd
APPRECIATION
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bodies and other stakeholders for your continued support and confidence in us and in the future of
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counsel. FYE2018 has been a year of tremendous work for our Management and employees as we coped with
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the continuing growth for Green Packet.
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18 April 2019
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BRINGING
YOU CLOSER
As one of the largest wholesale voice carriers for
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MANAGEMENT DISCUSSION
AND ANALYSIS
Group’s
oup’s Business Structure
Green
en Packet Berhad (“Green
cket”) and its subsidiaries
Packet”)
llectively referred to as “the
(collectively
up”) designs, develops and
Group”)
duces wireless devices,
produces
er-centered applications and
user-centered
vices that enable the delivery of
services
uable digital experiences for
valuable
ecommunications, internet of
telecommunications,
ngs, consumer digital services
things,
andd other high technology
ducts and services.
products
MANAGEMENT DISCUSSION AND ANALYSIS

cont'd
OVERVIEW OF THE GROUP’S BUSINESS
The Group is organised into 3 main reportable segments which are: -
Solutions Division Communications Division Digital Services Division
Research and development, Provision of total Provision of Financial

marketing and distribution communication services, Technology (“Fintech”) and
of wireless networking and solutions and products. Internet of Things (“IoT”).
telecommunication products
and solutions.
While Solutions and Communications divisions continue to be our key revenue drivers with a focus on
continuing to grow our overseas business, the Digital Services division will further complement and enhance
our revenue base and technology ecosystem through in house developed products, services and platforms to
provide a holistic digital experience to all users.
FINANCIAL REVIEW
Group’s Financial Performance
The Group registered a revenue growth of 11% FYE2018 results were impacted by non-cash
for the financial year ended 31 December 2018 items comprising of loss on liquidation in Green
(“FYE2018”) which was mainly contributed by the Packet Networks S.P.C which was liquidated on
Communications division which accounted for 88% 13 December 2018, accrued interest expense of
RI WKH *URXS̵V UHYHQXH UHJLVWHULQJ DQ LPSUHVVLYH RM18.7 million in relation to exchangeable medium-
36% surge in revenue to RM349.69 million. However, term notes issued by the Company and impairments
the Group registered earnings before interest, tax, on receivables. In addition, continuous investment
depreciation and amortisation (and before net was made to build and expand the Digital Services
LPSDLUPHQW ORVVHV RQ ͤQDQFLDO DVVHWV DQG VKDUH RI business which comprises of Financial Technology
losses of associates) (“EBITDA”) loss of RM29.23 (“Fintech”) and Internet of Things (“IoT”), leading
million and loss after tax (“LAT”) of RM62.50 million to higher business development costs mainly
as compared to the LAT of RM16.58 million for the on staff costs and sales/marketing costs which
ͤQDQFLDO\HDUHQGHG'HFHPEHU̸)<(̹ resulted EBITDA loss of RM8.84 million for the
Fintech. Comparing Year-on-Year basis, the Group
had recognised a fair value gain on other quoted
investment of RM10.08 million in FYE2017.

cont'd
OPERATIONS REVIEW With the launch of VivoBee (a migrant services

app) in April 2018 in Singapore, Malaysia and Hong
Solutions Division
Kong; and thereafter, broadband/voice through
The Solutions division showed a lower revenue of Mobile Virtual Network Operator (MVNO) services
RM46.06 million and EBITDA loss of RM4.18 million in December 2018 providing Mobile Membership
for FYE2018. This was mainly due to lower devices SIM plans and Mobile Add-ons, we will continue to
shipment to customers in Philippines and Middle East
push for a greater adoption in the market. Having
in FYE2018.
more than 10,000 active users of Vivobee as of now,
On new product development, we continue to we see good traction in our efforts to diversify into
enhance our product portfolio and offer product the consumer segment and our retail customers in
advancement and features in both 4G LTE Category
Singapore.
6 and LTE Advanced products to fit the network
requirements of our telecommunication customers
ZKLOVWH[SDQGLQJRXUFXVWRPHUV̵IRRWSULQWVJOREDOO\ Digital Services Division
We have also launched Roadmio, our new solutions

Fintech Business
for the fleet telematics industry. Roadmio won the
Best Choice Award 2018 in the Green ICT category.
Offering vehicle IoT gateway, sensors, smartphone The Fintech business registered a revenue of RM2.94
app and cloud-based data analytics, Roadmio million, translating to a growth of 70% as compared
is proven to improve driving safety, reduce fuel
to FYE2017 with the registered revenue of RM1.73
expense, provide predictive maintenance as well as
HQKDQFLQJYHKLFOHHIͤFLHQF\ million. This was mainly attributed to our continuous
initiatives in building our customer base in key
Communications Division sectors such as e-commerce, universities and large
enterprises. In 2018, the Group pivoted its business
The Communications division registered an improved towards a Business to Business to Consumers
revenue of RM349.69 million mainly attributed (“B2B2C”) model. While this strategy has allowed us
to improved sales from most of the countries in to grow our customer base more effectively at lower
ASEAN. However, it registered an EBITDA loss of costs, the Group continued to invest in business
RM8.78 million for FYE2018 due to the provision development costs mainly on staff costs and
for unutilized voice traffic from the voice swap sales/marketing costs to build the Digital Services
arrangement with a Singapore telecommunication business. This resulted in EBIDTA loss of RM8.84
operator and higher business development costs million in FYE2018.
to build its digital contents and services business
(“Vivohub”) in Singapore. As we move forward, the Group will continue
to improve its e-wallet and payment gateway
solutions. Using these platforms and technologies,
the Group will further empower businesses with
large communities to adopt cashless payments and
extend it to home, education and vehicle segments.

cont'd
IoT Business In addition, the Group had undertaken a Share

Grant Scheme ("SGS") which was approved at the
In FYE2018, the Group held its equity interest Extraordinary General Meeting on 12 September
RI LQ * *OREDO %HUKDG ̸*̹ *̵V ZKROO\ 2018. The effective date for the implementation
owned subsidiary, Atilze Digital Sdn Bhd (“Atilze”) of the SGS was on 16 January 2019, being the date
specializes in IoT solutions with end-to-end delivery on which the Company fully complies with the
of connected devices, IoT networks and cloud-based requirements under Paragraph 6.43(1) of the Main
data-driven applications and services. Market Listing Requirements. The SGS serves as
a long-term incentive plan to motivate, reward and
In September 2018, G3 invested in developing UHWDLQRXU*URXS̵VNH\WDOHQWVZKRZLOOEHLQVWUXPHQWDO
artificial intelligence technologies and big data to the drive the success of our Group in the future.
platforms in Malaysia. G3 is now focusing on 3 key
areas which are Smart IoT Solutions, Smart Mobility Furthermore, the Group had also undertaken a
DQG$UWLͤFLDO,QWHOOLJHQFH Capital Reduction exercise to set off the reduction
of the issued share capital of the Company against
its accumulated losses of RM455.5 million as at 31
CAPITAL MANAGEMENT December 2017. The Court had on 25 January 2019
JUDQWHG DQ RUGHU FRQͤUPLQJ WKH &DSLWDO 5HGXFWLRQ
For an overview of the analysis of Total Assets, Total of the Company pursuant to Section 116 of the
Liabilities, Total Equity and No. of Shares in issue Companies Act 2016. The Capital Reduction exercise
for the last 5 years, they are available in the 5-Year UDWLRQDOLVHG WKH VWDWHPHQW RI ͤQDQFLDO SRVLWLRQ RI
Financial Highlights on page 10. The Group had not the Company by eliminating the entire accumulated
declared any dividends over the last 5 years. losses of our Company as at 31 December 2017,
thus enabling our Company to pay dividends of
our retained earnings in the future when our Group
CORPORATE EVENTS UHWXUQVWRSURͤWDELOLW\
During the FYE2018, there were no issuances,

cancellations, repurchases, resale and repayments of
debt and equity securities except that the Company
had completed its renounceable rights issue of
150,202,556 new ordinary shares on the basis of
(1) Rights Share for every (5) existing shares held,
together with 450,607,668 Warrants on the basis of
(3) Warrants for every (1) Rights Share subscribed for
(“Rights Issues with Warrants”) at an issue price of
RM 0.40 each on 27 November 2018; of which was
listed in Bursa Securities on 4 December 2018. The
completion of the Rights Issue with Warrants exercise
KDV VWUHQJWKHQHG WKH *URXS̵V ͤQDQFLDO SRVLWLRQ DQG
WKXVLQFUHDVLQJWKHIXQGLQJFDSDFLW\IRUWKH*URXS̵V
expansion plans into new growth areas.

cont'd
OUTLOOK DIGITAL SERVICES
Solutions and Communications Fintech
Solutions and Communications will continue to be As digital technology is growing and evolving
the main contributors to the revenue and earnings to rapidly, one of the very important components when
the Group in FYE2019. it comes to digital transformation is to approach
via mobile. With most business owners are now
As 5G technology is going to be adopted and ͤQGLQJ ZD\V WR RSHUDWH DW RSWLPXP OHYHOV DQG ZLWK
deployed globally in 2019 and beyond, this brings the greater adoption of smartphones, we see more
new opportunities for both the mobile network mobile app-based services in the market, leading to
operators and the rest of the mobile ecosystem. WKHULVHRIWKHPRELOHZDOOHWV̵XVDJH
Leveraging on the 5G technology, the Solutions
division will launch a series of new and innovative ,Q OLQH ZLWK WKH *URXS̵V 0DVVLYH 7UDQVIRUPDWLYH
LTE products while continuing to secure greater Purpose (“MTP”) that is Every Human Must Thrive
geographical reach in markets. Additionally, our with Life Improving Digital Innovations, we strive to
production supply chains will be improved further improve the lives of many through digital innovation;
to lower product costs and enhance the product in this context, is to empower the communities to go
competitiveness. cashless.
For Communications division, with the large Through Fintech, we offer a complete solution with
migrants and foreign workers who work abroad in e-wallet and payment solution platform, integrating
both Singapore, Malaysia and Hong Kong, this is an LW LQWR RQH XQLͤHG WHFKQRORJ\ HFRV\VWHP :H DGG
opportunity to provide a one-stop app services to values to communities across all segments through
address their essential needs in terms of attractive customized features, hence, it leads to the birth of
voice and data rates and mobile contents catering to kiplePay, kipleBiz, kiplePark and kipleHome.
the respective nationalities. In addition, we continue
WR H[SDQG WKH ZKROHVDOH YRLFH WUDIͤF PDUNHWV DQG z kiplePay functions as an e-wallet
improve operational efficiency, targeting a better z kipleBiz functions as a payment gateway
SURͤWPDUJLQ z kiplePark is an end-to-end parking solution
from cashless payments to a ticketless solution
The Group adopts a two-pronged approach of with real time monitoring and reports through
enhancing the value proposition of our products and License Plate Recognition (LPR)
solutions and expanding our footprints worldwide, z kipleHome is a residential app for a gated
particularly in Middle East, North America, Europe and guarded community that keeps the home
and Africa. environment secure and connected.
In 2019, we will gradually improve our customer

base, tapping to the right community segments.
:H DUH RSWLPLVWLF WKDW RXU LQYHVWPHQW LQ WKH ͤQWHFK
platform will contribute positively in near future.

cont'd
Internet of Things (“IoT”) OVERALL
IoT is going to change the way we live and the Our relentless efforts to provide and deliver valuable
ZD\ ZH ZRUN *HDULQJ WRZDUGV HQKDQFLQJ RQH̵V digital experience through our Digital Services
experience through digital innovations, we will focus division are complementary and synergistic
in 3 main areas which are Smart IoT solutions, Smart with our core business pillars, Solutions and
0RELOLW\DQG$UWLͤFLDO,QWHOOLJHQFHLQ)<( Communications. As we progress, we believe that
our Solutions, Communications and Digital Services
In Smart IoT Solutions, we use our next generation divisions will contribute positively to the Group.
IoT gateway called Sensor Hub which is now Barring any unforeseen circumstances, we are
primarily used in the domain of smart agriculture FRQͤGHQWWKDWZHZLOOEHDEOHWRLPSURYHRXUͤQDQFLDO
and smart city. On Smart Mobility front, we SHUIRUPDQFHIRUWKHFRPLQJͤQDQFLDO\HDU
introduce Connected ADAS (Advanced Driver
Assistance System), a proven solution that reduces On behalf of the Management, I must say that 2018
road accidents by up to 82%. It is a vision-based was an exciting year and I trust it would be equally
technology that actively assists and alerts drivers to exciting this year. It has been a privilege to have the
detect in real-time on the road conditions to avoid support of our Board of Directors, shareholders and
front collision, accidental lane changes, speed signs most importantly, colleagues across the Group who
detection and provide pedestrian crossing warning. stood with the Company through these challenging
WLPHV , DP FRQͤGHQW WKDW ZH ZLOO WKULYH ZKHUH RXU
,Q WHUPV RI $UWLͤFLDO ,QWHOOLJHQFH $, ZH ZLOO XWLOL]H businesses will deliver growth, consistent returns
the advancements of AI in facial recognition, visual and value to all our stakeholders in due course.
surveillance, image recognition, license plate
recognition and driver scoring in some of the potential Every Human Must Thrive with Life Improving Digital
use cases such as in areas of public surveillance, Innovations !
usage-based insurance, digital ID and etc.
:H DUH FRQͤGHQW WKDW RXU ,R7 GLYLVLRQ ZLOO SURYLGH D

steady income stream to the Group in the next 2-3
TAN KAY YEN
years.
18 April 2019
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DIGITAL FINANCIAL
EVOLUTION
One of the very important components when
ŝƚĐŽŵĞƐƚŽĚŝŐŝƚĂůƚƌĂŶƐĨŽƌŵĂƟŽŶŝƐƚŽĂƉƉƌŽĂĐŚ
via mobile. With more and more people switching
to electronic payment, Green Packet is constantly
moving forward with new thinking and new ways of
ŝŵƉƌŽǀŝŶŐůŝǀĞƐďǇĚĞǀĞůŽƉŝŶŐ͕ĚĞƐŝŐŶŝŶŐĂŶĚŽīĞƌŝŶŐ
customer-centric features for smarter spending via
kiplePay and kipleBizƚŚĂƚĨƵŶĐƟŽŶĂƐĞͲǁĂůůĞƚĂŶĚ
ƉĂǇŵĞŶƚŐĂƚĞǁĂǇƌĞƐƉĞĐƟǀĞůǇ͘
ĚĚŝƟŽŶĂůůǇ͕ǁĞĐŽŶƟŶƵĞƚŽŝŶŶŽǀĂƚĞĂŶĚǀĞŶƚƵƌĞŝŶƚŽŵŽƌĞ
ĚŝīĞƌĞŶƚǀĞƌƟĐĂůƐƚŽĞŵƉŽǁĞƌƚŚĞĐŽŵŵƵŶŝƟĞƐĨƵƌƚŚĞƌďǇ
ƚĂƉƉŝŶŐŝŶƚŽƐĞŐŵĞŶƚƐůŝŬĞĞĚƵĐĂƟŽŶ͕ƉĂƌŬŝŶŐŽƉĞƌĂƚŽƌƐĂŶĚŚŽŵĞ
owners with our kipleHome and kiplePark ĂƉƉůŝĐĂƟŽŶƐ͘
BOARD OF DIRECTORS' PROFILE
TAN SRI DATUK DR. HAJI OMAR BIN ABDUL RAHMAN

Chairman/Independent Non-Executive Director
Gender : Male
Nationality : Malaysian
Age : 86
Date of Appointment : 25 June 2004
Length of Service : 14 years
Board Attendance in FYE 2018 : 5/6
Date of last Re-election : 31 May 2017
Membership of Board Committees: of Technology Park Malaysia Corporation (“TPM”),

Talent and Remuneration Committee (Chairman) the Malaysian Industry-Government Group for High
Nomination Committee (Chairman) Technology (MIGHT), Composite Technology (Research)
Audit Committee Malaysia Sdn Bhd (CTRM) and Malaysian Technology
Development Corporation (MTDC).
4XDOLͤFDWLRQ
Tan Sri Omar graduated in veterinary science from the Tan Sri Omar is the founding and current chairman of the
8QLYHUVLW\ RI 6\GQH\ REWDLQHG D &HUWLͤFDWH LQ London-based Commonwealth Partnership for Technology
Pathology from the University of Queensland (1959) Management Ltd (CPTM), Founding Fellow of the Islamic
and a Ph.D. from the University of Cambridge (1966). World Academy of Sciences, a Fellow of the World
In addition, he was awarded the following honorary Academy of Sciences (TWAS), an Honorary Fellow of the
degrees: Academy of Sciences of Kyrgyzstan. He was a member of
the United Nations Advisory Committee on Science and
Hon DVSc (Melbourne, 1985); Hon Doctor of the Technology for Development, the Executive Committee
University (Stirling, 1986); Hon Doctor of Laws (Guelph, for OIC Ministerial Standing Committee on Scientific
1989); Hon Doctor of Laws (Bristol, 1993); Hon DSc DQG 7HFKQRORJLFDO &RRSHUDWLRQ DQG RI WKH 81(6&2̵V
(Queensland, 1995); Hon DSc (UTM, 1996); Hon DSc ,QWHUQDWLRQDO6FLHQWLͤF&RXQFLOIRU6FLHQFHDQG7HFKQRORJ\
(UKM, 1998); Hon DSc (UPM, 1999). Policy Development. He is the past President of the
)HGHUDWLRQ RI $VLDQ 6FLHQWLͤF $FDGHPLHV DQG 6RFLHWLHV
Working Experience: (FASAS), the past President of The Science Council of Asia
7DQ 6UL 2PDU VWDUWHG ZRUN DV D 5HVHDUFK 2IͤFHU LQ WKH and a former member of UNESCO Committee on Ethics of
Veterinary Research Institute, Ipoh in 1960 and was Science and Technology (COMEST).
SURPRWHGWR6HQLRU5HVHDUFK2IͤFHULQ
Tan Sri Omar was the Founding President and current
In 1972, he was appointed the Founding Dean of the Senior Fellow of the Academy of Sciences Malaysia.
Faculty of Veterinary Medicine and Animal Sciences and He also is currently a member of the External Advisory
WKH ͤUVW SURIHVVRU DW WKH QHZO\ HVWDEOLVKHG 8QLYHUVLWL Council of MAHSA University and a member of the
Pertanian Malaysia (UPM), now University Putra Council of UCSI University.
Malaysia. He played a major role in the establishment
phase of the university. His last position was as Deputy Present Directorship in Public Company and Listed Entity:
Vice Chancellor Academic Affairs. He is now Professor Nil
Emeritus of the University.
Declaration:
In 1984, Tan Sri Omar was appointed to the new position ̽ 1R IDPLO\ UHODWLRQVKLS ZLWK DQ\ GLUHFWRU DQGRU PDMRU
RI 6FLHQFH $GYLVRU LQ WKH 3ULPH 0LQLVWHU̵V 'HSDUWPHQW shareholder of the Company.
As Science Advisor, he served on a number of national ̽ 1RFRQIOLFWRILQWHUHVWZLWKWKH&RPSDQ\
committees and initiated many programmes for ̽ 1RFRQYLFWLRQRIRIIHQFHVZLWKLQWKHSDVWͤYH\HDUV
enhancing technology management, increasing funding ̽ 1R SXEOLF VDQFWLRQ RU SHQDOW\ LPSRVHG E\ WKH UHOHYDQW
for Research & Development and for commercialization UHJXODWRU\ERGLHVGXULQJWKHͤQDQFLDO\HDU
of the results of research. He was the founder chairman

cont'd
PUAN CHAN CHEONG

Non-Independent Non-Executive Director
Gender : Male
Age : 50
Date of Appointment : 1 November 2003
Membership of Board Committees: CC Puan, who was P1 CEO then, engineered the colossal
Talent and Remuneration Committee WULSDUWLWH SDUWQHUVKLS WR SDYH ZD\ IRU 3̵V /7( WUDQVLWLRQ
He was earmarked to lead Webe as its CEO until 2016 to
4XDOLͤFDWLRQV maximize partnership synergies and to ensure that Webe
Puan Chan Cheong (better known as CC Puan) holds a becomes a viable player in a highly competitive mobile
Bachelor of Science in Business Administration with a LTE market. During this critical phase, he established
double major in Management Information Systems and WKH EOXHSULQW IRU :HEH̵V IXWXUH GHYHORSPHQW DQG OHG NH\
Finance from University of Nebraska-Lincoln, USA. strategic transformations in product development, brand
& culture, people strategy, and operational readiness.
Working Experience: Thereafter, he transitioned to the board of Webe where he
CC Puan is the founder of Green Packet Berhad, a FRQWLQXHVWRVKDSHWKHFRPSDQ\̵VSURJUHVV
company that was established in the Silicon Valley in
the year 2000 and is now headquartered in Malaysia and Previously, as Green Packet Group Managing Director
listed on the Main Market of Bursa Malaysia Securities IRU \HDUV *UHHQ 3DFNHW 6ROXWLRQV EHFDPH WKH ZRUOG̵V
Berhad. third largest WiMAX device provider with 122 clients in
FRXQWULHV DQG 3̵V VXFFHVV SURSHOOHG LW WR EHFRPH D
Green Packet is a multinational digital technology VKRZFDVHIRURWKHUJUHHQͤHOGRSHUDWRUVJOREDOO\
group with deep knowledge of the challenges faced by
telecommunications companies (“Telcos”). It helps Telcos CC Puan is an astute entrepreneur and a visionary with
worldwide to compete and succeed with business-driven PRUH WKDQ \HDUV RI GLYHUVLͤHG EXVLQHVV H[SHULHQFH
wireless solutions and the acceleration of their digital He has a strong success track record in consulting,
ambitions. and the development and management of large-scale
telecommunications, infrastructure and property projects
Green Packet serves Telcos of any scale with the provision LQWHUQDWLRQDOO\+LVSHUVRQDODFFRODGHVLQFOXGH0DOD\VLD̵V
of 4G wireless connectivity devices, wholesale voice coveted PIKOM Technopreneur of the Year award.
and data, and digital services. In select markets, Green
Packet via its digital collective cum subsidiaries serve He sits on the board of several subsidiaries of Green
end-consumers, businesses, and governments directly Packet where he plays an active advisory role especially in
with user-centered applications: These range from media WKHVKDSLQJRIWKH*URXS̵VGLJLWDODJHQGD
content delivery, digital payment, smart home solutions,
connected car and even smart agriculture. Present Directorship in Public Company and Listed Entity:
G3 Global Berhad
The Company is also a shareholder and strategic partner in
Webe Digital Sdn Bhd (“Webe”), the latest and most exciting Declaration:
* PRELOH RSHUDWRU LQ 0DOD\VLD DORQJ ZLWK 0DOD\VLD̵V ̽ 1RIDPLO\UHODWLRQVKLSZLWKDQ\GLUHFWRUDQGRUPDMRU
leading broadband provider, Telekom Malaysia (“TM”) and shareholder of the Company.
6.7HOHFRP6RXWK.RUHD̵VODUJHVWPRELOHFDUULHU ̽ 1RFRQIOLFWRILQWHUHVWZLWKWKH&RPSDQ\
̽ 1RFRQYLFWLRQRIRIIHQFHVZLWKLQWKHSDVWͤYH\HDUV
Webe, formerly known as P1, was established by Green ̽ 1RSXEOLFVDQFWLRQRUSHQDOW\LPSRVHGE\WKHUHOHYDQW
3DFNHWLQ$XJXVW)URPDJUHHQͤHOG:L0$;RSHUDWRU UHJXODWRU\ERGLHVGXULQJWKHͤQDQFLDO\HDU
3EHFDPH0DOD\VLD̵VͤUVWDQGOHDGLQJZLUHOHVVEURDGEDQG
operator with the largest network and subscriber base. In
September 2014, P1 attracted the investment of TM, which
subsequently became its holding company.

cont'd
TAN KAY YEN

Gender : Male
Age : 47
Date of Appointment : 7 October 2014
Date of Re-election : 4 June 2018
Membership of Board Committees: Present Directorship in Public Company and Listed Entity:
Nil G3 Global Berhad
4XDOLͤFDWLRQ Declaration:
Tan Kay Yen (better known as Kay Tan) graduated ̽ 1R IDPLO\ UHODWLRQVKLS ZLWK DQ\ GLUHFWRU DQGRU
from the University of Nebraska-Lincoln, USA major shareholder of the Company.
with a Bachelor of Science degree in Business ̽ 1RFRQIOLFWRILQWHUHVWZLWKWKH&RPSDQ\
Administration, with a double major in Finance and ̽ 1RFRQYLFWLRQRIRIIHQFHVZLWKLQWKHSDVWͤYH\HDUV
Management Information System in 1993. ̽ 1R SXEOLF VDQFWLRQ RU SHQDOW\ LPSRVHG E\ WKH
UHOHYDQWUHJXODWRU\ERGLHVGXULQJWKHͤQDQFLDO\HDU
Working Experience:
Kay Tan has more than 24 years of experience
in sales, operations and management holding
positions in the financial, IT, telecommunications
and technology sector. He started his career with
WKH $UDE 0DOD\VLDQ *URXS LQ WKH ͤQDQFLDO VHFWRU
Following that he joined the IBI group of companies,
DGLYHUVH,7ͤUPLQWRKROGDUDQJHRIOHDGHUVKLS
positions. Prior to his appointment as Chief
([HFXWLYH 2IͤFHU FXP ([HFXWLYH 'LUHFWRU RI *UHHQ
3DFNHW LQ KH ZDV WKH &RPSDQ\̵V *URXS &KLHI
2SHUDWLQJ 2IͤFHU VLQFH DQG $FWLQJ *URXS &KLHI
)LQDQFLDO2IͤFHUXQWLO2FWREHU

cont'd
TAN SRI DATO’ KOK ONN

Non-Independent Non-Executive Director
Gender : Male
Age : 67
Date of Appointment : 15 December 2000
Nil Gadang Holdings Berhad
Working Experience: Declaration:

7DQ6UL'DWR̵.RN2QQLVWKH0DQDJLQJ'LUHFWRUFXP ̽ 1R IDPLO\ UHODWLRQVKLS ZLWK DQ\ GLUHFWRU DQGRU
&KLHI ([HFXWLYH 2IͤFHU RI *DGDQJ +ROGLQJV %HUKDG major shareholder of the Company.
a company listed on the Second Board of Bursa ̽ 1RFRQIOLFWRILQWHUHVWZLWKWKH&RPSDQ\
Malaysia Securities Berhad (“Bursa Malaysia”) which ̽ 1RFRQYLFWLRQRIRIIHQFHVZLWKLQWKHSDVWͤYH\HDUV
was subsequently transferred to the Main Board of ̽ 1R SXEOLF VDQFWLRQ RU SHQDOW\ LPSRVHG E\ WKH
Bursa Malaysia on 24 December 2007. UHOHYDQWUHJXODWRU\ERGLHVGXULQJWKHͤQDQFLDO\HDU
+H ZDV IRUPHUO\ WKH *URXS &KLHI ([HFXWLYH 2IͤFHU

of Bridgecon Holding Berhad (“Bridgecon”). He
transformed Bridgecon from a construction company
to a group with activities involving property and
resort development, toll expressway operations,
manufacturing of ready-mixed concrete and
quarrying. His exposure in the construction industry
began in 1972 and has been involved in the industry
for more than 45 years. He has gained extensive
knowledge and experience in most aspects of civil
and structural engineering schemes with various
projects in Malaysia, China, Middle East and South
Africa. He was also the person who transformed
Bridgecon from a pure construction company to
activities involving manufacturing and supply of
ready-mixed concrete, concrete pumping, quarrying,
property and resort development and on international
DVSHFW ZKHUH KH VSHDUKHDGHG %ULGJHFRQ̵V YHQWXUH
into three toll expressway.

cont'd
A. SHUKOR BIN S.A KARIM

Gender : Male
Age : 62
Date of Appointment : 21 May 2008
Membership of Board Committees: He was also an Executive Director in Telecom

Audit Committee Smart School Sdn Bhd, which implemented the
Nomination Committee Smart School Project for the Ministry of Education
Talent and Remuneration Committee in Malaysia. He was directly involved in the setting
up of the Asia Pacific Institute of Information
4XDOLͤFDWLRQV Technology (APIT) [now known as Asia Pacific
A.Shukor Bin S.A Karim graduated with a B Sc (Hons) 8QLYHUVLW\ $38@ ZKLFK LV WRGD\ RQH RI 0DOD\VLD̵V
in Computation from the University of Manchester, biggest IT education institute. He also was highly
Institute of Science and Technology, UK. involved in the development of the IT Industry in
Malaysia and served as Chairman of Persatuan
Working Experience: Industri Komputer Dan Multimedia, Malaysia (PIKOM)
He began his career with the Government of from 1993 to 1995. He also served as Director in the
Malaysia, Statistics Department in 1979. He later Multimedia Development Corporation (now MDEC)
join Sapura Group in 1982 where he was one of for 2 years in the mid 1990s.
the founding members of Sapura Information
7HFKQRORJ\ ,7 DQG GHYHORSHG 6DSXUD̵V ,7 EXVLQHVV He was the Chairman of Packet One Networks
WR EH RQH RI 0DOD\VLD̵V ELJJHVW ,7 FRPSDQ\ ZLWK (Malaysia) Sdn Bhd, [now known as Webe Digital Sdn
more than 1,000 employees in ASEAN and revenues Bhd (“Webe”)], a wholly owned subsidiary of Green
exceeding RM600 million per annum in the late Packet from 2011 to 2014.
nineties with more than 20 subsidiaries involved
in various aspects of the IT industry, from sales
and distribution, systems integration to software Present Directorship in Public Company and Listed Entity:
development and IT education. Theta Edge Berhad
+H ZDV LQYROYHG LQ PDQ\ KLJK SURͤOHV ,7 SURMHFWV Declaration:
in Malaysia and abroad. Amongst others, he was ̽ 1R IDPLO\ UHODWLRQVKLS ZLWK DQ\ GLUHFWRU DQGRU
the Managing Director of STH Consortium which major shareholder of the Company.
implemented the Total Airport Management System ̽ 1RFRQIOLFWRILQWHUHVWZLWKWKH&RPSDQ\
in KLIA. He was also involved in the Design and ̽ 1RFRQYLFWLRQRIRIIHQFHVZLWKLQWKHSDVWͤYH\HDUV
Implementation of the Cable plant for KLCC and in ̽ 1R SXEOLF VDQFWLRQ RU SHQDOW\ LPSRVHG E\ WKH
E- Government projects for the implementation of UHOHYDQWUHJXODWRU\ERGLHVGXULQJWKHͤQDQFLDO\HDU
*HQHULF 2IͤFH (QYLURQPHQW IRU WKH *RYHUQPHQW RI
Malaysia.

cont'd
BOEY TAK KONG

Gender : Male
Age : 65
Date of Appointment : 11 March 2005
Date of last Re-election : 4 June 2018
Audit Committee (Chairman) Dutch Lady Milk Industries Berhad
Nomination Committee Censof Holdings Berhad
Gadang Holdings Berhad
$FDGHPLF3URIHVVLRQDO4XDOLͤFDWLRQV Ho Hup Construction Company Berhad
̽ &KDUWHUHG $FFRXQWDQW RIWKH0DOD\VLDQ,QVWLWXWHRI
Accountants Declaration:
̽ )HOORZ RI WKH $VVRFLDWLRQ RI &KDUWHUHG &HUWLͤHG ̽ 1R IDPLO\ UHODWLRQVKLS ZLWK DQ\ GLUHFWRU DQGRU
Accountants (UK) major shareholder of the Company.
̽ $VVRFLDWH RI WKH ,QVWLWXWH RI &KDUWHUHG 6HFUHWDULHV ̽ 1RFRQIOLFWRILQWHUHVWZLWKWKH&RPSDQ\
& Administrators (UK) ̽ 1RFRQYLFWLRQRIRIIHQFHVZLWKLQWKHSDVWͤYH\HDUV
̽ 0HPEHURIWKH,QVWLWXWHRI0DUNHWLQJ0DOD\VLD ̽ 1R SXEOLF VDQFWLRQ RU SHQDOW\ LPSRVHG E\ WKH
̽ 0HPEHURIWKH0DOD\VLDQ,QVWLWXWHRI0DQDJHPHQW UHOHYDQWUHJXODWRU\ERGLHVGXULQJWKHͤQDQFLDO\HDU
Working Experience:
Boey Tak Kong has over 23 years of broad senior
PDQDJHPHQW H[SHULHQFH LQ ͤQDQFLDO PDQDJHPHQW
internal audit, general management, corporate affairs
and regional business development with 5 major
listed groups with listings in Malaysia, Singapore,
United Kingdom, Australia and New Zealand.
His industry knowledge covers financial services,

industrial equipment assembly and distribution,
general insurance, textile manufacturing, property
development, infrastructure project management
and integrated timber processing and marketing
business.
Presently, he is the Managing Director of Terus

Mesra Sdn Bhd, a governance and leadership
development training company.

cont'd
DATO’ LAI YIT LOONG

Gender : Male
Age : 54
Date of Appointment : 27 August 2018
Length of Service : 8 months
Attendance in FYE2018 : 2/2
Date Last Re-elected : Nil
Talent and Remuneration Committee Nil
4XDOLͤFDWLRQV Declaration:
Dato Lai Yit Loong completed his primary school ̽ 1R IDPLO\ UHODWLRQVKLS ZLWK DQ\ GLUHFWRU DQGRU
from Han Chiang primary school in 1976 and did major shareholder of the Company.
his secondary school in Chung Ling High School in ̽ 1RFRQIOLFWRILQWHUHVWZLWKWKH&RPSDQ\
Penang and River Valley High School in Singapore. ̽ 1RFRQYLFWLRQRIRIIHQFHVZLWKLQWKHSDVWͤYH\HDUV
He was an Asean Scholar and graduated with a ̽ 1R SXEOLF VDQFWLRQ RU SHQDOW\ LPSRVHG E\ WKH
degree in Computer Science from National University UHOHYDQWUHJXODWRU\ERGLHVGXULQJWKHͤQDQFLDO\HDU
of Singapore in 1987.
Working Experience:
He is currently the Executive Vice President of global
sales and marketing with SilTerra, a Malaysia-based
semiconductor wafer fabrication foundry specialising
in Internet of Things (IoT), mixed signal CMOS, and
power IC. Prior to SilTerra, he had worked with HP,
Intel and Nvidia in various senior management
roles in Asia and US. He is also an active angel
investor, mentor and advisor for several internet and
technology companies in US, Taiwan, Singapore
and Malaysia. He is also the founding member of
Malaysia IoT Consortium.
KEY SENIOR MANAGEMENT
LIEW KOK SEONG

&KLHI)LQDQFLDO2IͤFHU
Gender : Male
Age : 50
Date of Appointment : 1 June 2016
4XDOLͤFDWLRQ Present Directorship In Public Company and Listed Entity:

Liew Kok Seong is a member of the Malaysian G3 Global Berhad
Institute of Accountants
Declaration:
Working Experience: ̽ 1R IDPLO\ UHODWLRQVKLS ZLWK DQ\ GLUHFWRU DQGRU
He started his career in 1992 with KPMG. Between major shareholder of the Company.
1997 and 2001, he joined a construction company ̽ 1RFRQIOLFWRILQWHUHVWZLWKWKH&RPSDQ\
for a brief period and subsequently joined an IT ̽ 1RFRQYLFWLRQRIRIIHQFHVZLWKLQWKHSDVWͤYH\HDUV
company as a Senior Manager of Finance. In 2001, ̽ 1R SXEOLF VDQFWLRQ RU SHQDOW\ LPSRVHG E\ WKH
he joined The Store Corporation Berhad as Assistant UHOHYDQWUHJXODWRU\ERGLHVGXULQJWKHͤQDQFLDO\HDU
General Manager of Finance. In 2006 to September
2012, he was with Green Packet. He joined Cuscapi
Berhad as CFO in 2012. Subsequently, he was
appointed as CFO of OCK Group Berhad in 2014.
Liew has over 25 years of experience in the areas

RI FRUSRUDWH ͤQDQFH PDQDJHPHQW DFFRXQWLQJ DQG
reporting, business planning, treasury affairs and
taxation. Throughout his career, he has served in
various public listed companies and industries
including IT, telecommunication, retail, property and
construction and audit.
SUSTAINABILITY STATEMENT
ABOUT THIS STATEMENT
In light of the Main Market Listing Requirements issued by Bursa Malaysia Securities Berhad (“Bursa Malaysia”),
Green Packet Berhad (“Green Packet” or the “Company”) has prepared this Sustainability Statement (the
“Statement”) in a manner as prescribed by Bursa Malaysia. The objective of this Statement is to communicate the
way in which we adopt and identify the Economic, Environmental, Social (“EES”) reporting framework to highlight
risks and opportunities considered material to our business by us and our stakeholders as well as inform our
stakeholders on how we set goals, monitor and manage those material sustainability matters more effectively.
:H ͤUVW UHSRUWHG VXVWDLQDELOLW\ LQ WKH )LQDQFLDO <HDU (QGHG ̸)<(̹ DQG ZH WDNH SULGH WR UHSRUW RQ RXU
sustainability enhancement in the FYE2018. We aspire to create long-term sustainable value through our
business pillars – for our stakeholders, namely the shareholders, customers, business partners, regulators,
employees, and local communities. Sustainability is one of our corporate values that inspire each of our
employees in raising standards across our business operations.
GREEN PACKET SUSTAINABILITY POLICY
As a global business, Green Packet is aware of the impacts we cause on the environment and society through
our day-to-day business and interactions with our stakeholders. We are committed to managing these impacts
and executing our business operations, as a responsible corporate citizen working towards a better world.
Our mission as a responsible listed issuer is to ensure high standards of governance across our entire
operation to promote responsible business practices, manage environmental impacts and meet the social
needs of the community and nation.
Towards this end, we strive to achieve the following:
Economic
z To undertake in pursuing business activities that create economic values in the most equitable
DQGͤVFDOO\ZD\SRVVLEOHZLWKRXWVDFULͤFLQJRWKHUDVSHFWVRIVXVWDLQDELOLW\
Environment
z 7R FRPPLW DQG SHUIRUP LQ EXVLQHVV ZKHUH LW

V JRYHUQDQFH SURGXFWLRQ SURFHVVHV SURGXFWV DQG
VHUYLFHVZLOOKDYHQRGDPDJLQJHIIHFWRQWKHHQYLURQPHQW
Social
z 7RFUHDWHDFRQGXFLYHDQGZHOOEDODQFHGZRUNSODFHHQYLURQPHQWZLWKHPSKDVLVRQKHDOWKVDIHW\
DQGZHOOEHLQJRIHPSOR\HHV
z 7RSURYLGHHPSOR\PHQWZKHUHWKHUHLVRSSRUWXQLW\IRUFDUHHULPSURYHPHQWDQGGHYHORSHPHQWDQG
ZKHUHHPSOR\HHVKDYHWKHRSSRUWXQLWLHVWRJURZ
z 7R LQFRUSRUDWH WKH FRUSRUDWH VRFLDO UHVSRQVLELOLWLHV WR SURPRWH EHWWHU XQGHUVWDQGLQJ RI
VXVWDLQDELOLW\SULQFLSOHVDQGSUDFWLFHVLQWKHFRPPXQLW\
cont'd
SCOPE
This Statement includes Green Packet and the following active subsidiaries located in Malaysia and
Singapore, across three business segments – Solutions, Communications and Digital Services (Financial
Technology and Internet-of-Things):
z Green Packet International Sdn. Bhd. z Green Packet (S) Pte Ltd
z NGT Networks Pte. Ltd. z Kiplepay Sdn Bhd (formerly known as Webonline Dot
z Kiple Sdn. Bhd. Com Sdn Bhd)
We included all our sustainability efforts and measures we have implemented in the period from 1 January
2018 to 31 December 2018 in this Sustainability Statement, covering our initiatives on EES related
sustainability matters.
7KHULVNDQGRSSRUWXQLWLHVDUHVSHFLͤFDOO\H[SODLQHGLQ0DQDJHPHQW'LVFXVVLRQ $QDO\VLVRQSDJHWR
with the governance and the risk processes involved are covered under Statement of Risk Management and
Internal Controls sections respectively.
OVERVIEW
*UHHQ 3DFNHW DSSOLHV WKH SULQFLSOHV DQG VWDQGDUG GLVFORVXUHV VSHFLͤHG LQ WKH * JXLGHOLQHV RI WKH *OREDO
Reporting Initiative (“GRI”), United Nation Sustainable Development Goals (“UNSDG”), Bursa Malaysia
6HFXULWLHV %HUKDG ̸%XUVD 0DOD\VLD̹ 6XVWDLQDELOLW\ 5HSRUWLQJ *XLGH DQG %XUVD 0DOD\VLD̵V /LVWLQJ
5HTXLUHPHQWV ,Q DGGLWLRQ LQWHUQDOO\ GHͤQHG FULWHULD IRU GHWHUPLQLQJ VXVWDLQDELOLW\ DFWLRQV PHDVXUHV DQG
VDYLQJVWKURXJK*UHHQ3DFNHW̵VRZQVHUYLFHVDUHDOVRFRQVLGHUHGLQFRQMXQFWLRQZLWKLQWHUQDOJXLGHOLQHV
United Nation Sustainable Development Goals
1 10
SDG#10: Reduced
SDG#1: No Poverty Inequalities
4 SDG#4: Quality 12 SDG#12:

Education Responsible
Consumption
5 16
SDG#5: Gender SDG#16: Peace,
Equality Justice and Strong
Institutions
8 SDG#8: Decent 17
SDG#17: Partnerships
Work and
for the Goals
Economic Growth
9 SDG#9: Industry,
Innovation and
Infrastructure
cont'd
SUSTAINABILITY GOVERNANCE
In managing sustainability, Green Packet established a clear governance structure in the Group along with the
VSHFLͤFUHTXLUHPHQWVDQGVWDQGDUGVWKDWZHKDYHWRPHHW7KHVWUXFWXUHKDVHIIHFWLYHO\KHOSVXVLQPDQDJLQJ
our businesses, our decision making processes and actions across the Group.
*UHHQ 3DFNHW̵V 6XVWDLQDELOLW\ &RPPLWWHH ̸6&̹ LV UHVSRQVLEOH WR RYHUVHH WKH SURFHVV RI LQWHJUDWLQJ
VXVWDLQDELOLW\SUDFWLFHVLQWR*UHHQ3DFNHW̵VGDLO\RSHUDWLRQVLQFOXGLQJVHWWLQJVWUDWHJLFVXVWDLQDELOLW\GLUHFWLRQ
The SC, comprises of the Sustainability Committee Chairman who is the Board Chairman, and assisted by
WKH &KLHI ([HFXWLYH 2IͤFHU ̸&(2̹ DQG &KLHI )LQDQFLDO 2IͤFHU ̸&)2̹ 6& LV UHVSRQVLEOH IRU PRQLWRULQJ WKH
LPSOHPHQWDWLRQ RI VXVWDLQDELOLW\UHODWHG SROLFLHV PHDVXUHV DQG DFWLRQ SODQV LQ DFKLHYLQJ *UHHQ 3DFNHW̵V
sustainability goals and achievements, including overseeing the preparation of the sustainability statement and
recommending the approach to manage material matters for approval by the Board.
Senior Management (“SM”) led by CFO supports the SC. SM comprises by relevant Heads of Department and
NH\RIͤFHUVPDQDJHVDQGVHWVVXVWDLQDELOLW\REMHFWLYHVVWUDWHJLHVNH\LQGLFDWRUVDQGSHUIRUPDQFHPHDVXUHV
and to drive the implementation of sustainability strategies and monitor the sustainability matters across
YDULRXVEXVLQHVVHVGLYLVLRQVDQGXQLWV$VSDUWRILWVUROHWKH60SURYLGHVSURJUHVVXSGDWHVRQWKH*URXS̵V
sustainability practices to the CFO, who is in charge of overseeing the overall management of sustainability
matters and sustainability disclosures.
The Board meets and discusses a wide range of sustainability-related topics and assessed sustainability
scorecard and performance set by the Management. The Board reviews and monitors major sustainability
issues of public concerns that may be relevant to the Group.
We consistently review our sustainability governance process to ensure our sustainability objectives
are communicated throughout our business operations. We enhance our governance structure through
the establishment of Sustainability Committee to improve and enhance our strategy setting, review and
monitoring sustainability matters.
The following diagram illustrates our governance structure for sustainability:
z Review and challenge overall objectives and strategies set by the

Board of Directors Sustainability Committee
z Oversee and monitoring of sustainability strategies and action plans
Sustainability z Set overall objectives, strategies, action plans and management

z Review and monitor the management of the overall management of
Committee sustainability matters including performance and disclosures
Senior z Operationalise and implement sustainability objectives, strategies and action

plans
Management z Review and monitor implementation of sustainability strategies and actions
z Ensuring sustainability disclosures are aligned with regulatory requirements
Solutions Communications Digital Services

cont'd
HOW WE CREATE VALUE
Our approach to achieving sustainable business operations is through injecting our capitals in 4 major forms,
QDPHO\ͤQDQFLDOFDSLWDOLQWHOOHFWXDOWHFKQRORJLFDOFDSLWDORXUVNLOOHGWDOHQWDQGRXUVWURQJUHODWLRQVKLSZLWK
stakeholders, into our business operations to create value for various stakeholder groups as depicted in the
diagram below.
z Source of funds z ,QWHOOHFWXDO z Skilled talent from z Strong relationship

obtained through technological various with stakeholders
ͤQDQFLQJDQGRU infrastructures to background and such as employees,
generated through aid the development experiences regulators,
investment and of innovative customers,
operations products and business partners
services and suppliers
Financial capital Intellectual/ Skilled Talent Stakeholders

technological capital Relationship
Sustainability Framework
Our output/outcome
Sustainability highlights – How we create value

Access to affordable Customer reach Customer satisfaction index
networks Continuous engagement of Internal: 91% (2017: 89.7%)
Total airtime: 1.8 billion our 7 continents External: 92% (2017: 87.8%)
airtime (2017: 1.8 billion)
Strategic partnerships and collaboration Associations
z Community Development – assistance through rural Member of rural Broadband
reach Association
z Promotion of shared learning and knowledge transfer Partner Forum Leaders
z 3URGXFW'LYHUVLͤFDWLRQDQG1HZ%XVLQHVV9HQWXUHV Committee of GTI.
Data Protection Number of security breaches
0DLQWDLQRXUFHUWLͤFDWLRQV None (2017: Nil)
z Information Security Management System (“ISMS”)
z Payment Card Industry Data Security Standards (“PCI
'66̹FHUWLͤFDWLRQV
Female to male ratio Empowering our employees Talented Workforce
42:58 (2017: 49:51) Career growth and planning Training programmes for
Professional development upskilling our talent
cont'd
Sustainability highlights – How we create value

Community Development Environmental Practices
Enhance wellbeing of our communities through continuous z Digitise traditional
engagements. paper records to reduce
environmental impacts
z Promote cashless societies
Creating Value to Investors / Shareholders
We continuously enhancing our products and services to create new markets and expand our
reach.
MATERIALITY ASSESSMENT
Our businesses are affected by a rapidly changing and dynamic world. Emergence of new technologies,
SRSXODWLRQJURZWKLQFUHDVLQJDJHLQJSURͤOHDQGUHVRXUFHVFRQVWUDLQWVSRVHGFKDOOHQJHVWRPDQ\FRPSDQLHV
LQFOXGLQJ*UHHQ3DFNHW$W*UHHQ3DFNHWZHFRQVLGHUHGDOOWKHVHFKDOOHQJHVWKURXJKWKHLGHQWLͤFDWLRQRIULVNV
and opportunities and are guided by the guidelines issued by the GRI Sustainability Reporting Standards and
Bursa Malaysia Sustainability Reporting Guide relevant to our businesses and stakeholders.
$V JXLGHG E\ %XUVD 0DOD\VLD̴V 6XVWDLQDELOLW\ 5HSRUWLQJ *XLGH *UHHQ 3DFNHW DVVHVVHG WKH VLJQLͤFDQFH
of each sustainability matter using a rating approach. We considered the matters exposure as well as the
degree of impact of each sustainability matter. We then combined feedback obtained from respective Heads
RI 'HSDUWPHQW DV ZHOO DV WKH RXWFRPH RI WKH DVVHVVPHQW RI WKH VLJQLͤFDQFH WR *UHHQ 3DFNHW IRU HDFK
VXVWDLQDELOLW\PDWWHUWRSURGXFHDPDWHULDOLW\PDWUL[7KHPDWUL[LGHQWLͤHVVXVWDLQDELOLW\PDWWHUVDFFRUGLQJWR
their importance to both Green Packet and its key stakeholder groups. These materiality assessment approach
is summarised as follows:
,GHQWLͤFDWLRQRI Prioritisation of Approval and adoption

sustainability matters sustainability matters of materiality matrix
Board of Directors
7KURXJKWKHVHPDWHULDOLW\DVVHVVPHQWDSSURDFKWKHPDWHULDOVXVWDLQDELOLW\PDWWHUVLGHQWLͤHGEDVHGRQWKH*5,
standards and UNSDG were grouped into 3 main themes, namely Economic, Enviromental and Social factors.
7KHVH WZHOYH PDWHULDO VXVWDLQDELOLW\ PDWWHUV ZHUH LGHQWLͤHG E\ 6HQLRU 0DQDJHPHQW WKURXJK VHULHV
of discussions. We enhance our sustainability matters from 11 to 12 by combining certain matters and
introduction of additional sustainability matter – Innovation and Digital Transformation. In future reporting,
Green Packet will continue to review the processes above, and expand upon depth and scope of current
reporting.
̧
cont'd
The following table highlights our material sustainability matters and we mapped our sustainability matters to
UNSDG:
UNSDG
No. Sustainability matters reference
A. ECONOMIC
1 3URͤWDELOLW\ SDG#1
SDG#9
2 Product and Service Quality SDG#1
SDG#9
3 Customer Satisfaction and Engagement SDG#1
SDG#9
4 'LJLWDO'DWD3URWHFWLRQ̰&XVWRPHUV̵3ULYDF\ SDG#16
5 Supply Chain Management SDG#12
6 Innovation and Digital Transformation SDG#9
7 Governance Compliance SDG#16
B. ENVIRONMENT
8 Environmental Compliance SDG#12
C. SOCIAL
10 Diversity and Equal Opportunity SDG#1
SDG#5
SDG#8
11. Training and Education SDG#4
12. Community Engagement and Development SDG#11
cont'd
:HGHͤQHHDFKRIWKHVXVWDLQDELOLW\PDWWHUVDQGPDSSHGLWWR*5,VXVWDLQDELOLW\VWDQGDUGVDVIROORZV
Material Issue Material Sustainability

Pillar under GRI Matters 'HͤQLWLRQ
Economic Economic z 3URͤWDELOLW\ z *HQHUDWHVXVWDLQDEOHͤQDQFLDODQG
Performance economic returns
Economic z Product and Service z *HQHUDWHVXVWDLQDEOHͤQDQFLDODQG
Performance Quality economic returns for stakeholders
z Digital Data z Protection of Green Packet's
Protection – LQIRUPDWLRQLQFOXGHVFRQͤGHQWLDO
&XVWRPHUV̵SULYDF\ business data, employee information)
and customers' data privacy
Customers’ z Customer z Assessment and response to
Engagement Satisfaction and FXVWRPHUV̵QHHGVWRHQKDQFH
Engagement satisfaction
Supply Chain z Supply Chain z Relations with suppliers
Management Management z Strategic partnerships and joint
ventures
Innovation z Innovation z New products and services
and Digital and Digital z Identify business processes and
Transformaton Transformation improvements
Corporate z Governance z Business strategy, risk assessments,
Governance Compliance and sustainability processes
Environmental Regulatory z Environmental z Comply with legal and other core
Compliance Compliance operational regulations
Social Talent Management z Training and z Provide training and education to
Education employees to expand their knowledge
base for career development
Employees’ z Diversity and Equal z Diverse and equal opportunity for
Engagement Opportunity employees
Employee Talent z Training and z Enhancement of employee skills
Education z Talent Development
Community z Community z Improve quality of life within the
Engagement Engagement and community the Green Packet operates
Developments in, through various forms of corporate
social responsibility activities
cont'd
Stakeholder Engagement
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indirectly or who can influence Green Packet Bhd and its decisions. We engage with stakeholders through
several communication methods and approaches enabling us obtain meaningful feedbacks on their interests
DQG QHHGV DQG IDFLOLWDWH WKH LGHQWLͤFDWLRQ DQG SULRULWLVDWLRQ RI NH\ VXVWDLQDELOLW\ PDWWHUV $ VXPPDU\ RI WKH
stakeholder engagement activities is tabulated below.
Stakeholder Forms of Engagement Stakeholder’s Concern

Investors/ General meetings Financial performance
Shareholders Corporate announcements Return on investment/equity
$QDO\VWVEULHͤQJV PHGLDUHOHDVHV
Corporate websites
Customers/ Direct engagements Product quality and pricing
Consumers Exhibitions New product and services
Online platforms – corporate
websites
Customer satisfaction surveys
Business Partners/ Direct engagements Enhancing ethical and fair
Suppliers/ Ongoing dialogue sessions procurement system
Joint Ventures Periodic performance evaluation Sustainable procurement
Periodic meetings
Meeting, discussion and business
communication
Regulatory Authorities & Regular consultation and meetings Compliance with laws and
Government agencies Reporting regulations
Inspection by authorities
Media/Analyst Press conferences /DWHVWGHYHORSPHQWRIWKH*URXS̵V
Media releases business
Media interviews New products and services
Employees Employee engagement surveys Career development
Learning and development Employee welfare
programmes Health and wellness
Employment contract and
handbook
Training
Meeting/discussion
Local Communities Online platforms Community living
Community events and Personal well-being
contributions
cont'd
Economic
3URͤWDELOLW\
The principles of sustainability are integral in our pursuit of economic growth. In the long-term, our focus is
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RXU RSHUDWLRQV DOWKRXJK ZH DUH IDFLQJ ZLWK HFRQRPLF FKDOOHQJHV LQ WKH )<( )RU GHWDLOV RI RXU ͤQDQFLDO
results, please refer to Management Discussion & Analysis in page 18 to page 23 of this Annual Report.
Product and Service Quality
Products & Services – we strive to embody the sustainability features when designing our products and
services. We keep in mind that our products should demonstrate quality functionality, environmental friendly
and affordable to customers.
For our Solutions Division, we work with our suppliers on 2 major factors:
z Resources: conserve precious resources so we all can thrive; and

z Adoption of safer materials: pioneer the use of safer materials in our products and processes.
7KHVHIDFWRUVUHTXLUHVLJQLͤFDQWLQYHVWPHQWRQUHVHDUFKDQGGHYHORSPHQWDQGZHFRQWLQXRXVO\GLVFXVVDQG
QHJRWLDWH ZLWK RXU VXSSOLHUV ͤQGLQJ WKH EHVW DQG FRVW HIIHFWLYH ZD\V WR LPSURYH RXU SURGXFWV DW WKH VDPH
time achieve both our sustainability objectives. As highlighted in the Supply Chain Management section, we are
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both from Europe and United States respectively and have stringent product quality and safety aspects.
We help people to communicate and connect, we help improve connectivity and accessibility between rural
and urban communities and reduce “digital divide” whilst promoting “green growth” – through which these
communication bridge reduces travel requirement and indirectly, minimise impact to the environment.
Our Digital Services – Fintech and IoT encourage cashless society, reducing the need to use cash. Simplicity
underpins what we do and synonymous with our digital offerings. Our innovation services include camera
based and QR based solutions reduced the needs for paper trails. Our Roadmio, an IoT product supports fleet
telematics keeping tracks on the location of vehicles with the objectives of promoting safer driving, optimise
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environment.
$ZDUGVDQG&HUWLͤFDWLRQV
We are pleased to highlight that we were awarded the Best Choice Award in the Green ICT category for Green
Packet Roadmio ConnectCar and Atilze - Finalist in TM Forum Excellence Awards 2018.
Customer Satisfaction and Engagement
Communications
Our customer has always been our focus. We have established a Network Operation Centre (“NOC”)
comprising of a team of experienced and competent technicians to respond to our customers enquiries.
7KH\ DUH JXLGHG E\ 12&̵V 6WDQGDUG 2SHUDWLQJ 3URFHGXUHV ̸623̹ DQG *XLGHOLQHV SURYLGLQJ DVVLVWDQFH WR
FXVWRPHUVDQGPDQDJLQJDLUWLPHWUDIͤFRIRXUFRPSOH[QHWZRUNRIWHOHFRPPXQLFDWLRQLQIUDVWUXFWXUHWRGHOLYHU
optimal network performance.
cont'd
Solution
Our Solution business offers Business and Technical Support Teams dedicated to engage with our customers,
respond to their inquiries and obtain feedback from customers on their responds. This 2-way communication
enable us to identify potential customers engagement area of improvement. We have improved our customer
satisfaction index compared to FYE2017. Our customer satisfaction index both external and internal results are
as follows:
Customer Satisfaction Index FYE2018
91% 92%
0% 20% 40% 60% 80% 100%
External Customer Satisfaction Index Internal Customer Satisfaction Index
(FYE 2017 External – 89.7% and Internal – 87.8%)

̧
Digital Data Protection – Customers’ Privacy
Green Packet is in the business of information technology, we are relentless in ensuring our customer data are
protected and we understand the importance of providing reliable and robust security protection to our ICT
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DSSURSULDWHPHDVXUHVDUHWDNHQWRSURWHFWFXVWRPHU̵VFRQͤGHQWLDOLQIRUPDWLRQZRXOGQRWEHXVHGZLWKRXWWKHLU
consent.
2XU EXVLQHVVHV DUH VXVFHSWLEOH WR F\EHUVHFXULW\ ULVN KHQFH ZH LQWHQVLͤHG RXU HIIRUWV GXULQJ WKH \HDU WR
ensure our information security systems are secured. Information security policies are kept updated ensuring
our products and services are reliable and protected. We continuously enhanced our systems, policies and
procedures for hardware and software security of our products and services and met the stringent requirements
from development and design to the operation of the systems, products and services. We imposed the same
strict standards for our suppliers ensuring that our suppliers comply and exceed the standards that we set in
DFFRUGDQFHZLWKWKH,&7VHFXULW\LQGXVWU\̵VEHVWSUDFWLFHV
:HDFKLHYHG,606DQG3&,'66FHUWLͤFDWLRQLQDQGFRQWLQRXVO\PRQLWRURXUEXVLQHVVSURFHVVHVSROLFLHV
DQGSURFHGXUHVWRPDLQWDLQWKRVHFHUWLͤFDWLRQV
cont'd
Supply Chain Management
Our supply chain focuses on operation and our product suppliers. Since our success is directly influenced by
those who support our operations, we adopt sustainable development throughout the supply chain. We outlined
our expectation on responsible performance by our suppliers and we establish to manage risks in our supply
chain. Sustainability criteria are integrated into our supplier selection and evaluation, and our expectations
regarding integrity, labor and human rights, supplier inclusion, health, safety and the environment are clearly
outlined.
,Q RXU 6ROXWLRQV 'LYLVLRQ RXU GHYLFHV FRPSOLHG ZLWK YDULRXV FHUWLͤFDWLRQ VWDQGDUGV VXFK DV &( PDUN ZKLFK
indicates conformity with health, safety, and environmental protection standards for products sold within the
European Economic Area and Federal Communication Commission (“FCC”) requirements on eletrical devices.
We work together with our suppliers in ensuring our devices maintained strict compliance with the standards
DQGWKHTXDOLW\H[SHFWHG+HDGHGE\RXU3URGXFW'HYHORSPHQWDQG/RJLVWLFV7HDPDQG2UGHU)XOͤOPHQW7HDP
EDVHG LQ 7DLZDQ ZH PRQLWRU RXU VXSSOLHUV̵ SHUIRUPDQFH EDVHG RQ RXU 3URGXFW 'HYHORSPHQW 0LOHVWRQH LH
from concept planning up to after sales services. This is to systematically evaluate our suppliers in crucial
areas focused on product functionality, quality control, cost, assurance system and delivery time.
)RU RXU &RPPXQLFDWLRQV 'LYLVLRQ ZH HVWDEOLVKHG VWULFW PRQLWRULQJ V\VWHP RQ RXU VXSSOLHUV̵ YRLFH WUDIͤF
performance. The performance is monitored by our NOC team through indicators established in the
agreement, including Answer Seizure Ratio (“ANS”) and Average Call Duration (“ACD”) for good and consistent
voice quality by our suppliers.
These suppliers and service providers form a network of supply value chain which summarised as follows:
Key
Suppliers
Strategic Original
Partners & Design
Joint Ventures Manufacturers
Strategic
partners
Electronics Telecommuni-
Manufacturing cation
Services Providers
cont'd
Innovation and Digital Transformation
We serve almost 100 clients in 70 countries. Each countries has its own challenges and disruptions.
Green Packet has to respond, adapt and transform in this rapid and dynamic digital world. Continuous
transformation is a matter of survival, Green Packet innovates through identifying new ways, new product
offerings, practice continuous improvements and offering training and development to our people.
In our Solutions Division, we invest in understanding the current digital market issues, needs and
requirements; study the solution to address those issues, needs and requirements and devise ways to a
business solution and crafting its technical implementations.
Our Communications Division through NGT Networks is one of the largest non-carrier wholesale voice carriers
in South East Asia. We continuously invest in new technologies - 5G, new generation of broadband and cloud
services to ensure that our products and services are constantly updated and user friendly.
In our Digital Services and IoT, we invest in research and development to improve and enhance best solution
for our customers. Our kiplePay app offers a dynamic e-commerce platform for both consumers and
merchants by enabling cashless transactions; our kiplePark, an end-to-end parking solution from cashless
payments to a ticketless solution with real-time monitoring and reports through License Plate Recognition
and kipleHome, a residential app for a gated and guarded community that keeps the home environment secure
and connected.
Governance compliance
$QWLFRUUXSWLRQ
We established our ethical standards through the Code of Conduct for Directors, Code of Ethical Conduct and
Conflicts of Interest (the “Code”). The Code requires all employees to observe high ethical business standards,
DQG DSSO\ WKHVH YDOXHV LQ DOO DVSHFWV RI WKH *URXS̵V EXVLQHVV DQG LWV VKDUHKROGHUV 7KH &RGH VHUYHV DV
D JXLGDQFH ZKLFK LV H[SHFWHG WR EH FRPSOLHG DV D SDUW RI WKH *URXS̵V FRPPLWPHQW WR WKH VWDNHKROGHUV LQ
preserving good business practices. Each employees, upon employment in Green Packet, signed on their
appointment letter pledging their agreement on the ethical business conduct.
:KLVWOHEORZLQJ3ROLF\
We practice an open and honest policy encouraging our employees to report on any suspected misconduct,
corporate misbehaviour and fraudulent activities. We establish our whistle-blowing policy with the objective to
encourage our employees and others who have serious concerns about any aspect of our business operation
to report those concerns through the whistle-blowing processes. The whistle-blowing policy is available on
our corporate website https://www.greenpacket.com/investors-relations/governance.
̧
cont'd
Environmental
Environmental Compliance
We are pursuing green growth by reducing waste generation from our operations through “3R” strategy – Reuse,
Reduce and Recyle. We promote reduction of paper consumption by encouraging paperless communication
and use of double-sided printing. Where possible, our employees are encouraged to avoid or reduce travel and
optimise the use of audio, web and video–conferencing. Additionally, we always consider for opportunities to
digitalise our existing processes and improve our products and services incorporating sustainability features
when we research and design our products and services.
(QHUJ\ DQG ZDWHU HIͤFLHQF\ ̰ ZH VWULYH WR UHGXFH RXU FDUERQ HPLVVLRQ 2XU RIͤFHV VXVWDLQDELOLW\ SUDWLFHV
include turning off lights during lunch time, may seem to be trivial actions – such practices can help to reduce
Green Packet carbon footprint. We encourage employees to switch off lights and to work within the working
hours to minimise the use of electricity. All our wash rooms are equipped with dual flush preventing excessive
usage of water consumption.
:DVWH PDQDJHPHQW – we strive to minimise our waste through refurbishment and reuse of equipment and
SURORQJ LWV XVHIXO OLIH ZLWK PLQLPDO HQYLURQPHQWDO FRVW 6LJQLͤFDQW HIIRUWV ZHUH WDNHQ WR H[WHQG WKH OLIH RI DOO
our equipment wherever possible. Our future consideration include separation of waste bins by type of waste,
enabling plastics and papers to be recycled and appointing recycled service providers to manage our wastes.
&OLPDWHFKDQJH – we strive to reduce our carbon emission by encouraging our staff to use public tranportation,
FDUSRROLQJSUDFWLFLQJIOH[LEOHZRUNLQJKRXUV)OH[LEOHZRUNLQJKRXUVHQDEOHRXUVWDIIWRSODQWKHLUWUDYHOWRRIͤFH
̰UHGXFLQJSHWUROFRQVXPSWLRQE\DYRLGLQJWUDIͤFFRQJHVWLRQ
On regular basis, we reviewed diverse range of environmental rules and regulation which may impact our
operations such as use of toxic materials in our products, practice of safety and health for our workers to
DQQRXQFHPHQWRIUHJXODWRU\DXWKRULWLHVRQVSHFLͤFHQYLURQPHQWDOUHJXODWLRQ
We are pleased to highlight we have not been penalised for any matters related to environmental compliance by
any regulatory authorities during the FYE2018.
̧
Social
Diversity and Equal Opportunities
At Green Packet, we promote diversity in skill sets, experiences and background of our employees, regardless
of race, colour, religion, sex, gender, national origin, disability status, or any other characteristic protected
by human resource and human rights regulation. Employment opportunities in Green Packet are equal to all
applicants with due regards to diversity of skills, experience, age, ethnicity, and gender in the workplace. We
believe innovative products and services are achieved through interaction of differences, sharing of ideas and
knowledge sharing of different cultures and background. We encourage participation from our employees.
They can contribute and provide input on how our business is to be managed via a suggestion box for sharing
their constructive ideas to our Management.
cont'd
'XULQJWKH)<(RXUHPSOR\HHSURͤOHVE\JHQGHUDJHDQGHWKQLFLW\DUHDVIROORZV
3HUFHQWDJHRIJHQGHUSURͤOH)<(
)(0$/( (42%)
0$/( (58%)
We also take pride in our continuous commitment to encourage women to take up leadership roles and
enhance performance. 17% of management were women in FYE2018.
Almost 68% of our workforce comprises young people below the age of 39. These young employees are
dynamic and very focused to achieve their dreams while 28% of our workforce were middle management are
between 40 to 49 years of age. The remaining 4% represented by our experienced employees age above 50 and
WKH\SURYLGHJXLGDQFHDQGGLUHFWLRQWRRXU\RXQJHPSOR\HHV7KLVDOPRVWHTXDODJHSHUFHQWDJHSURͤOHLQGLFDWHG
a balanced approach to ensure our continuous employees engagement in retaining them with Green Packet,
encouraging them to be innovative and at the same time learn from their more experienced colleagues.
(PSOR\HH3URͤOHE\$JH)<(
% %
4%
%
20 - 29 30 - 39 40 - 49 50 - 59
cont'd
2XUHPSOR\HHVDUHORFDWHGWKURXJKRXW0DOD\VLDDQG6LQJDSRUH2XUHPSOR\HHSURͤOHFRPSRVLWLRQUHSUHVHQWV
chinese at 76% from mix of our Singapore operation. We continue to engage others to join the Group to create
a diverse workforce that is innovative, energetic and full of idealism to improve oneself, all traits that we are
looking for in this fast changing and competitive environment.
2XU(PSOR\HH3URͤOHE\5DFH FYE2018
Others 8%
Chinese 50%
Malay 29%
Indian 13%
0% 10% 20% 30% 40% 50%
Training and Education
Green Packet continuously assesses the training needs of its workforce, and provides the necessary trainings to
HQDEOHHPSOR\HHVDFTXLUHWKHVNLOOVDQGNQRZOHGJHWRHIIHFWLYHO\DQGHIͤFLHQWO\DFKLHYHWKH*URXSREMHFWLYHV
The trainings we offer include:
z Orientation for new staff members;

z General topics, such as personal effectiveness, languages, soft skills and time management; and
z Technical skills from programming to design thinking.
We identify training requirements through understanding our business needs, and for employees, through
the performance appraisal process. Our Human Resources in collaboration with other department heads will
identify the training needs and the courses available internally as well as external courses offered by various
training service providers.
For technical competencies, due to rapid technological changes, trainings need analysis were constantly
evolved and reviewed. We go beyond the conventional scope of conducting training, and provide a broad range
of training programmes; from design thinking to negotiation skills through various channels, class-room type
to computer based trainings. We encourage our employees to venture and participate in conferences and
seminars conducted by various parties including external organisations, professional associations and other
leading organisations.
cont'd
During the FYE2018, we provided trainings to almost 12 types of trainings to our employees and recorded a
total of 2,133 training hours with 121 employees participated in those trainings. These trainings include:
z Wig-Lags & Leads

z Core values
z Design thinking
z Compliance
z Journey back to SST
z Budget seminar
z IMS Volte
z Budgeting, forecasting & what if analysis
z Managing & handling probationers
z The return of sales & services
z Withholding tax seminar
(PSOR\HHEHQHͤWV
We have introduced various employees incentives to cultivate high performance culture. These incentives
include:
Initiatives to promote a high-performing and innovative working culture
1RGP1HƒEGQT*QV&GU M%QPEGRV In-house Library (NGZK9QTMKPI *QW TU
The concept of “open office” and We believe that access to knowledge Employees are given the choice of
“high-chair” set up is introduced to should be easy and convenient. Hence, commencing work at different hours
encourage team collaboration and we have established an in- house between 8:00 am and 10:00 am This
communication amongst employees, library to promote a life-long learning. policy is popular amongst our female
spur innovation and increase employees and new parents, as they
productivity. are given the liberty to manage their
time between family and work.
Supercharge Morning – 1TI CPKU G%QTRQTCVG'XGPVU

%QORNKOGPVCT[$TGCMHCU V
Session We organise various corporate events
such as monthly birthday celebrations
To energise our employees, we and annual dinner as part of our
provide complimentary and healthy appreciation to their hard work and
breakfast. This activity serves as a celebrate their achievements. This is
networking platform for them to also a good platform for the
socialise with colleagues from all Management Team to engage with
functions our employees to solicit their
feedback and incorporate them into
decision making processes
cont'd
We are committed to provide conducive working environment for our employees and to manage our attrition
UDWH :H VWULYH WR VWULNH D EDODQFH EHWZHHQ FRVW VDYLQJV DQG FRVWHIͤFLHQF\ DV FRPSDUHG WR EHQHͤWV WR
employees. We evaluate the use of these efforts based on its cost and impact to our employees, and whether
our local operations can effectively adopt these activities.
̧
Community Engagement and Developments
We are committed to supporting and contributing to the local communities where we operate. Our community
activities involve our communication to the media, nurturing the youth and providing opportunities for
HPSOR\PHQW $ VLJQLILFDQW SRUWLRQ RI WKH *URXS̵V HQJDJHPHQW ZLWK ORFDO FRPPXQLWLHV LV WKURXJK RXU
communication activities via media interviews.
Employees Social Activities and Social Community Activities
During the FYE2018, we held birthday celebration for almost every month for our staff. We conducted 3
WRZQKDOO VHVVLRQV WR RXU VWDII WR EULHI RQ WKH *URXS̵V SURVSHFW FRPPXQLFDWH RXU EXVLQHVV DVSLUDWLRQ DQG
seeking feedback from our staff.
Month Internal engagement External engagement Others

January 2018 Birthday celebration Media interviews To increase our
February 2018 Birthday celebration Media interviews brand awareness,
Kickoff 2018 Townhall we revamped our
Annual Dinner corporate website in
2018.
March 2018 Birthday celebration Media interviews
April 2018 Birthday celebration Our Linkedin and
May 2018 Birthday celebration Media interviews Facebook
Q1 2018 Townhall
Other
June 2018 Birthday celebration Press release
communication
Raya celebration AGM
tools include:-
July 2018 Birthday celebration Media interviews
/HW̵V*R(FR̰&RORU - Intranet
Printing Access - All - Broadcast channels
staff, by default, can only - Email
print in black and white - Posters
except appointed staff
from each department
where they have the
access to print in color
August 2018 Birthday celebration Press release
Q2 2018 Townhall
September 2018 Birthday celebration
External talk and bazaar
October 2018 Birthday celebration
Bowling competition
Q3 2018 Townhall
cont'd
Month Internal engagement External engagement Others

November 2018 Birthday celebration A cashless CSR program
Deepavali celebration where one-time RM30
allowance was give to
students from Bantuan
Awal Persekolahan
(BAP) program. Five
schools in Klang Valley
participated in this
program and a total of
VWXGHQWVEHQHͤWHG
from this initiative.
December 2018 Birthday celebration Media drop
Christmas celebration Press release
Fire Prevention Talk to
staff
GRI CONTENT INDEX – CORE OPTION
GRI DISCLOSURE REFERENCE

STANDARD
102-1 Name of the organisation Green Packet Berhad
102-2 Activities, bands, products Annual Report FYE2018 (“AR”) – Pages 4-5
and services AR, Management Discussion and Analysis
– Pages 18-23
102-3 Location of headquarters AR, Corporate Information, Page 7
102-4 Locations of operations AR, Corporate Information, Page 7
102-5 Ownership and legal form AR, Corporate Information, Page 7
AR, Analysis of Securities and Substantial
6KDUHKROGHUV̵DQG'LUHFWRUV̵,QWHUHVW
Pages 208-212
102-6 Markets served AR, About Green Packet, Page 4-5
General $5&KDLUPDQ̵V0HVVDJH3DJH
Disclosures AR, Management Discussion and Analysis

– Pages 18-23
102-7 Scale of the organisation $5&KDLUPDQ̵V0HVVDJH3DJHV
AR, Management Discussion and Analysis
– Pages 18-23
AR, Notes to the Financial Statement:
Note 5 – Investment in subsidiaries; Note
6 – Investment in Associates; Note 7 –
Investment in Joint Ventures
102-8 Information on employees $5%RDUGRI'LUHFWRUV̵3URͤOH3DJHV
and other workers AR, Key Senior Management, Page 33
AR, Sustainability Statement – Social:
Diversity and Equal Opportunities, Pages
46-48
cont'd

STANDARD
102-9 Supply chain AR, Management Discussion and Analysis
– Page 22
AR, Sustainability Statement, Page 44
102-10 6LJQLͤFDQWFKDQJHVWRWKH AR, Management Discussion and Analysis
organisation and its supply – Pages 18-23
chain
102-11 Precautionary principle or Not applicable
approach
102-12 External initiatives AR,Management Discussion and Analysis
– Pages 18-23
102-13 Membership of associations AR, Sustainability Statement – How We Create

Value: Highlights - Industry Associations,
Page 37
102-14 Statement from senior $5&KDLUPDQ̵V0HVVDJH3DJH
decision maker AR, Management Discussion and Analysis
– Pages 18-23
102-18 Governance structure AR, Corporate Structure, Page 6

AR, Sustainability Statement, Governance
Structure Section, Page 36
102-40 List of stakeholder groups AR, Sustainability Statement, Page 41
General 102-42 Identifying and selecting AR, Sustainability Statement, Page 41
Disclosures stakeholders
102-43 Approach to stakeholder AR, Sustainability Statement, Page 41
engagements
102-44 Key topic and concerns raised AR, Sustainability Statement, Pages 39-40
102-45 Entities included in the AR, Corporate Information, Page 7
FRQVROLGDWHGͤQDQFLDO AR, Sustainability Statement, Page 35
statements AR, Notes to the Financial Statement:
Note 5 – Investment in subsidiaries; Note
6 – Investment in Associates; Note 7 –
Investment in Joint Ventures
102-46 'HͤQLQJUHSRUWFRQWHQWDQG AR, Sustainability Statement, Scope and
topic boundaries Overview Sections, Pages 35
102-47 List of material topics AR, Sustainability Statement, Pages 39-40
102-48 Restatements of information Not applicable – no restatement of
information
102-49 Changes in reporting Not applicable – no changes to reporting
102-50 Reporting period AR, Sustainability Statement, About This
Statement Section, Page 34
102-51 Date of most recent report AR, Sustainability Statement, About This
Statement Section, Page 34
102-52 Reporting cycle Annual
102-53 Contact point for questions AR, Corporate Information, Page 7
regarding the report
cont'd

STANDARD
102-54 Claims of reporting in AR, Sustainability Statement, Overview
accordance with the GRI Section, Page 35
General Standards This report is guided by GRI Standards
Disclosures (Core Option)
102-55 GRI content index This table
102-56 External assurance The Company may consider seeking external
assurance in the future.
GRI SPECIFIC INDEX – MATERIAL TOPICS
Sustainability GRI DISCLOSURE REFERENCE

matters STANDARD
Economy
3URͤWDELOLW\ 201-1 Direct economic value generated and Page 42
distributed
Innovation 203-2 6LJQLͤFDQW,QGLUHFW(FRQRPLF,PSDFW Page 45
and Digital
Transformation
Customer 203-2 6LJQLͤFDQW,QGLUHFW(FRQRPLF,PSDFW Page 42-43
Satisfaction and
Engagement
Governance 205 Anti-corruption Page 45
Compliance
Environment
Environmental 307 Environmental Compliance Page 46
Compliance
Social
6SHFLͤF Supply Chain 308-1 Negative Environmental Effects and Action Page 44
Disclosures Management Taken
Diversity and 401-2 (PSOR\PHQWEHQHͤWVWRIXOOWLPHHPSOR\HHV Page 46
Equal Opportunity
Training and 404-2 Programs for upgrading employee skills and Pages 48-49
Education transition assistance programs
Diversity and 405-1 Diversity of governance bodies and Pages 46-48
Equal Opportunity employees
Community 413-1 Operations with local community Page 50
Engagement and engagement, impactassessments, and
Development development programs
413-2 2SHUDWLRQVZLWKVLJQLͤFDQWDFWXDODQG Page 50
potential negative impacts
on local communities
Product and 416-1 Assessment of the health and safety Page 42
Service Quality impacts of product and service categories
Digital Data 418-1 Substantiated complaints concerning Page 43
protection – breaches of customer privacy and losses of
Customers customer data
Privacy
CONNECTING ALL THINGS

(41˲#61<
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TABLE OF

CORPORATE INFORMATION CORPORATE GOVERNANCE

02 Our Massive Transformative Purpose 56 Corporate Governance

34 Sustainability Statement 213 Notice of Annual General Meeting

55 Connecting All Things from A To Z Form of Proxy

OUR CORE VALUES

At Green Packet, our core values are:

2. Let’s Collaborate 3. Innovate for a Difference

For more information about Green Packet, please visit

100% Green Packet International Sdn Bhd (751674-V)

100% Next Telecommunications Sdn Bhd (393561-A)

100% NGT Networks Pte Ltd (200706773E)

100% Green Packet Networks (Taiwan) Pte Ltd

100% Green Packet (Shanghai) Ltd

BOARD OF DIRECTORS REGISTERED OFFICE / HEAD OFFICE

5-YEAR FINANCIAL HIGHLIGHTS

2014* 2015** 2016 2017 2018

Revenue 874,231 587,892 366,251 358,944 398,682

Total Assets 907,339 346,294 460,625 555,176 569,417

874,231 587,892 366,251 358,944 398,682

Before Taxation by Pillar

- Solutions 14,915 (8,042) (7,031) 3 (2,584) (15,817)

(201,983) (30,963) 74,943 (17,426) (63,644)

5-YEAR FINANCIAL HIGHLIGHTS

REVENUE TOTAL ASSETS

TOTAL LIABILITIES TOTAL EQUITY

On behalf of the Board of

MESSAGE FROM THE CHAIRMAN

ECONOMIC AND PERFORMANCE REVIEW

The Company has undertaken a few corporate exercises in FYE2018 as follow:

MESSAGE FROM THE CHAIRMAN

MESSAGE FROM THE CHAIRMAN

MANAGEMENT DISCUSSION AND ANALYSIS

OVERVIEW OF THE GROUP’S BUSINESS

The Group is organised into 3 main reportable segments which are: -

Solutions Division Communications Division Digital Services Division

Research and development, Provision of total Provision of Financial

Group’s Financial Performance

MANAGEMENT DISCUSSION AND ANALYSIS

OPERATIONS REVIEW With the launch of VivoBee (a migrant services

We have also launched Roadmio, our new solutions

MANAGEMENT DISCUSSION AND ANALYSIS

IoT Business In addition, the Group had undertaken a Share

During the FYE2018, there were no issuances,

MANAGEMENT DISCUSSION AND ANALYSIS

OUTLOOK DIGITAL SERVICES

Solutions and Communications Fintech

In 2019, we will gradually improve our customer

MANAGEMENT DISCUSSION AND ANALYSIS

Internet of Things (“IoT”) OVERALL

:H DUH FRQͤGHQW WKDW RXU ,R7 GLYLVLRQ ZLOO SURYLGH D

BOARD OF DIRECTORS' PROFILE

TAN SRI DATUK DR. HAJI OMAR BIN ABDUL RAHMAN

Membership of Board Committees: of Technology Park Malaysia Corporation (“TPM”),

BOARD OF DIRECTORS' PROFILE

PUAN CHAN CHEONG

BOARD OF DIRECTORS' PROFILE

TAN KAY YEN

BOARD OF DIRECTORS' PROFILE

TAN SRI DATO’ KOK ONN

Working Experience: Declaration:

+H ZDV IRUPHUO\ WKH *URXS &KLHI ([HFXWLYH 2IͤFHU

BOARD OF DIRECTORS' PROFILE

4XDOLͤFDWLRQ Present Directorship In Public Company and Listed Entity:

z Source of funds z ,QWHOOHFWXDO z Skilled talent from z Strong relationship

1RGP1HƒEGQTQV&GU M%QPEGRV In-house Library (NGZK9QTMKPI QW TU

Disclosures AR, Management Discussion and Analysis

102-18 Governance structure AR, Corporate Structure, Page 6