Goldis AR 2016

Management Discussion and Analysis 02
Corporate Information 09
Notice of the Seventeenth Annual 10
General Meeting
Profile of Board of Directors 13
Profile of Key Senior Management
Goldis Berhad 16
IGB Corporation Berhad 17
(A Principal Subsidiary of Goldis Berhad)
CONTENTS Statement of Corporate Governance

Additional Compliance Statement
19
29
Directors’ Responsibility Statement 30
Sustainability Statement 31
Statement on Risk Management and 37
Internal Controls
Audit Committee Report 40
Reports and Financial Statements 45
List of Top Ten Major Properties by value 174
held by Goldis Group
Analysis of Shareholdings 175
Proxy Form
MANAGEMENT DISCUSSION AND ANALYSIS
1. Overview of Goldis Berhad (“Goldis” or “the Company”)
The principal activities of the Company are those of investment holding and the provision of management services. The principal
activities of the Group consist mainly of property investment and management, owner and operator of malls, hotel operations,
property development, construction, information and communication technology services, the provision of engineering services
for water treatment plants and related services, education, investment holding and management of a real estate investment trust.
Today, we have private equity investments in Malaysia and China and through our subsidiary IGB Corporation Berhad (“IGB”), have a
footprint that spans across Asia, Australia, the United States and Europe.
2. Delivering Sustained Results
A slowdown in growth, rising costs of living, low oil and gas prices and a ringgit that remained weak, continued to weigh on the
Malaysian economy in 2016. This was further impacted by global developments, in particular, the United Kingdom’s vote to exit the
European Union (“Brexit”) and a change of President in the United States of America, both of which contributed to market volatility
and increased global economic uncertainty.
Against this backdrop, companies in Malaysia continued to review their operations, with many, particularly in the oil and gas sector,
downsizing their presence. Additionally, with Malaysians experiencing a rise in the cost of living, weaker job prospects and a reduction
in purchasing power, consumer sentiment remained low, with many consumers reining in spending.
Despite this, Goldis delivered sustained results and pushed ahead with new initiatives, remaining focused on driving sustainability in
our business and creating long-term value for our shareholders.
3. Key Financial Highlights
PROFIT ATTRIBUTABLE TO
REVENUE (RM’000)
ORDINARY EQUITY HOLDERS (RM’000)
1,500,000 200,000
1,200,000
150,000
900,000
100,000
600,000
50,000
300,000
0 0
Jan-13 Dec-13 Dec-14 Dec-15 Dec-16 Jan-13 Dec-13 Dec-14 Dec-15 Dec-16
EPS (RM) NET ASSETS (RM’000)
0.30 3,000,000
0.25 2,500,000
0.20 2,000,000
0.15 1,500,000
0.10 1,000,000
0.05 500,000
0 0
2 GOLDIS BERHAD (515802-U)

MANAGEMENT DISCUSSION AND ANALYSIS (cont’d)
NET ASSETS PER SHARE (RM) NET GEARING (TIMES)
5.00 1.00
4.00 0.80
3.00 0.60
2.00 0.40
1.00 0.20
0 0
Financing on conditional take-over of IGB
MFRS
^
Financial year ended Jan-13* Dec-13 Dec-14 Dec-15 Dec-16
RM’000 RM’000 RM’000 RM’000 RM’000
Revenue# 1,268,792 1,114,871 1,291,302 1,278,218 1,255,473

-NKłP>ABKNAP=T=PEKJ #
415,914 408,413 450,191 390,379 482,908
Taxation #
(153,951) (103,634) (102,782) (103,486) (83,022)
+APLNKłPO 261,963 304,779 347,409 286,893 399,886
-NKłP=PPNE>QP=>HAPKKN@EJ=NUAMQEPUDKH@ANO 99,346 100,667 102,165 109,105 165,027
Capital and reserves attributable to equity holders/

Net Assets 1,547,172 1,653,014 1,916,057 2,437,881 2,551,886
EPS (RM) 0.16 0.17 0.17 0.18 0.27
Net Assets per share (RM) 2.64 2.80 3.15 4.01 4.20
Total borrowings 1,889,646 1,748,466 3,889,364 3,688,080 3,317,854
Net debt &
0 563,312 2,634,578 2,547,459 2,266,555
Total equity 5,060,184 4,589,807 3,167,277 3,685,885 3,851,266
Net Gearing (times) - 0.12 0.83 0.69 0.59
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These decreases were mitigated by higher contributions from other operating divisions. Notably, the Property Investment (Retail)
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a subsidiary.
Annual Report / 2016 3

4. Operations Overview
Property Development Segment
2016 was a challenging year for the property development division as the rising costs of living, weaker job prospects, more stringent bank
lending policies, and general economic uncertainty, led many potential buyers to hold off on purchasing new properties. We have therefore
been extremely conservative. This year, we completed 2 developments - Three28 Tun Razak, a boutique development with 166 units located
on Jalan Tun Razak, and Park Manor, a development comprising 41 villas located in the award winning Sierramas residential estate. Take up
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- Stonor 3, a collection of 400 luxury curated homes located in the heart of KLCC, which was launched this year, and Damai Residence, a
boutique, luxury, residential offering comprising 31 family-sized homes.
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We are proud that IGB was ranked amongst the top 10 developers once again in The Edge Malaysia’s Top Property Developers’ Award. This
marks the fourteenth consecutive year that IGB have been an award recipient.
Hotel Segment
The hotel division posted positive growth in FY2016, bolstered by the performance of four hotels which opened in 2015, namely Cititel
Express Ipoh, Cititel Express Penang, The Wembley Penang, and The Tank Stream Sydney. This was in spite of a generally challenging year
for the hospitality industry, which saw a reduction in the volume of travel, entertainment and meetings, as many companies, particularly
those in the oil and gas sector, downsized their operations in Malaysia and cut costs. Additionally, with Malaysian Airlines withdrawing
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To address these challenges, we adopted a more aggressive approach to marketing and sought to better manage our costs. For example,
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implemented an energy savings programme among other initiatives.
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Apartments, Yangon.
We expect 2017 to continue to be challenging, particularly if the Government goes ahead to implement the Service Charge Top Up and the
proposed Tourism Service Fee which will result in an increase in cost pressure. We anticipate seeing a slight improvement in visitor numbers
as a result of a weak ringgit, improved connectivity between China and Malaysia and the easing of the visa process for tourists from China
and India.
Property Investment and Management, Commercial Segment
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GTower was particularly impacted by companies in the oil and gas industry downsizing their operations in Malaysia, as these companies
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This year, we remained focused on enhancing customer service, the environment within our buildings and attracting new tenants. We offered
a range of incentives such as longer rent free periods, worked to secure longer term tenancies across a range of businesses and industries
and ensured top notch security, cleanliness and maintenance.
In the new year, we will work to strengthen our management team so that they are better able to support our business objectives. We are
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assets in 2017.
Property Investment and Management, Retail Segment
Despite a slight improvement in consumer sentiment in 2016, the retail market remained challenging as new malls opened in the Klang
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through carrying out asset enhancement initiatives (“AEI”) to improve the shopper experience and shopping ambience and bringing in new
brands to keep the tenant mix fresh and on trend.
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Lalique, Kens Apothecary and Bowers & Wilkins, were introduced. A new premium area, Les Suites at TGM, also made its debut this year.
The area, which is a one-stop destination for customers looking to plan a wedding, houses The Occasions Eventeur, Mun Keat Photography,
Celest Thoi and The Studio, a multi-brand store featuring local and ASEAN designer.
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growth, IGB REIT is well positioned to weather the challenges ahead and continue to create value for all its stakeholders.

Construction
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(a) Mid Valley City Southpoint (Parcel 3)
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development has a Gross Floor Area of 2.2 million square feet.
Construction works are still ongoing, with the 55-storey structure anticipated to top out by July 2017. A decision last year to convert
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Order (D.O.). The amended D.O. is currently awaiting approval from the authorities.
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the second quarter of 2018.
(b) Mid Valley Southkey
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scheduled for completion in late 2018.
An amendment to the approved D.O. rationalising the 33-acre development from a single parcel into two parcels is currently under
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lettable area of 1.5 million square feet. The mall is targeted to open its doors to the public at the end of 2018.
(c) Pangkor Island Resort
The Pangkor Island Resort is undergoing redevelopment work, and will be converted into 68 luxury villas with 5-star amenities. A
D.O. from the local authorities has been obtained, and an application for the amalgamation of land titles is currently pending approval.
Submission of our building plans will be made once the issuance of a new land title is obtained. Subject to these being received,
construction work for the resort will commence in 2017.
Other Operating Segments
Water Treatment in China
The China Water Group currently operates in Jiangsu Province Ganyu, Shandong Province Yantai and Zoucheng, China. Our principal
activities include the management, operations and maintenance of waste water treatment plants for concession periods ranging from 23 to
25 years.
Our main challenges this year have been attracting and retaining talent with the right skillsets for our business and managing revisions in
water tariffs to better manage increasing operating costs. To address these challenges, we will monitor water tariffs periodically and work
closely with the local authorities to ensure that tariffs are adjusted in a timely manner in line with increasing costs. We will also review our
remuneration packages to ensure that they remain competitive and continue to enhance both the working environment and culture so as to
support the continued growth and development of key management personnel. Additionally, we will be broadening our search for new talent
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trial run for the Zoucheng upgrade project. Revisions to the water tariffs for select plants are also expected in the coming year, pending
approval from the local authorities.
Education
International schools, including IGB International School (“IGBIS”), have not been spared from the challenging economic environment as
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year. The school therefore stepped up its marketing efforts this year to reach out to a broader pool of families as well as to increase brand
awareness.
Initiatives were carried out to both attract new students to the school as well as build loyalty amongst existing students and their families.
For example, IGBIS started offering scholarships to new students transferring to IGBIS from other schools in Malaysia and offered discounts
to those who enrolled with the school on Open Days held. It also introduced a two tiered fee structure to pioneer families to encourage them
to continue with IGBIS and enrol siblings of pioneer students at the school as well. Fees for the Early Years Programme were also frozen and
3 and 5 year loyalty discounts applicable to families who stay with the school were introduced.
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students who took the examinations passed, achieving an average score of 34 points out of 45 (the worldwide average is 29 points), with
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headroom for growth and is well-positioned to take advantage of the potential market available.

Healthcare
2016 saw the soft launch of Elements Medical Fitness Sdn Bhd (fka Elements Gym Sdn Bhd) (“Elements Medical Fitness”), Malaysia’s First
Integrated Medical Fitness Centre with professionally administered well-being programmes. Since our launch, we have received positive
response from the public. Take up of our programmes however have been slow as consumers reined in their spending on the back of slower
economic growth, weaker job prospects and rising costs of living. Moreover, as a business offering a new lifestyle concept, we have had
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programmes in the market.
To address these challenges, we have focused our marketing efforts on the corporate wellness segments and have formed strategic alliances
and partnerships with other organisations in the healthcare industry. Additionally, we have worked to ensure that clients who do sign up
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programmes.
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ahead, we will attract an increasing number of clients.
IT & Data Analyst
It has been a tough year for our businesses in IT and data analytics. Macro Lynx Sdn Bhd (“Macro Lynx”) has seen increased margin
pressure as a result of ongoing broadband price wars and rising costs. Additionally, with a slowdown in the economy, occupancies of the
buildings we cover have dropped and the number of new sign ups have also been slow.
To address these challenges, we worked hard to ensure that we continue to provide excellent service both in terms of customer service
support and operationally, providing continuous network improvements and ensuring that our customers receive uninterrupted service. We
also developed new products which allowed us to penetrate the SME segment and developed technology partnerships to support our pursuit
of providing a wide range of connectivity options and robust business continuity solutions.
We believe that as we continue to enhance our service offerings, introduce new streams of business and penetrate new market segments, we
will be able to grow our business sustainably.
This year, AFMS Solutions Sdn Bhd kicked off its operations following its establishment in 2015. We are in the business of providing
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business solutions using big data analytics to improve people, processes and systems. As a new business, we worked to raise awareness
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The main challenges we faced were obtaining stakeholder buy in from potential clients and, once engaged, managing the availability of
information needed to do our job.
Moving forward, as we continue to expand our business, we will be focusing on extending our marketing efforts to penetrate new markets,
considering strategic partnerships to enable us to launch new products and enhancing the experience that clients have with us.
New Ventures
18@Medini, a mixed development in Iskandar Malaysia, Johor Bahru, remains under re-evaluation pending an improvement in market
conditions.
In Thailand, we remain committed to developing a mixed-use project with our joint venture partners, the Immortal Group Co Ltd and are
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River.
We have submitted our plans for our mixed-use development project in London – Blackfriars and expect to obtain consent from the
authorities this year. We are working towards launching the project at the end of 2017.
5. Risk Management
The Board of Goldis is responsible for overseeing and maintaining a sound system of internal controls and risk management so as to
safeguard shareholder investments and the assets of the Group. We recognise that doing so is a fundamental requirement for our continued
growth and that risk management is not about completely eliminating risk, but about managing it in a manner that allows for the Group to
achieve its business objectives.
(a) Market Risk
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performance. In order to mitigate this, we hold a diverse portfolio of assets across geographies and industries and have adopted a
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as well as assess the implication of global developments on their performance and strategies. These factors may then impact their
investment and strategic objectives.

(i) Foreign currency exchange risk
Currency risks arise as a result of monetary assets and liabilities denominated in a currency that is not the functional currency.
The Group and the Company are exposed to foreign currency risk as a result of advances from and to subsidiaries, associates,
as well as joint ventures. We are also exposed through the deposits and borrowings we have with licensed banks. To manage
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(ii) Cash flow interest rate risk
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Our interest rate exposure is correlated with changes in the cost of funds (“COF”) of our lenders and is part of the inherent
risks associated with carrying on a business as a going concern. Management closely monitors our exposure and works to
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of creating value for our stakeholders.
(b) Competition Risk
The Group faces ever-growing competition, both from established players as well as new entrants seeking to gain a foothold in
the industry and grow their market share. In this environment, our businesses adopt a rigorous approach to strengthening their
competitiveness through constantly monitoring the market, enhancing their offerings, bringing a fresh perspective to established
industries and innovating to stay ahead of the curve.
Macro Lynx for example, has experienced intense competition from next generation high speed broadband players which has caused
a price war, driven players in the industry to introduce new and innovative products and created a market whereby customers expect
only the best service and quality offerings. Undoubtedly, these factors have served to push the industry forward but it has also meant
that we must have a constant ear to the ground, regularly realign our packages to meet evolving market circumstances and consumer
demands, enhance our customer service and diversify our product offerings in order to remain competitive.
(c) Human Capital Risk
Central to our success is our people. As such, continuing to attract and retain talent continues to be a priority. We remain committed
to being an employer of choice and invest in the skills of our existing workforce, providing them with ample opportunities to grow. We
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balance and encouraging a healthy lifestyle. The Group also works hard to cultivate a positive work culture that promotes diversity,
professionalism and respect.
Succession planning is critical to ensure the continuity of our business in the long run. We therefore actively identify individuals with
the potential to take on more responsibilities and play a larger part in driving our business forward. We ensure that these individuals
are given the support and exposure needed to grow into ever larger roles within the business.
(d) Regulatory & Compliance Risk
The Group is subject to the laws and regulations of the markets in which we operate. In order to ensure that we are both up to date
and in compliance with new regulatory developments, we have in place a robust framework which allows us to monitor ongoing
discussions and changes, assess the impact to the Group, and communicate these changes in a timely manner so that the affected
businesses can take the necessary steps to embed them into their operations.
(e) Information Technology (“IT”) Risk
Our businesses and operations rely to varying degrees on IT. With cybersecurity threats on the rise around the world, we are exposed
to the risk of cyber-attacks that can cause disruptions to our operations. To mitigate these threats, our IT departments have an
established framework to manage IT security risks and have worked to ensure that there are relevant preventive, detective and
recovery measures in place. Additionally, we review all IT policies and procedures regularly to ensure that they are up to date and
provide the greatest level of protection for our people and business, and have in place an IT Disaster Recovery Plan.
(f) Terrorist Threat
The frequency of reported terrorist attacks have increased around the world, imposing an urgent need for businesses to be prepared
for such eventualities. The Group has therefore worked to heighten security across all our buildings and works closely with the
authorities to keep up to date on any potential threats. We also have crisis management plans in place as well as a team of personnel
who have been trained to respond to such circumstances.
*=J=CAIAJP KB KQN I=HHO =J@ KBł?A >QEH@EJCO D=RA EJ L=NPE?QH=N EJ?NA=OA@ PDA LNAOAJ?A KB OA?QNEPU LANOKJJAH NAREASA@ PDAEN ?NEOEO
I=J=CAIAJPLNK?A@QNAO AJD=J?A@PN=EJEJCBKNOA?QNEPULANOKJJAH=J@QLCN=@A@ 13?=IAN=OKJPDAENLNAIEOAO

(g) Malpractice Risk
Elements Medical Fitness is Malaysia’s First Integrated Medical Fitness Centre. Our team of professionals take their jobs and
NAOLKJOE>EHEPEAO RANU OANEKQOHU =J@ SEHH JARAN GJKSEJCHU ?=QOA D=NI PK =JU KB KQN ?HEAJPO %KSARAN =O SEPD KPDAN KNC=JEO=PEKJO EJ
the healthcare industry, the risk of malpractice lawsuits stemming from incorrect diagnoses, treatments, or adverse reactions to
PNA=PIAJPO KN OQLLHAIAJPO LNAO?NE>A@ =NA RANU NA=H O OQ?D SA =>E@A >U OPNEJCAJP ?K@AO KB LN=?PE?A "T=ILHAO KB PDEO EJ?HQ@Aġ
ensuring that we take the time to fully understand the unique circumstances of our patients so that we can obtain detailed medical
DEOPKNEAO AJC=CEJC KJHU LNKBAOOEKJ=H =J@ MQ=HEłA@ @K?PKNO =J@ LN=?PEPEKJANO =J@ QOEJC KJHU NACEOPANA@ H=>KN=PKNEAO BKN =JU PAOPEJC
required. Any diagnosis is then based on the test results received from these laboratories. We also refer all high risk patients to
external conventional diagnostic centres.
(h) Credit risk
Credit risk arises when sales are made on deferred credit terms.
The Group and the Company control these risks by the application of credit approvals, limits and monitoring procedures. To minimise
our credit risk, we ensure that we only work with business partners with high credit worthiness. Trade receivables are monitored on
=JKJCKEJC>=OEOPDNKQCDKQNI=J=CAIAJPNALKNPEJCLNK?A@QNAO=J@SASKNGPKAJOQNAPD=PSA@KJKPD=RAOECJEł?=JPATLKOQNAPK
=JUEJ@ERE@Q=H?QOPKIANKN?KQJPANL=NPU KND=RA=JUI=FKN?KJ?AJPN=PEKJKB?NA@EPNEOGNAH=PA@PK=JUłJ=J?E=HEJOPNQIAJP
The credit quality of trade receivables that are neither past due nor impaired are substantially amounts due from customers with
a good collection track record with us and management closely monitors any trade receivables that are past due. As a result, no
additional credit risk beyond amounts allowed for collection losses is inherent in the Group’s and the Company’s trade receivables.
(i) Price Risk
1DA $NKQL =J@ KIL=JU =NA ATLKOA@ PK @A>P =J@ AMQEPU OA?QNEPEAO LNE?A NEOG >A?=QOA KB EJRAOPIAJPO DAH@ =J@ ?H=OOEłA@ KJ PDA
OP=PAIAJPKBłJ=J?E=HLKOEPEKJAEPDAN=O=R=EH=>HABKNO=HAKN=PB=ENR=HQAPDNKQCDLNKłPKNHKOO
1KI=J=CAKQNLNE?ANEOG=NEOEJCBNKIEJRAOPIAJPOEJ@A>P=J@AMQEPUOA?QNEPEAO SAD=RA@ERANOEłA@KQNLKNPBKHEKEJ=??KN@=J?ASEPD
the limits set by the Group. As such, our exposure to price risk is minimal.
(j) Liquidity and cash flow risk
1DA $NKQL =?PERAHU I=J=CAO EPO @A>P I=PQNEPU LNKłHA KLAN=PEJC ?=OD ŃKSO =J@ PDA =R=EH=>EHEPU KB BQJ@EJC OK =O PK AJOQNA PD=P =HH
NAłJ=J?EJC NAL=UIAJP =J@ BQJ@EJC JAA@O =NA IAP O L=NP KB LNQ@AJP HEMQE@EPU I=J=CAIAJP PDA $NKQL I=EJP=EJO OQBł?EAJP HARAHO
of cash or cash convertible investments to meet its working capital requirements. In addition, the Group strives to maintain available
banking facilities of a reasonable level to its overall debt position.
OB=N=OLKOOE>HA PDA$NKQLN=EOAO?KIIEPPA@BQJ@EJCBNKI>KPD?=LEP=HI=NGAPO=J@łJ=J?E=HEJOPEPQPEKJO=J@LNQ@AJPHU>=H=J?AOEPO
portfolio with some short term funding so as to achieve overall cost effectiveness. As at 31 December 2016, the Group held cash and
?=ODAMQER=HAJPOKB/* IEHHEKJĠġ/*IEHHEKJ
=OL=NPKBKQNI=J=CAIAJPKBHEMQE@EPUNEOG
O =P !A?AI>AN $NKQL >KNNKSEJCO OPKK@ =P /* IEHHEKJ KB SDE?D /* IEHHEKJ D=O >AAJ OA?QNA@ BKN *3*
Southkey. As we push ahead with ongoing projects, additional funding may be needed.
(k) Capital Risk Management
The Group’s objectives when managing capital are to safeguard the Group’s ability to continue as a going concern in order to provide
NAPQNJO BKN OD=NADKH@ANO >AJAłPO BKN KPDAN OP=GADKH@ANO =J@ PK I=EJP=EJ =J KLPEI=H ?=LEP=H OPNQ?PQNA PK NA@Q?A PDA ?KOP KB ?=LEP=H
In order to maintain or adjust the capital structure, the Group may adjust the amount of dividends paid to shareholders, issue new
shares or sell assets to reduce debt.
6. Moving Forward Sustainably and with Confidence
2017 is expected to be another challenging year, particularly as economies around the world grapple with the emerging political and
A?KJKIE?H=J@O?=LABKHHKSEJCNATEP=J@-NAOE@AJP1NQILOLNKIEOAPKLQPIANE?=łNOPPDKIA *=H=UOE=JOSEHH?KJPEJQAPKOPNQCCHASEPD
rising costs and a ringgit that is unlikely to see a strong rebound in the near future. These factors will weigh on consumer sentiment and
contribute to weakening employment prospects, as companies continue to downsize their operations here.
Businesses across the board are likely to be impacted by these developments and Goldis is no different. We believe however that with our
@ERANOEłA@ LKNPBKHEK NK>QOP BQJ@=IAJP=HO =J@ OPNKJC I=J=CAIAJP PA=IO SA =NA EJ = CKK@ LKOEPEKJ PK NE@A KQP PDA ?D=HHAJCAO =DA=@ =J@
continue to create and deliver sustainable value for our shareholders.

CORPORATE INFORMATION
BOARD OF DIRECTORS PRINCIPAL BANKERS
Non-Executive Chairman & Non-Independent Non-Executive Director %KJC)AKJC=JGAND=@

Ms Tan Lei Cheng %0 =JGĠ*=H=UOE=
AND=@
Malayan Banking Berhad
Senior Independent Non-Executive Director Public Bank Berhad
Datuk Tan Kim Leong @ Tan Chong Min
Independent Non-Executive Directors AUDITORS

Encik Daud Mah Bin Abdullah @ Mah Siew Whye
*N)AA D=EJC%Q=P PricewaterhouseCoopers (AF1146)
Non-Independent Executive Directors

Dato’ Seri Robert Tan Chung Meng SOLICITORS
Mr Tan Boon Lee
Ms Tan Mei San Jeyaratnam & Chong
Mr Daniel Yong Chen-I
STOCK EXCHANGE LISTING

SECRETARIES
Bursa Malaysia Securities Berhad
Ms Chow Lai Ping Main Market (May 8, 2002)
Mr Leong Kok Chi Stock Code 5606
REGISTERED OFFICE DATE OF INCORPORATION
Suite 28-03, Level 28, GTower 1 June 2000

199 Jalan Tun Razak
50400 Kuala Lumpur
1AH+K ġ WEBSITE
#=T+K ġ
www.goldis.com
REGISTRAR
1NE?KN&JRAOPKN&OOQEJC%KQOA0ANRE?AO0@JD@
Unit 32-01, Level 32, Tower A
3ANPE?=HQOEJAOO0QEPA RAJQA =JCO=N0KQPD
No. 8, Jalan Kerinchi
59200 Kuala Lumpur
1AH+K ġ
#=T+K ġ
"I=EH ġ EOAJMQENUĤIUPNE?KNCHK>=H?KI

NOTICE OF THE SEVENTEENTH ANNUAL GENERAL MEETING
+,1& "&0%"/"6$&3"+PD=PPDA0ARAJPAAJPDJJQ=H$AJAN=H*AAPEJCKB$KH@EOAND=@SEHH>ADAH@=PPDA(H=JC/KKI *AVV=JEJA#HKKN

$1KSAN '=H=J1QJ/=V=G (Q=H=)QILQNKJ1DQNO@=U *=U=PLIBKNPDABKHHKSEJCLQNLKOAOġ
As Ordinary Business
1. 1K NA?AERA PDA =Q@EPA@ łJ=J?E=H OP=PAIAJPO BKN PDA łJ=J?E=H UA=N AJ@A@ !A?AI>AN PKCAPDAN Please refer to Note (a)
with the Reports of the Directors and Auditors thereon.
2. 1K =LLNKRA PDA L=UIAJP KB !ENA?PKNO BAAO KB /* BKN PDA łJ=J?E=H UA=N AJ@A@ !A?AI>AN Ordinary Resolution 1
2016.
3. 1K=LLNKRAPDAL=UIAJPKB!ENA?PKNO>AJAłPOQLPK=J=IKQJPKB/* BNKI'=JQ=NU Ordinary Resolution 2

until the next Annual General Meeting of the Company. Please refer to Note (b)
4. To re-elect the following Directors who retire by rotation in accordance with Article 98 of the
KIL=JUONPE?HAOKBOOK?E=PEKJ=J@>AEJCAHECE>HAKBBANPDAIOAHRAOBKNNAAHA?PEKJġ
(a) Dato’ Seri Robert Tan Chung Meng Ordinary Resolution 3

(b) *N)AA D=EJC%Q=P Ordinary Resolution 4
5. 1KNA=LLKEJP*AOONO-NE?AS=PANDKQOA KKLANO=O=Q@EPKNO=J@PK=QPDKNEOAPDA!ENA?PKNOPKłTPDAEN Ordinary Resolution 5

remuneration.
As Special Business
1K?KJOE@AN=J@EBPDKQCDPłP PKL=OOPDABKHHKSEJCKN@EJ=NUNAOKHQPEKJOġ
6. 1KNA=LLKEJPPDABKHHKSEJC!ENA?PKNOġ
(a) Datuk Tan Kim Leong Ordinary Resolution 6

Please refer to Note (c)
(b) Encik Daud Mah bin Abdullah Ordinary Resolution 7
Please refer to Note (c)
7. Authority to Allot Shares Pursuant to Sections 75 and 76 of the Companies Act, 2016 Ordinary Resolution 8
Please refer to Note (d)
That pursuant to Sections 75 and 76 of the Companies Act, 2016, the Articles of Association of the
Company, approval from Bursa Malaysia Securities Berhad and any other governmental/regulatory
authorities, the Directors be and are hereby authorised to allot shares in the Company at any time
until the conclusion of the next Annual General Meeting and upon such terms and conditions and for
OQ?DLQNLKOAO=OPDA!ENA?PKNOI=U EJPDAEN=>OKHQPA@EO?NAPEKJ@AAIłP LNKRE@A@PD=PPDA=CCNAC=PA
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shares of the Company for the time being and that the Directors be and are also empowered to obtain
the approval for the listing and quotation for the additional shares so issued on Bursa Malaysia
Securities Berhad.
8. Proposed Renewal of Shareholders’ Mandate for the Company to Purchase its Own Shares Ordinary Resolution 9
(“Proposed Share Buy-Back”) Please refer to Note (e)
That subject to the provisions under the Companies Act, 2016, the Memorandum and Articles of
Association of the Company, the Listing Requirements of Bursa Malaysia Securities Berhad (“Bursa
Securities”) and the approvals of all relevant authorities (if any), the Company be and is hereby
authorised, to the extent permitted by law, to purchase and/or hold such number of its own ordinary
shares (“Goldis Shares”) as may be determined by the Directors of the Company from time to
PEIA PDNKQCD QNO= 0A?QNEPEAO QLKJ OQ?D PANIO =J@ ?KJ@EPEKJO =O PDA !ENA?PKNO I=U @AAI łP =J@
expedient in the interest of the Company provided that the aggregate number of shares purchased
LQNOQ=JP PK PDEO NAOKHQPEKJ OD=HH JKP AT?AA@ PAJ LAN ?AJPQI Ġ
KB PDA PKP=H JQI>AN KB EOOQA@
shares of the Company at the time of purchase;

+,1& ",#1%"0"3"+1""+1%++2)$"+"/)*""1&+$ (cont’d)
That the maximum amount of funds to be utilised for the purpose of the Proposed Share Buy-Back
OD=HHJKPAT?AA@PDA=CCNAC=PANAP=EJA@LNKłPOĢ
That the Directors of the Company may decide either to retain the shares purchased as treasury
shares or cancel the shares or retain part of the shares so purchased as treasury shares and cancel
the remainder or to resell the shares or distribute the shares as dividends or to deal with the treasury
shares in the manner allowed by the Companies Act, 2016;
That the authority conferred by this resolution will be effective immediately from the passing of this
KN@EJ=NUNAOKHQPEKJQJPEHġ
(a) the conclusion of the next Annual General Meeting of the Company following the Annual
General Meeting at which this resolution is passed, at which time the authority would lapse
unless renewed by an ordinary resolution, either unconditionally or conditionally; or
(b) the expiration of the period within which the next Annual General Meeting of the Company after
that date is required by law to be held; or
(c) the authority is revoked or varied by an ordinary resolution passed by the shareholders of the
Company in a general meeting,
SDE?DARANK??QNOłNOPĢ
And that the Directors of the Company be and are hereby authorised to take such steps to give full
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variations and/or amendments as may be imposed by the relevant authorities and/or to do all such
=?PO=J@PDEJCO=OPDA!ENA?PKNOI=U@AAIłP=J@ATLA@EAJPEJPDA>AOPEJPANAOPKBPDA KIL=JU
9. To transact any other business of which due notice shall have been given.
By Order of the Board
Chow Lai Ping

(MAICSA 0829388)
Leong Kok Chi

(MIA 11054)
Company Secretaries
Kuala Lumpur
28 April 2017
Explanatory Notes
(a) The Audited Financial Statements is meant for discussion pursuant to the provision of Section 340(1)(a) of the Companies Act, 2016.
Ġ>
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estimated amount of meeting allowances is calculated based on the number of scheduled Board, Board Committees and Executive
Committee meetings from 1 January 2017 until the next Annual General Meeting.
Meeting Allowance
z Independent Director RM2,500 per meeting
z Non-Independent Director RM1,500 per meeting
(c) For proposed Ordinary Resolutions 6 and 7, in line with the Malaysian Code on Corporate Governance 2012, the Nomination
Committee and the Board of Directors had undertaken an annual assessment on the independence of Datuk Tan Kim Leong and Encik
Daud Mah bin Abdullah who have served for more than nine (9) years and recommended them to continue to act as Independent
Non-Executive Directors of the Company. Please refer to page 22 as stated in the Statement of Corporate Governance in the
Company’s Annual Report 2016 for further details.

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without any lapse of time.
(d) The proposed Ordinary Resolution 8, if passed, will renew the mandate to empower the Directors to issue shares in the Company up
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for such purposes as the Directors consider would be in the interest of the Company in order to avoid any delay and costs involved
in convening a general meeting to approve such an issue of shares. This authority, unless revoked or varied at a general meeting, will
expire at the next Annual General Meeting of the Company.
1DEO I=J@=PA SEHH LNKRE@A ŃATE>EHEPU PK PDA KIL=JU BKN PDA =HHKPIAJP KB OD=NAO BKN PDA LQNLKOA KB BQJ@EJC SKNGEJC ?=LEP=H BQPQNA
expansion, investment(s)/acquisition(s) or such other purposes as the Directors consider would be in the interest of the Company.
As at the date of this Notice, no new shares in the Company were issued pursuant to the mandate granted to the Directors at the
Sixteenth Annual General Meeting held on 25 May 2016 and which will lapse at the conclusion of the Seventeenth Annual General
Meeting (“17th AGM”).
(e) The proposed Ordinary Resolution 9, if passed, will renew the shareholders’ mandate for the share buy-back by the Company and will
AILKSANPDA KIL=JUPKLQN?D=OA=J@KNDKH@QLPKPAJLAN?AJPQIĠ
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or varied by the Company at a General Meeting, expire at the next Annual General Meeting. Further information on the Proposed
Share Buy-Back is set out in the Statement to Shareholders dated 28 April 2017, which is despatched together with the Annual Report
of the Company.
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their interest in securities are set out on pages 177 and 179 of the Annual Report.
Notes:
Appointment of Proxy
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LI

PROFILE OF BOARD OF DIRECTORS
TAN LEI CHENG

Non-Executive Chairman and Non-Independent Non-Executive Director
Ġ/A@AOECJ=PA@KJ'=JQ=NU
Malaysian, Female, Aged 60
Tan Lei Cheng was appointed a Director of Goldis Berhad (“Goldis” or “the Company”) on 20 September 2000. She was appointed the
"TA?QPERA D=ENI=J=J@ DEAB"TA?QPERA,Bł?ANĠļ ",
KBPDA KIL=JUKJ*=UQJPEHODANAPENA@KJ!A?AI>AN#KHHKSEJC
her retirement, she was re-designated as a Non-Executive Chairman and Non-Executive Director of the Company. She was the CEO of Tan
& Tan Developments Berhad (“Tan & Tan”) a property development company, from March 1995 to August 2003. Tan & Tan is a public
company listed on Bursa Malaysia Securities Berhad until the Company took over its listing on 8 May 2002, following the completion of
the merger between the Company, Tan & Tan and IGB Corporation Berhad (“IGB”). She is the prime mover in identifying and developing
projects that are in the growth industry sector. She has more than 30 years of experience in the property industry and the corporate sector.
She holds a Bachelor of Commerce from the University of Melbourne, Australia, and a Bachelor of Law from King’s College, London (LLB
%KJO
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Organisation, Malaysia Chapter.
She is a director of IGB, IGB REIT Management Sdn Bhd (“IGBRM”) (the manager of IGB Real Estate Investment Trust) (“IGB REIT”), Tan &
Tan and Dato’ Tan Chin Nam Foundation.
She is a member of the Remuneration and ESOS Committees.
DATUK TAN KIM LEONG @ TAN CHONG MIN, J.P.

Senior Independent Non-Executive Director
Malaysian, Male, Aged 77
!=PQG1=J(EI)AKJCĤ1=J DKJC*EJS=O=LLKEJPA@PKPDAK=N@KBPDA KIL=JUKJ'=JQ=NU%AEO=#AHHKSIAI>ANKBPDA

&JOPEPQPAKB D=NPANA@??KQJP=JPO QOPN=HE==J@PDA*=H=UOE=J&JOPEPQPAKB D=NPANA@0A?NAP=NEAO=J@@IEJEOPN=PKNO%ADKH@OLNKBAOOEKJ=H
IAI>ANODELO EJ PDA *=H=UOE=J &JOPEPQPA KB ??KQJP=JPO =J@ PDA *=H=UOE=J &JOPEPQPA KB ANPEłA@ -Q>HE? ??KQJP=JPO %A S=O PDA "TA?QPERA
Chairman of BDO Binder from 1982 to 2009.
Other directorships in public companies include IOI Properties Group Berhad, Amoy Canning Corporation (Malaya) Berhad, Yayasan Tan
Sri Dato’ Lee Shin Cheng, Ng Teck Fong Foundation, Malaysia-China Business Council, KL Industrial Services Berhad and Gul Technologies
Singapore Ltd.
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Committees.
DAUD MAH BIN ABDULLAH @ MAH SIEW WHYE

Independent Non-Executive Director
!=Q@*=DEJ>@QHH=DĤ*=D0EAS4DUAS=O=LLKEJPA@=!ENA?PKNKBPDA KIL=JUKJ'=JQ=NU%ADKH@O==?DAHKNKB0?EAJ?A
(Econs) degree from the London School of Economics and Political Science and a Masters in Business Administration majoring in Finance
BNKI4D=NPKJ0?DKKH 2JERANOEPUKB-AJJOUHR=JE=%AEO=IAI>ANKBPDA&JOPEPQPAKB D=NPANA@??KQJP=JPOKB"JCH=J@=J@4=HAO =J@KB
the Malaysian Institute of Accountants.
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@IEJEOPN=PEKJEJ DANAPQNJA@PK*=H=UOE=PKFKEJ1DAKOPKJ KJOQHPEJC$NKQL%AHABP1DAKOPKJ KJOQHPEJC$NKQLEJ=J@OAP
up a boutique fund management company called Kumpulan Sentiasa Cemerlang Sdn Bhd where he is a Director.
%AEOPDA D=ENI=JKBPDA/AIQJAN=PEKJ=J@"0,0 KIIEPPAAO=J@=IAI>ANKBPDAQ@EP=J@+KIEJ=PEKJ KIIEPPAAO

PROFILE OF BOARD OF DIRECTORS (cont’d)
DATO’ SERI ROBERT TAN CHUNG MENG

Non-Independent Executive Director
!=PK0ANE/K>ANP1=J DQJC*AJCS=O=LLKEJPA@PKPDAK=N@KBPDA KIL=JUKJ!A?AI>AN%AD=OR=OPATLANEAJ?AEJLNKLANPU

development, hotel construction, retail design and development as well as corporate management with more than 30 years of experience in
the property and hotel industries. After studying Business Administration in the United Kingdom, he was attached to a Chartered Surveyor’s
łNIBKN=UA=N%AD=@@ARAHKLA@=DKQOEJCLNKFA?PEJ AJPN=H)KJ@KJ>ABKNANAPQNJEJCPK*=H=UOE=%EOOPEJPEJPDALNKLANPUEJ@QOPNU>AC=J
with IGB in 1995 when he was the Joint Managing Director and subsequently appointed Group Managing Director in 2001, a position he
holds today.
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KB *E@ 3=HHAU *AC=I=HH =J@ 1DA $=N@AJO *=HH DA S=O =?PERAHU EJRKHRA@ EJ ARANU OP=CA KB PDAEN @ARAHKLIAJPO %A EO EJOPNQIAJP=H PK PDA
@ARAHKLIAJP =J@ OQ??AOO KB *E@ 3=HHAU *AC=I=HH =J@ 1DA $=N@AJO *=HH =J@ IKNA EILKNP=JPHU EJ NAP=EJEJC PDAEN LKOEPEKJO =O LNEIA
ODKLLEJCDKPOLKPOEJPDA(H=JC3=HHAU
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4=D0AKJC KNLKN=PEKJAND=@ 1=J1=J=J@6=U=O=J1=J(EI6AKS
LEE CHAING HUAT

Independent Non-Executive Director
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ANPEłA@??KQJP=JPO 2(=J@=IAI>ANKBPDA*=H=UOE=J&JOPEPQPAKB??KQJP=JPO
%AOP=NPA@DEO?=NAAN=O=J=Q@EPKNEJ SEPD*AOONO%=J=ł=D/=OH=J*KD=I=@1KQ?DA/KOO *=H=UOE=>ABKNAFKEJEJC PDAłJ=J?E=H

OA?PKNEJ%AD=OSE@A>=JGEJCATLANEAJ?AD=REJCSKNGA@SEPDOARAN=H>=JGO1DA D=OA*=JD=PP=J=JG (SKJC6EG=JGAND=@
=J@PDANA=BPAN/%=JGAND=@SDAJ(SKJC6EG=JGIANCA@SEPD! =JGAND=@EJ
&J DAFKEJA@%KJC)AKJC NA@EPAND=@=O$NKQL DEAB#EJ=J?E=H,Bł?AN=J@H=PANFKEJA@%KJC)AKJC=JGAND=@=O DEAB,LAN=PEJC

,Bł?AN%A=@KBQOEJAOO=JGEJC!EREOEKJ1DANA=BPAN EJ!A?AI>AN DAOP=NPA@DEOKSJLNER=PAI=J=CAIAJP?KJOQHP=J?U?KIL=JU
Other directorships in public companies include Sentoria Group Berhad.
In Goldis Berhad, he is the Chairman of the Nomination Committee and a member of the Audit and Remuneration Committees.
TAN BOON LEE

1=JKKJ)AAS=O=LLKEJPA@=!ENA?PKNKBPDA KIL=JUKJ'=JQ=NU%ADKH@O==?DAHKNKB"?KJKIE?OBNKI*KJ=OD2JERANOEPU
QOPN=HE==J@=*=OPANOEJQOEJAOO@IEJEOPN=PEKJBNKI N=JłAH@0?DKKHKB*=J=CAIAJP 2JEPA@(EJC@KI%AEOLNAOAJPHUPDA ",KB1=J
1=J%AD=OIKNAPD=JUA=NOKBATLANEAJ?AEJPDALNKLANPU=J@DKPAHEJ@QOPNU CEREJCI=J=CAIAJP=J@PA?DJE?=H=OOEOP=J?APKDKPAH
and hospitality projects in Malaysia and Asia. In the 1990’s, he spearheaded IGB Group’s growth into emerging economies of Myanmar and
=I>K@E=RE=PDA$NKQLODKPAH@EREOEKJ%AS=O-NAOE@AJPKB*=H=UOE=JOOK?E=PEKJKB%KPAH,SJANOĠ*%,
BNKIPK
%AEO=@ENA?PKNKB&$ &$/*ĠPDA*=J=CANKB&$/"&1
1=J1=J !=PK1=J DEJ+=I#KQJ@=PEKJ=J@04%KIAKSJANOAND=@
%AEO=IAI>ANKBPDA/AIQJAN=PEKJ=J@"0,0 KIIEPPAAO

PROFILE OF BOARD OF DIRECTORS (cont’d)
TAN MEI SIAN

Tan Mei Sian was appointed to the Board of the Company on 18 May 2016. Prior to her appointment to the Board of the Company, she was
the Alternate Director to Tan Boon Lee for the period from 5 February 2013 to 18 May 2016. She graduated from the London School of
Economics and Political Science with a Bachelor of Science in Economics. She is the Executive Director of the Company and also a member
of the Executive Committee of the Company.
0DA S=O LNAREKQOHU =J "JC=CAIAJP *=J=CAN =P ,HERAN 4UI=J OLA?E=HEOEJC EJ łJ=J?E=H OANRE?AO =J@ NEOG I=J=CAIAJP ?KJOQHPEJC D=REJC
SKNGA@SEPDI=FKNłJ=J?E=HEJOPEPQPEKJOEJPDA2JEPA@0P=PAO 2JEPA@(EJC@KI +APDANH=J@O DEJ= 1=ES=J %KJC(KJC 0EJC=LKNA *=H=UOE=
Thailand and Australia. She is a member of the Young Presidents' Organisation (YPO).
She is an Alternate Director to Tan Lei Cheng on the Board of Tan & Tan.
DANIEL YONG CHEN-I

Daniel Yong Chen-I was appointed to the Board of the Company on 8 December 2014. Prior to his appointment to the Board of the
KIL=JU DA S=O =J HPANJ=PA !ENA?PKN PK -=QHEJA 1=J 0Q=P *EJC BKN PDA LANEK@ BNKI 'QHU PK !A?AI>AN %A EO = H=S
graduate from the University of Bristol, England.
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EJ=O=IAI>AN
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PDAI=J=CAIAJP=J@KLAN=PEKJKB*E@3=HHAU*AC=I=HHOEJ?A%AS=O=HOKEJRKHRA@EJPDA@AOECJ=J@LNAKLAJEJCKB1DA$=N@AJO*=HHBNKI
PK%EOLNEKNSKNGATLANEAJ?AEJ?HQ@AOPDA@ARAHKLIAJPKB>AOLKGAOUOPAIOSEPD6$0UOPAIO)P@EJ"JCH=J@=J@,LAN=PEKJ=H
Management with Wah Seong Engineering Sdn Bhd, the distributor and manufacturer for Toshiba Elevator and Escalator in Malaysia.
%AEO=@ENA?PKNKB&$=J@&$/*ĠPDAI=J=CANKB&$/"&1

Noteġ
+KJAKBPDA!ENA?PKNOD=RAġ
(i) any family relationship with any Director and/or major shareholder of the Company save for Tan Lei Cheng, Dato’ Seri Robert Tan
Chung Meng, Tan Boon Lee, Daniel Yong Chen-I and Tan Mei Sian;
ĠEE
=JU?KJŃE?PKBEJPANAOPSEPDPDA KIL=JUĢ
ĠEEE
=JU ?KJRE?PEKJ BKN KBBAJ?AO SEPDEJ PDA L=OP UA=NO KPDAN PD=J PN=Bł? KBBAJ?AO JKN =JU LQ>HE? O=J?PEKJ KN LAJ=HPU EILKOA@ >U PDA
NAHAR=JPNACQH=PKNU>K@EAO@QNEJCPDAłJ=J?E=HUA=NAJ@A@!A?AI>AN

PROFILE OF KEY SENIOR MANAGEMENT
GOLDIS BERHAD
TAN MEI SIAN

Director of Corporate and Investment
1=J *AE 0E=J S=O =LLKEJPA@ =O PDA !ENA?PKN KB KNLKN=PA =J@ &JRAOPIAJP KJ 0ALPAI>AN %AN LNKłHA EO HEOPA@ EJ PDA -NKłHA KB
Directors on page 15.
LEONG KOK CHI

DEAB#EJ=J?E=H,Bł?AN
)AKJC(KG DES=O=LLKEJPA@=OPDA DEAB#EJ=J?E=H,Bł?ANKJ*=U%AEO= D=NPANA@??KQJP=JP=J@=IAI>ANKBPDA*=H=UOE=J

&JOPEPQPAKB??KQJP=JPOĠļ*&
=J@*=H=UOE=J&JOPEPQPAKB ANPEłA@-Q>HE???KQJP=JPOĠļ*& -

%AEO=HOK=IAI>ANKBPDA"TA?QPERA KIIEPPAAKBPDA KIL=JU%AOP=NPA@DEO?=NAANSEPD%=J=ł=D/=OH=J=J@*KD=I=@EJ=J@

HABPPDAłNIEJPKFKEJ)=NQP KJOKHE@=PA@AND=@=O KNLKN=PA*=J=CAN1DANA=BPAN DAFKEJA@*B#EJ=J?AD@EJ=OPDA0AJEKN
*=J=CANKB#EJ=J?A=J@1NA=OQNU!AL=NPIAJP%AHABP*B#EJ=J?AD@EJ=O=3E?A-NAOE@AJPKBPDA#EJ=J?A!AL=NPIAJP
COLIN NG CHO LENG

DEAB&JRAOPIAJP,Bł?AN
KHEJ +C DK )AJC S=O =LLKEJPA@ =O PDA DEAB &JRAOPIAJP ,Bł?AN KJ 'QHU %A DKH@O = *=OPANO KB QOEJAOO @IEJEOPN=PEKJ BNKI
RMIT University (Melbourne), Post Graduate Diploma in Finance from Melbourne University (Melbourne) and a Bachelor of Economics from
Monash University (Melbourne).
%A FKEJA@ PDA KIL=JU =O = 0AJEKN &JRAOPIAJP *=J=CAN EJ %A EO = IAI>AN KB PDA "TA?QPERA KIIEPPAA KB PDA KIL=JU -NEKN PK
being in Goldis, he has spearheaded Corporate Development/Corporate Finance in a number of main board listed companies.
Noteġ
+KJAKBPDA(AU0AJEKN*=J=CAIAJPKB$KH@EOD=RAġ
(i) any family relationship with any Director and/or major shareholder of the Company save for Tan Mei Sian;
ĠEE
ĠEEE

PROFILE OF KEY SENIOR MANAGEMENT
IGB CORPORATION BERHAD (A Principal Subsidiary of Goldis Berhad)
1DA(AU0AJEKN*=J=CAIAJPPA=IEODA=@A@>UPDA$NKQL*=J=CEJC!ENA?PKN !=PK0ANE/K>ANP1=J DQJC*AJC=J@DEOLNKłHAEOOAPKQP
EJPDA-NKłHAKB!ENA?PKNOKBPDAJJQ=H/ALKNP
TAN BOON LEE

CEO (Property Development)
Malaysian, Male, Age 53
LLKEJPIAJP ġ *=N?D
%EOLNKłHAEOHEOPA@EJPDA-NKłHAKB!ENA?PKNOKJL=CA
CHUA SENG YONG

Executive Committee Chairman (Hotel)
LLKEJPIAJP ġ 'QHU
DQ=0AJC6KJCDKH@O==?DAHKNKB"?KJKIE?OBNKI*KJ=OD2JERANOEPU QOPN=HE= =J@=*=OPANEJQOEJAOO@IEJEOPN=PEKJBNKI N=JłAH@

School of Management, United Kingdom.
%AFKEJA@&$=O#EJ=J?E=H KJPNKHHANEJ=J@D=OIKNAPD=JUA=NOKBATLANEAJ?AEJPDALNKLANPU=J@DKPAHEJ@QOPNEAO%AEOLNAOAJPHU
the Executive Assistant to the Group Managing Director and the divisional head of procurement, information technology and corporate and
legal affairs of IGB Group.
DATO’ ERIC LIM HOCK KHENG

Managing Director and CEO (Hotel Management)
LLKEJPIAJP ġ +KRAI>AN
!=PK"NE?)EIEO=CN=@Q=PAKBPDA KNJAHH2JERANOEPU%KPAH0?DKKH$AJAN=H*=J=CANO-NKCN=IIA
%A D=O KRAN UA=NO KB ATLANEAJ?A EJ PDA DKOLEP=HEPU =J@ PKQNEOI EJ@QOPNU &J DA FKEJA@ 0D=JCNE)= &JPANJ=PEKJ=H %KPAHO /AOKNPO
EJ -AJ=JC PK KRANOAA I=NGAPEJC =J@ O=HAO BKN PDA CNKQLO LNKLANPEAO SDANA DA NAI=EJA@ BKN PDA JATP UA=NO %A FKEJA@ EPEPAH %KPAH
Management Sdn Bhd, a subsidiary of IGB, in 1996 to spearhead the Cititel brand name and the Group’s hotel properties development of
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-AJ=JCEJBKN
DEOGAUNKHAEJBKNIEJCPDAKNC=JEO=PEKJOEOH=J@?D=LPANEJ=J@=O=LEKJAANDKPAHEAN%AD=@OANRA@=O=*%>K=N@IAI>AN=J@=O=
PNQOPAAKB*=H=UOE=JOOK?E=PEKJKB%KPAHO1N=EJEJC"@Q?=PEKJ AJPNA
ANTONY PATRICK BARRAGRY

CEO (Retail Management)
British/Permanent Resident of Malaysia, Male, Age 65
LLKEJPIAJP ġ 0ALPAI>AN
JPKJU =NN=CNU DKH@O = !ELHKI= EJ N?DEPA?PQNA BNKI PDA 2JERANOEPU KB 0DABłAH@ =J@ = IAI>AN KB PDA &JPANJ=PEKJ=H KQJ?EH KB 0DKLLEJC
Centres and The International Real-Estate Federation (“FIABCI”).
%A EO = MQ=HEłA@ =N?DEPA?P SEPD IKNA PD=J UA=NO KB EJPANJ=PEKJ=H ATLANEAJ?A EJ PDA @AOECJ @ARAHKLIAJP =J@ KLAN=PEKJO KB IETA@QOA
@ARAHKLIAJPO %EO LNEKN SKNG ATLANEAJ?A EJ?HQ@AO 'A>AH HE %KPAH @ARAHKLIAJP EJ !Q>=E -QPN= 4KNH@ 1N=@A AJPNA EJ (Q=H= )QILQN =J@
(AILEJOGE EN=C=J-=H=?A%KPAHEJ&OP=J>QH%EO?=NAANSEPD&$CNKQL?KIIAJ?A@SEPD/AJ=EOO=J?A(Q=H=)QILQN%KPAHEJĢPDAJ=O
-NKFA?P!ENA?PKNBKNLD=OAKB*E@3=HHAU EPU EJ?HQ@EJC*E@3=HHAU*AC=I=HHĠļ*3*
Ģ=J@OQ>OAMQAJPHUS=O=LLKEJPA@"TA?QPERA!ENA?PKN
KB *E@ 3=HHAU EPU 0@J D@ Ġļ*3
EJ SDANA DA OLA=NDA=@A@ PDA @ARAHKLIAJP KB IKNA PD=J IEHHEKJ OMQ=NA BAAP KB ?KIIAN?E=H
OL=?AEJ*E@3=HHAU EPUOLD=OAĠ1DA$=N@AJO*=HH=J@1DA$=N@AJO%KPAH/AOE@AJ?AO
LD=OAĠ*E@3=HHAU EPU0KQPDLKEJP LNAOAJPHU
QJ@AN?KJOPNQ?PEKJ
=J@LD=OAĠ+KNPDLKEJP
%AS=O=HOK-NKFA?P!ENA?PKNBKNPDA@AOECJ=J@?KJOPNQ?PEKJKB0P$EHAO%A=PDNKS )KJ@KJ
=J@ -=JCGKN &OH=J@ A=?D /AOKNP QLCN=@A EJ ĠLNAOAJPHU QJ@ANCKEJC NA@ARAHKLIAJP SKNG =J@ PK >A ?KJRANPA@ EJPK HQTQNU REHH=O
%A
S=O ",KB*E@3=HHAU EPU$=N@AJO0@JD@BNKI'=JQ=NUQJPEHDANAHEJMQEODA@PDALKOPEJ0ALPAI>AN
-/,#&)",#("60"+&,/*+$"*"+1,#&$ ,/-,/1&,+"/%!ĠA Principal Subsidiary of Goldis Berhad) (cont’d)
CHAI LAI SIM

$NKQL DEAB#EJ=J?E=H,Bł?AN
Malaysian, Female, Age 56
LLKEJPIAJP ġ QCQOP
D=E )=E 0EI EO = IAI>AN KB PDA *=H=UOE=J &JOPEPQPA KB ??KQJP=JPO Ġļ*&
=J@ *=H=UOE=J &JOPEPQPA KB ANPEłA@ -Q>HE? ??KQJP=JPO
(“MICPA”).
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taxation in property development, commercial and retail property investment and hospitality industries. She began her career as an articled
student with Coopers & Lybrand (now known as PriceWaterhouseCoopers) before joining Tan & Tan as Group Financial Controller in 1993.
Following the completion of the merger between Tan & Tan and IGB in 2002, she was appointed Senior Group General Manager of Group
#EJ=J?A=J@OQ>OAMQAJPHU=OOQIA@PDALNAOAJPNKHAKB$NKQL DEAB#EJ=J?E=H,Bł?ANKB&$
LIM GIK CHAY

Executive Director (Construction)
LLKEJPIAJP ġ LNEH
)EI$EG D=UDKH@O==?DAHKNKB0?EAJ?AEJ EREH"JCEJAANEJCBNKI2JERANOEPUKB*AILDEO 2JEPA@0P=PAO%AEO=CN=@Q=PAIAI>ANKBPDA

Institution of Engineers Malaysia.
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DECD NEOA LNKFA?PO %A S=O EJRKHRA@ EJ 0EJC=LKNA ?KJ@KIEJEQI ?KJOPNQ?PEKJ SKNG LNEKN PK FKEJEJC &$ &J DA FKEJA@ &$ =O -NKFA?P
Engineer, then promoted as Construction Manager, and subsequently assumed the present role of Executive Director (Construction) in
=J@ D=O >AAJ NAOLKJOE>HA BKN KRANOAAEJC PDA $NKQLO EJDKQOA ?KJOPNQ?PEKJ LNKFA?PO OEJ?A %A D=@ KRANOAAJ PDA @ARAHKLIAJP =J@
?KJOPNQ?PEKJKB*E@3=HHAU EPU /AJ=EOO=J?A(Q=H=)QILQN%KPAH 1DA$=N@AJO*=HH 1DA$=N@AJO%KPAH=J@/AOE@AJ?AO !AO=!=I=JO=N=
KJ@KIEJEQI 21D=JP /AOE@AJ?A 0ANE IL=JC %EHEN AJ@=J= 0P $EHAO *=G=PE $ /AOE@AJ?A -&/ *3 0KQPDLKEJP ĠLNAOAJPHU QJ@AN
?KJOPNQ?PEKJ
=J@*E@3=HHAU*AC=I=HH0KQPDGAUĠLNAOAJPHUQJ@AN?KJOPNQ?PEKJ

GOH HONG SEONG

Senior General Manager (Property Management)
LLKEJPIAJP ġ 0ALPAI>AN
$KD%KJC0AKJCDKH@O==?DAHKNKB"JCEJAANEJCĠ%KJO
BNKI*KJ=OD2JERANOEPU *AH>KQNJA%AEO=MQ=HEłA@-NKBAOOEKJ=H"JCEJAAN=J@=
Fellow of the Institution of Engineers Malaysia.
%AD=OKRANUA=NOKBATLANEAJ?AEJLNKLANPU=J@PKSJODEL@ARAHKLIAJPEJLQ>HE?=J@LNER=PAOA?PKNO&JLQ>HE?OA?PKN DAS=O=PP=?DA@PK
Penang Development Corporation involved in the development of Penang State, namely Komtar, Bandar Bayan Baru, Bandar Seberang Perai,
*=?QHHQI0PNAAP!ARAHKLIAJP (A@=D/K=@!ARAHKLIAJP=J@&J@QOPNE=H"OP=PAOEJ=U=J)AL=O=J@0A>AN=JC-AN=E%AH=PANFKEJA@2JEPA@
Malayan Land Berhad and spend a great deal of time in the development of Bandar Seri Alam Township in Johor before joining IGB as head
KB-NKLANPU*=J=CAIAJPEJ KRANOAAEJC=HH?KIIAN?E=HKBł?A>QEH@EJCOKBPDA$NKQL
Noteġ
+KJAKBPDA(AU0AJEKN*=J=CAIAJPKB&$ =LNEJ?EL=HOQ>OE@E=NUKB$KH@EOD=RAġ
(i) any family relationship with any Director and/or major shareholder of the Company save for Dato’ Seri Robert Tan Chung Meng and
Tan Boon Lee;
ĠEE
ĠEEE

STATEMENT OF CORPORATE GOVERNANCE
Goldis Berhad (“Goldis” or “the Company”) and its Board of Directors (“the Board”) is committed to achieving and demonstrating high
OP=J@=N@O KB ?KNLKN=PA CKRANJ=J?A 1DA K=N@ ?KJPEJQAO PK NAłJA =J@ EILNKRA PDA CKRANJ=J?A BN=IASKNG =J@ LN=?PE?AO PK AJOQNA PDAU
meet the interests of stakeholders.
The Board has endeavoured to ensure the Principles and Recommendations as set out in the Malaysian Code of Corporate Governance 2012
(“MCCG 2012”) are observed throughout the Group.
In this Statement, the Board reports on the manner in which the Group had adopted and applied the Principles and Recommendations as set
out in the MCCG 2012 throughout the year under review.
IGB, a major subsidiary of Goldis is a public listed company and has its own internal controls systems and Standard Operating Procedures
(“SOPs”) to oversee the application and oversight of risk management and controls, internal audit, corporate governance, Directors’
responsibilities and Board Committees’ duties and responsibilities. The Statement of Corporate Governance of IGB is detailed in its own
Annual Report.
1 ESTABLISH CLEAR ROLES AND RESPONSIBILITIES
Functions of the Board
The Board plays a pivotal role in the stewardship of its strategic business direction and enhancement in shareholders’ value. The
K=N@KRANOAAOPDA?KJ@Q?PKB>QOEJAOOKBPDA$NKQL=J@PDALNEJ?EL=HNAOLKJOE>EHEPEAOKBPDAK=N@EJ?HQ@APDABKHHKSEJCġ
(i) Reviewing and adopting a strategic plan for the Company
The Board plays an active role in guiding management in the strategic planning of the Company. Management will present a
budget for the Group at the end of every year for the following year. Thereafter a midyear review would be conducted with
management reviewing their recommended strategy and business plan and the amended budget and variances will be tabled
and approved by the Board.
(ii) Overseeing the conduct of the business of the Company to evaluate whether the business is being properly managed
1DA K=N@ NAOANRAO BKN EPO ?KJOE@AN=PEKJ OECJEł?=JP I=PPANO OQ?D =O PDA =LLNKR=H KB łJ=J?E=H NAOQHPO =J@ =LLKEJPIAJP KB
@ENA?PKNO =J@ ?KIL=JU OA?NAP=NU 1DA K=N@ =HOK =@KLPO = O?DA@QHA KB I=PPANO OLA?Eł?=HHU NAOANRA@ BKN PDA K=N@O =LLNKR=H
OQ?D =O łTEJC HEIEPO KB =QPDKNEPU BKN =?MQEOEPEKJ =J@ @EOLKO=H KB EJRAOPIAJPO ?=LEP=H ATLAJ@EPQNA =JJQ=H >Q@CAP =J@ PKP=H
investment in subsidiaries.
(iii) Identifying principal risks and ensure the implementation of appropriate systems to manage these risks
The Board through the Audit Committee oversees the risk management framework of the Group. The Group Internal Auditor
monitors the areas of high risk and adequacy of compliance and control procedures and reports to the Audit Committee.
Further details of the Company’s risk management and internal controls are set out in the Statement on Risk Management and
Internal Controls on pages 37 to 39 of the Annual Report.
(iv) Succession planning
The Board through the Nomination Committee oversees the succession planning process of the Company. The Board Charter
sets out the procedures for new nominations to the Board. Suitability of the proposed candidates are based on established
selection criteria as set out in the Evaluation Policy Framework in the Board Charter.
(v) Developing and implementing an investor relations policy for the Company
Goldis has an investor relations policy which promotes effective communication with shareholders and encourages
participation at General Meetings. The policy is available on the website of the Company.
(vi) Reviewing the adequacy and the integrity of the internal controls systems and management information systems, including
systems for compliance with applicable laws, regulations, rules, directives and guidelines of the Company.
The Board is ultimately responsible for the adequacy and integrity of the internal controls system and management information
system of the Group. Further details on this is set out in the Statement on Risk Management and Internal Controls on pages
37 to 39 of the Annual Report.

011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
,JLNEH KQN$NKQL DEAB"TA?QPERA,Bł?ANĠļ ",

*O1=J)AE DAJC PDABKQJ@ANKB$KH@EO$NKQL=JJKQJ?A@DANNAPENAIAJP
as the Group CEO effective from 31 December 2016. Ms Tan Lei Cheng remains as a Director and from 1 January 2017 was re-
designated as a Non-Independent Non-Executive Director and Non-Executive Chairman. After due deliberations by the Nomination
KIIEPPAA=J@PDAK=N@CERAJPDAATEOPEJC>QOEJAOO EJRAOPIAJP=J@KNC=JEV=PEKJ=HLNKłHAKB$KH@EO EPS=O@A?E@A@PD=P=J"TA?QPERA
Committee (“EXCO”) would be formed to oversee the day to day operations of the Group comprising senior management of which Ms
Tan Lei Cheng is the Chairman. The Goldis EXCO has authority to oversee the conduct of Goldis Group’s businesses/investments and
to review and/or implement strategic plans for Goldis Group with restricted authority given by way of limits determined by the Board.
1DA@QPEAOKBPDA$KH@EO"5 ,EJ?HQ@APDABKHHKSEJCġ
(a) review the long term objective of the Group and its subsidiaries;
(b) direct and oversee the formulation of strategic direction and initiatives, including mergers and acquisition or disposal of
>QOEJAOOAO =J@ EJRAOPIAJPO BQJ@EJC =J@ EJRAOPIAJP LNKLKO=HO =J@ =LLNKRA ?ANP=EJ PN=JO=?PEKJ QL PK OLA?Eł? HEIEPO >AUKJ@
which the approval of the Board will be sought;
(c) develop and implement business plans, policies, procedures and budgets, manage the day to day activities to achieve the
objectives of the Group and its subsidiaries;
Ġ@
IKJEPKNPDAKLAN=PEJC=J@łJ=J?E=HLANBKNI=J?A=J@@APANIEJAPDA?KNNA?PERAIA=OQNAIAJPOPK>AP=GAJ>UPDAI=J=CAIAJP
as and when necessary;
(e) prioritise and allocate investment and resources;
(f) manage and develop talents;
ĠC
I=J=CAPDANEOGLNKłHAKBPDA$NKQLĢ
(h) manage external threats/risk faced by the Group.
The existence of an EXCO ensures continuity of leadership for critical positions in terms of succession planning as there is no
complete dependence on a single individual.
Board Charter
The Board had in 2013 formalised a Board Charter setting out the duties and responsibilities of the Board. The Board Charter is
reviewed as and when the need arises to ensure it remains consistent with the Board’s objectives and responsibilities and relevant
standards of corporate governance. The Board Charter covers key areas such as constitution and principal responsibilities of the
board, board meeting procedure, board committees, annual review of directors and evaluation forms. It is available to shareholders
for review upon request in writing submitted to the Company.
Directors’ Code of Ethics
The Directors continue to adhere to the Directors’ Code of Ethics established by the Companies Commission of Malaysia. The
principles on which this Code of Ethics rely on are those that concern transparency, integrity, accountability and corporate social
responsibilities. The Code of Ethics is available on the website of the Company (DPPLġSSSCKH@EO?KI
.
Whistle-Blowing Policy
In line with good governance and transparency, a Whistle-Blowing Policy was adopted by the Company to report concerns relating
to illegal, unethical or improper conduct in circumstances where employees and the public may be apprehensive about raising their
concerns due to fear of possible adverse repercussions. The policy enables staff to raise concerns openly and locally. The policy is
available on the website of the Company.
Sustainable Policy
Goldis is committed to operating in a sustainable manner and has adopted a Sustainable Policy. Details of the sustainability initiatives
undertaken by the Group are furnished in the Sustainability Statement on pages 31 to 36 of the Annual Report.
Access to Information and Advice
The Directors have direct and unrestricted access to Senior Management and to all information which they may require in discharging
their duties. This information includes both verbal and written details. The Directors could also request for such professional advice
via the Board and various Board Committees set up with their own established terms of reference and operating procedures which are
reviewed on a regular basis.
All Directors are provided with an agenda and a set of Board papers electronically and in hard copies prior to the Board Meetings.
1DAU =NA EOOQA@ SEPD OQBł?EAJP PEIA PK AJ=>HA PDA !ENA?PKNO PK K>P=EJ BQNPDAN ?H=NEł?=PEKJO SDANA JA?AOO=NU %KSARAN PK I=EJP=EJ
?KJł@AJPE=HEPU?ANP=EJIAAPEJCL=LANOSDE?D=NA@AAIA@DECDHU?KJł@AJPE=H=NA@EOPNE>QPA@PKPDA!ENA?PKNO=PPDAK=N@IAAPEJCEPOAHB
Any additional information requested by Directors is promptly furnished. Where deemed necessary, external consultants and advisors
=NAEJREPA@PKCERALNAOAJP=PEKJO=J@>NEAłJCOPKLNKRE@ABQNPDANEJBKNI=PEKJ=J@NAOLKJ@@ENA?PHUPKPDA!ENA?PKNO*EJQPAOKBK=N@
IAAPEJC =NA ?EN?QH=PA@ PK =HH !ENA?PKNO BKN PDAEN LANQO=H LNEKN PK ?KJłNI=PEKJ =P PDA BKHHKSEJC K=N@ IAAPEJC =J@ PDA !ENA?PKNO I=U
N=EOA?KIIAJPOLNEKNPK?KJłNI=PEKJKBPDAIEJQPAO=O=?KNNA?PNA?KN@KBLNK?AA@EJCOKBPDAK=N@HH@AHE>AN=PEKJO @EO?QOOEKJO
and decisions including dissenting views are minuted and recorded accordingly.
011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
Senior management is invited to brief and report in meetings of the Board and Board Committees. Informal meetings are held for
Senior Management to brief Directors on prospective deals and potential developments in the early stages.
Company Secretary
KPD KIL=JU 0A?NAP=NEAO KB $KH@EO D=RA LNKBAOOEKJ=H MQ=HEł?=PEKJO ĠKJA EO = IAI>AN KB *& 0 SDEHOP PDA KPDAN EO = IAI>AN
KB *&
=J@ =NA MQ=HEłA@ PK =?P =O ?KIL=JU OA?NAP=NEAO QJ@AN PDA KIL=JEAO ?P 1DA !ENA?PKNO D=RA =??AOO PK PDA =@RE?A
and services of the Company Secretaries who facilitates overall compliance with the Main Market Listing Requirements (“MMLR”),
Companies Act, 2016 and other relevant laws and regulations, advise the Board on all governance issues and ensure the Directors
are provided with relevant information on a timely basis for decision making. Thus, the Board, with the support of the Company
Secretaries, monitors developments in corporate governance, statutory and regulatory requirements relating to Directors’ duties and
responsibilities.
2 STRENGTHEN COMPOSITION
BOARD COMMITTEES
Board Committees assist the Directors in the discharge of their duties and responsibilities. All Committees operate under Board
approved terms of reference, which may be updated from time to time to keep abreast with developments in law and best practices
in Corporate Governance. The Board has established four (4) Board Committees, namely the Nomination Committee, Remuneration
Committee, Audit Committee and ESOS Committee. The Chairman of the respective Board Committees report to the Board on any
salient matters raised and which require the attention, guidance and approval from the Board. Minutes of the Committee meetings are
circulated to the Board for their information.
A Nomination Committee
1DA+KIEJ=PEKJ KIIEPPAA?KILNEOAOPDABKHHKSEJCIAI>ANOġ
z *N)AA D=EJC%Q=PĠ D=ENI=J&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
z Datuk Tan Kim Leong Ġ0AJEKN&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
z Encik Daud Mah bin Abdullah Ġ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
The Nomination Committee comprises exclusively of Independent Directors. Although the Chairman of the Nomination
Committee is not the Senior Independent Non-Executive Director, the Nomination Committee is able to perform its duties
transparently and independently with the whole of its members being Independent Directors. Meetings of the Nomination
KIIEPPAA=NADAH@=O=J@SDAJNAMQENA@=J@=PHA=OPKJ?A=UA=N!QNEJCPDAłJ=J?E=HUA=N PDA+KIEJ=PEKJ KIIEPPAAIAP
twice.
The terms of reference of Nomination Committee include amongst others, the reporting responsibilities, duties and procedure
for nomination and assessment.
The Nomination Committee’s primary function is the selection and assessment of directors to ensure the Board’s composition
remains relevant and optimal. A summary of the key activities of the Nomination Committee in discharging its duties during the
UA=NAJ@A@!A?AI>ANEOOAPKQPBKHHKSOġ
(i) Reviewed the size, composition and effectiveness of the Board
1DA+KIEJ=PEKJ KIIEPPAAEOO=PEOłA@PD=PPDAK=N@OATEOPEJCOEVA=J@?KILKOEPEKJIAPPDANAMQENAIAJPKB?D=N=?PAN
experience, integrity, competence, time and independence to effectively discharge their respective roles. The Independent
Directors provide the necessary checks and balances in the Board’s exercise of their independent evaluation of Board’s
decisions with an appropriate balance of executive and independent directors. The Board currently comprises eight (8)
IAI>ANO KB SDKI łRA Ġ
=NA +KJ&J@ALAJ@AJP !ENA?PKNO =J@ PDNAA Ġ
=NA &J@ALAJ@AJP !ENA?PKNO 1DA ?KILKOEPEKJ
of the Board complies with the prescribed requirements for one-third (1/3) of the membership of the Board to be
Independent Board Members.
(ii) Assessed the performance of individual Directors based on their integrity, strategic perspective, business acumen, ability
PKQJ@ANOP=J@?KNLKN=PACKRANJ=J?A=J@łJ=J?E=HNALKNPEJC=J@PA=ISKNG=IKJCOPKPDAN?NEPANE=
(iii) Assessed the performance of Board Committees based on their respective terms of reference, authority to carry out
duties, access to senior management, internal and external auditors for information and co-operation of the committee
members amongst other criteria.
(iv) Assessed the independence of Independent Directors based on their relationship with the Company and business
dealings or transactions with the Company amongst other criteria.

011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
ĠR
OOAOOA@PDAFQOPEł?=PEKJKBNAP=EJEJC&J@ALAJ@AJP!ENA?PKNO>AUKJ@JEJAĠ
UA=NO
1DA +KIEJ=PEKJ KIIEPPAA EO O=PEOłA@ SEPD PDA EJ@ALAJ@AJ?A KB &J@ALAJ@AJP !ENA?PKNO J=IAHU !=PQG 1=J (EI )AKJC
=J@"J?EG!=Q@*=D>EJ>@QHH=DSDKD=RAOANRA@>AUKJ@JEJAĠ
UA=NO>=OA@KJPDABKHHKSEJCFQOPEł?=PEKJOġ
z During Board Meetings, Datuk Tan Kim Leong and Encik Daud Mah bin Abdullah are able to express their opinions
free of concern of their positions and their views are taken seriously, of which, without their approval, corporate
proposals would not be carried out. The Board is of the opinion that it is the approach and the attitude of the
Independent Non-Executive Directors which is critical in determining their independent status.
z Datuk Tan Kim Leong and Encik Daud Mah bin Abdullah have performed their duties diligently and in the
best interest of the Company by providing independent and balanced assessment of proposals from the
management.
z 1DA$NKQLD=O>AJAłPPA@BNKIPDAOAHKJCOANREJC&J@ALAJ@AJP!ENA?PKNOSDKLKOOAOO@AP=EHA@GJKSHA@CAKBPDA
business, SOPs, internal controls and risk management of the Group.
(vi) Assessed the performance of the Audit Committee Members based on their respective terms of reference, experience,
=>EHEPUPK?D=HHAJCA=J@=?P=J@=>EHEPUPKQJ@ANOP=J@łJ=J?E=HNALKNPEJC=IKJCOPKPDAN?NEPANE=
(vii) Assessed the performance of the Chief Financial Officer (“CFO”) based on his integrity, professional conduct,
MQ=HEł?=PEKJO PA?DJE?=HGJKSHA@CA =@RE?APKPDAK=N@=J@K=N@ KIIEPPAAO=IKJCOPKPDAN?NEPANE=
(viii) Assessed the suitability of new appointments of Board members.
Before appointing a member of the Board, the Nomination Committee will assess the candidate based on established
selection criteria as set out in the Board Charter. The Nomination Committee undertook an assessment of Ms Tan
*AE 0E=J SDK S=O =LLKEJPA@ =O = +KJ&J@ALAJ@AJP "TA?QPERA !ENA?PKN KJ *=U >=OA@ KJ DAN MQ=HEł?=PEKJO
background, experience and directorships in other organisations. Ms Tan Mei Sian had been acting as the Alternate
!ENA?PKNOEJ?A=J@PDA+KIEJ=PEKJ KIIEPPAAEO?KJł@AJPPD=PODASKQH@>A=OQ??AOOBQH=@@EPEKJPKPDAK=N@
(ix) Recommended to the Board for decision on the tabling of the proposed re-election of the Directors by rotation for
shareholders’ approval at the next Annual General Meeting (“AGM”).
Assessment Procedure
The Nomination Committee carries out the assessment of Board, individual Directors, Board Committees, independence of
Independent Directors, Audit Committee members and CFO annually. Individuals abstain from deliberations on their own
assessment.
The Company Secretary facilitates the Nomination Committee by preparing and distributing the questionnaires to the respective
L=NPEAO =J@ KIIEPPAAO BKN =OOAOOIAJP ?KHH=PEJC PDA MQAOPEKJJ=ENAO =J@ P=>QH=PEJC PDA N=PEJC 1DA KRAN=HH łJ@EJCO =NA
communicated to the Nomination Committee for its consideration and action. All assessments and evaluations carried out by
the Nomination Committee in the discharge of all its functions are documented.
Re-Election of Directors
&J =??KN@=J?A SEPD PDA NPE?HAO KB OOK?E=PEKJ KB PDA KIL=JU =HH !ENA?PKNO NAPENA BNKI KBł?A =P HA=OP KJ?A EJ ARANU PDNAA
(3) years and offer themselves for re-election. The election of each Director is voted on separately. The Executive Directors
also rank for re-election by rotation. Re-election of Directors provides an opportunity for shareholders to renew their mandate
conferred to the Directors.
In accordance to the MCCG 2012, an Independent Non-Executive Director can remain as Independent Director after
OANREJC = ?QIQH=PERA PANI KB JEJA Ġ
UA=NO LNKRE@A@ PD=P PDA K=N@ FQOPEłAO =J@ OAAGO OD=NADKH@ANO =LLNKR=H EJ = CAJAN=H
meeting.
The Directors who are due for retirement by rotation and eligible for re-election pursuant to Article 98 of the Company’s Articles
KB OOK?E=PEKJ =NA !=PK 0ANE /K>ANP 1=J DQJC *AJC =J@ *N )AA D=EJC %Q=P 1DA &J@ALAJ@AJP !ENA?PKNO SDK D=RA OANRA@
beyond nine (9) years under the MCCG 2012 are Datuk Tan Kim Leong and Encik Daud Mah bin Abdullah.

011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
Boardroom Diversity
The Board recognizes the policy of Boardroom diversity in terms of gender, age and ethnicity. Our Board has both male (6)
and female (2) representations and the required collective skills, experience and expertise contributed by Directors as detailed
on pages of 13 to 15. They come from diverse background, bringing a wealth of experience and leadership qualities. Most
importantly, it does not practise any discrimination of any form, whether based on marital status, sexual orientation, race,
origin, religion, religious beliefs, political opinion or disability.
B Remuneration Committee
1DA/AIQJAN=PEKJ KIIEPPAA?KILNEOAOPDABKHHKSEJCIAI>ANOġ
z Encik Daud Mah bin Abdullah Ġ D=ENI=J&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
z *N)AA D=EJC%Q=PĠ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
z Mr Tan Boon Lee Ġ+KJ&J@ALAJ@AJP"TA?QPERA!ENA?PKN
z Ms Tan Lei Cheng Ġ+KJ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
Ġ,J'=JQ=NU *O1=J)AE DAJCS=ONA@AOECJ=PA@=O=+KJ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
The Remuneration Committee comprises mainly of Non-Executive Directors. Meetings of the Remuneration Committee are held
=O=J@SDAJNAMQENA@=J@=PHA=OPKJ?A=UA=N!QNEJCPDAłJ=J?E=HUA=N PDA/AIQJAN=PEKJ KIIEPPAAIAPPDNE?A
Directors’ Remuneration
The objective of the policy of the Company on Directors’ remuneration is to attract and retain the Directors of the calibre
needed to run the Group successfully.
The Remuneration Committee reviews the CEO’s remuneration annually and recommends to the Board the remuneration
framework and package, drawing from outside advice where necessary. The remuneration of the CEO consists of basic salary
and other emoluments. The remuneration is structured so as to link rewards to corporate and individual performance. In line
with her retirement as the CEO, the Remuneration Committee had proposed to the Board a one-off retirement gratuity to be
paid to her in recognition of her long service and contribution to the Company. The proposal was approved by the shareholders
at the last AGM held on 25 May 2016.
The Directors are paid fees which are approved annually by the shareholders in the AGM. The Remuneration Committee reviews
the Directors’ fees annually and the last revision was made in 2014.
HHPDA@ENA?PKNOAT?ALPBKNPDA"TA?QPERA!ENA?PKNO>=OA@EJ$KH@EOKBł?A =NAL=E@=IAAPEJC=HHKS=J?ABKNA=?DK=N@IAAPEJC
they attend. Similarly, members of the Board Committees are also paid a meeting allowance for each Committee meeting they
attend.
The Director concerned abstains from deliberations and voting on decisions in respect of his/her individual remuneration
package.
1DA =CCNAC=PA NAIQJAN=PEKJ KB !ENA?PKNO ?=PACKNEOA@ EJPK =LLNKLNE=PA ?KILKJAJPO BKN PDA łJ=J?E=H UA=N AJ@A@ !A?AI>AN
EO=OBKHHKSOġ
Salary
& EPF Meeting Other Benefits-
Contributions Fees Allowances Emoluments in-kind Total
Company RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Executive Directors 1,621 92 21 16,069 7 17,810
Non-Executive Directors - 160 98 - - 258
z 1DAO=H=NUEOEJ?HQOERAKBOP=PQPKNUAILHKUANO?KJPNE>QPEKJPK"ILHKUAAO-NKRE@AJP#QJ@

011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
Salary
& EPF Meeting Other Benefits-
Contributions Fees Allowances Emoluments in-kind Total
Group RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Executive Directors 11,148 102 123 27,368 81 38,822
Non-Executive Directors - 160 98 - - 258
z 1DAO=H=NUEOEJ?HQOERAKBOP=PQPKNUAILHKUANO?KJPNE>QPEKJPK"ILHKUAAO-NKRE@AJP#QJ@
1DA=CCNAC=PANAIQJAN=PEKJKB!ENA?PKNOBKNPDA$NKQL=J=HUOA@EJPK>=J@OBKNPDAłJ=J?E=HUA=NAJ@A@!A?AI>ANEO
=OBKHHKSOġ
Range of Remuneration Executive Directors Non-Executive Directors

RM50,000 and below - -
RM50,001-RM100,000 - 3
RM100,001-RM300,000 - -
RM300,001-RM350,000 1 -
RM350,001-RM1,400,000 - -
RM1,400,001-RM1,450,000 1 -
RM1,450,001-RM1,850,000 - -
RM1,850,001-RM1,900,000 1 -
RM1,900,001-RM17,350,000 - -
RM17,350,001-RM17,400,000 1 -
RM17,400,001-RM17,750,000 - -
RM17,750,001-RM17,800,000 1 -
The Board views that the transparency in respect of Directors’ remuneration has been dealt with by the disclosure.
C Audit Committee
1DAQ@EP KIIEPPAA?KILNEOAOPDABKHHKSEJCIAI>ANOġ
z Datuk Tan Kim Leong Ġ D=ENI=J0AJEKN&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
z Encik Daud Mah bin AbdullahĠ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
z *N)AA D=EJC%Q=PĠ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
HH IAI>ANO KB PDA KIIEPPAA =NA &J@ALAJ@AJP +KJ"TA?QPERA !ENA?PKNO BQHłHHEJC PDA NAMQENAIAJP KB PDA **)/ 1DA Q@EP
Committee met four (4) times during the year. The Audit Committee also met with the external auditors without the presence of
any Executive Directors present. The terms of reference which include the objectives, authority, functions and activities of the
Audit Committee during the year have been described in detail in a separate statement in the Annual Report.
Please refer to pages 40 to 44 of the Annual Report.
D ESOS Committee
1DA"0,0 KIIEPPAA?KILNEOAOPDABKHHKSEJCIAI>ANOġ
z Encik Daud Mah bin Abdullah Ġ D=ENI=J&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
z Mr Tan Boon Lee Ġ+KJ&J@ALAJ@AJP"TA?QPERA!ENA?PKN
z Ms Tan Lei Cheng Ġ+KJ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
Ġ,J'=JQ=NU *O1=J)AE DAJCS=ONA@AOECJ=PA@=O=+KJ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
The ESOS Committee’s primary function is to administer the Employees’ Share Option Scheme in accordance with the Bye-Laws.
1DANASANAJKIAAPEJCODAH@@QNEJCPDAłJ=J?E=HUA=N=OPDA0?DAIAD=@ATLENA@KJ*=U

011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
3 REINFORCE INDEPENDENCE
Assessment of Independence of Independent Directors
1DA+KIEJ=PEKJ KIIEPPAA=J@K=N@ D=RAQLKJPDAEN=JJQ=H=OOAOOIAJPĠ=O@EO?HKOA@QJ@AN+KIEJ=PEKJ KIIEPPAA

=NAO=PEOłA@
with the level of independence demonstrated by the Independent Directors.
Tenure of Independent Directors
The Nomination Committee and Board hold the view that the length of service of Datuk Tan Kim Leong and Encik Daud Mah bin
Abdullah has not in any way interfered with their objective and independent judgement in carrying out their roles as members of the
K=N@=J@K=N@ KIIEPPAAO&J@ALAJ@AJ?AODKQH@>AAR=HQ=PA@MQ=HEP=PERAHU=J@KJ=?=OAPK?=OA>=OEO=OA@KJPDAFQOPEł?=PEKJO
=O @EO?HKOA@ QJ@AN PDA +KIEJ=PEKJ KIIEPPAA PDA K=N@ =J@ +KIEJ=PEKJ KIIEPPAA =NA O=PEOłA@ PD=P !=PQG 1=J (EI )AKJC =J@
Encik Daud Mah bin Abdullah, who have served on Board beyond nine (9) years remain independent and recommend the same to the
shareholders for approval at the AGM.
Separation of Positions of the Chairman and CEO
#KNPDAłJ=J?E=HUA=NQJ@ANNAREAS P=GEJCEJPK=??KQJPPDAOEVA O?KLA=J@>QOEJAOOJ=PQNAKBPDA KIL=JU PDALKOEPEKJOKBPDA ",

and the Chairman of the Company were held by the same person. The CEO was responsible for managing the CEOs/leaders of the
various subsidiaries who managed the day to day management of the subsidiaries as well as developing, meeting and implementing
the corporate strategies and objectives of the Company. The function of the Chairman that was held by the CEO was to ensure the
orderly conduct and working of the Board, the management of the business and the translation of Board’s decision into executive
action. Although the positions were held by the same Board member, no individual may dominate the Board on decision-making.
An open environment is encouraged for debate and ensures the Independent Directors are able to speak freely and contribute
effectively.
Although the Board does not comprise a majority of Independent Directors, it has a high proportion of Independent Directors. All
the Directors exercise a high duty of due care with respect to the matters which they consider and bring objective judgement to bear
in decision making. The Independent Directors are independent of executive management and free of any business relationship that
could materially interfere with the exercise of unfettered and independent judgement that could compromise their ability to act in the
best interests of the Company. They have the capacity to fully deliberate and examine strategies proposed by management, therefore
safeguarding the interests of the stakeholders.
The Board has appointed Datuk Tan Kim Leong as the Senior Independent Non-Executive Director to whom any concerns pertaining
to the Group may be conveyed.
4 FOSTER COMMITMENT OF DIRECTORS
Time Commitment
HH!ENA?PKNO=NA=>HAPK=HHK?=PAOQBł?EAJPPEIAPK@EO?D=NCAPDAEN@QPEAO=J@NAOLKJOE>EHEPEAOABBA?PERAHU=OARE@AJ?A@>UPDA=PPAJ@=J?A
record of the Directors at the Board Meetings as set out in the table above. Our dedicated Independent Directors even go the extra
mile to discuss their concerns on issues at hand by engaging with senior management via informal meetings and telephone calls.
+KJA KB PDA K=N@ IAI>ANO DKH@ IKNA PD=J łRA Ġ
@ENA?PKNODELO EJ HEOPA@ EOOQANO PDQO AJOQNEJC PDAEN ?KIIEPIAJPO NAOKQN?AO
and time are focused on the affairs of the Group. All Board members shall notify the Chairman of the Board formally via a ‘Letter of
+KPEł?=PEKJ KB LLKEJPIAJP KB ,PDAN !ENA?PKNODELO =O LNKRE@A@ EJ PDA K=N@ D=NPAN >ABKNA =??ALPEJC =JU JAS @ENA?PKNODELO EJ =JU
other organization. The new directorships would not unduly affect their time commitments and responsibilities to the Board.
Board Meetings
The Board is scheduled to meet quarterly with additional meetings to be convened when urgent matters need to be discussed and
=LLNKRA@>APSAAJPDAOAO?DA@QHA@IAAPEJCOK=N@IAAPEJCO=NAO?DA@QHA@EJ=@R=J?A>ABKNAPDAAJ@KBA=?DłJ=J?E=HUA=NOK=OPK
AJ=>HAPDA!ENA?PKNOPKLH=J=??KN@EJCHUPKłPPDAUA=NOK=N@IAAPEJCOEJPKPDAENNAOLA?PERAO?DA@QHAO
Where the Board is considering a matter which a Director has an interest, the interested Director will disclose his interest and
abstains from participating in any discussion or voting on the subject matter. In the event a corporate proposal is required to be
approved by shareholders, the interested Director will abstain from voting in respect of his/her shareholdings on the resolution
relating to the corporate proposal and will undertake to ensure that persons connected abstain from voting as well. The Company’s
NPE?HAOKBOOK?E=PEKJLNKRE@ABKN=NAOKHQPEKJPK>AL=OOA@>U=I=FKNEPUKB@ENA?PKNO%KSARAN NAOKHQPEKJO=NA=HS=UOL=OOA@>U=HH
PDA@ENA?PKNO!ENA?PKNO=J@KBł?ANOSANA=HOKJKPEłA@EJ=@R=J?AKBPDA?HKOA@LANEK@OBKN@A=HEJCEJPDAOA?QNEPEAOKB$KH@EO>=OA@KJ
the targeted date of announcement of the quarterly results.

011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
!QNEJCPDAłJ=J?E=HUA=NAJ@A@!A?AI>AN PDAK=N@DAH@BKQNĠ
IAAPEJCO&J@ERE@Q=H=PPAJ@=J?A=PPDAOAIAAPEJCOEOOAP
KQPEJPDAP=>HA>AHKSġ
Total Meetings Percentage of

Name of Director Attended Attendance (%)
Ms Tan Lei Cheng 4/4 100
Datuk Tan Kim Leong 4/4 100
Encik Daud Mah Bin Abdullah 4/4 100
Dato‘ Seri Robert Tan Chung Meng 4/4 100
*N)AA D=EJC%Q=P 4/4 100
Mr Tan Boon Lee 4/4 100
Ms Tan Mei Sian
Ġ=LLKEJPA@KJ
4/4 100
Mr Daniel Yong Chen-I 4/4 100
Directors’ Training
Directors’ training is an on-going process and the Directors are empowered by the Board to assess their own individual training
needs. They are encouraged to participate in external training programmes which they individually consider as useful to update
their knowledge and skills required to discharge their responsibilities. The Company Secretary also keeps the Directors informed of
relevant external training programmes, facilitates the organisation of training programmes and maintains a complete record of the
trainings attended by the Directors.
All the Directors have attended and successfully completed the Mandatory Accreditation Programme (“MAP”) as prescribed by the
MMLR.
1DAPN=EJEJCLNKCN=IIAO=J@OAIEJ=NO=PPAJ@A@>U=HHPDA!ENA?PKNO@QNEJCPDAłJ=J?E=HUA=NAJ@A@!A?AI>AN=NAOAPKQP
>AHKSġ
Directors’ Name Course Detail

Tan Lei Cheng z &$ EJDKQOA P=HG ?KJ@Q?PA@ >U )AA 0DED Ĥ 0GNEJAġ %KS PK -NAL=NA BKN PDA +AS
Companies Act
z &$ EJDKQOA P=HG ?KJ@Q?PA@ >U -NE?AS=PANDKQOA KKLANOġ Q@CAP (AU 1=T
Proposals
z Advocacy Session on Management Discussion and Analysis for CEOs and CFOs of
Listed Issuers
Datuk Tan Kim Leong z The New Auditor’s Report – Sharing the UK Experience by Audit Oversight Board Bursa
Malaysia
z KNLKN=PA$KRANJ=J?ANA=GB=OP0ANEAOBKN!ENA?PKNOġ#QPQNAKBQ@EPKN/ALKNPEJC1DA
Game Changer for Boardroom
z Corporate Governance Breakfast Series with Directors – The Strategy, the Leadership,
the Stakeholders and the Board
z In Conversation with Andrew Fastow, former CFO of Enron
z The Interplay Between CG, NFI and Investment Decision – What Boards of Listed
Companies Need to Know
Daud Mah bin Abdullah z KIL=JEAOEHHġ D=JCAO=J@&IL=?PKJ KIL=JU!ENA?PKNO
z Q@CAPġ(AU1=T-NKLKO=HO
Dato’ Seri Robert Tan Chung Meng z &$ EJDKQOA P=HG ?KJ@Q?PA@ >U )AA 0DED Ĥ 0GNEJAġ %KS PK -NAL=NA BKN PDA +AS
Companies Act
Proposals
)AA D=EJC%Q=P z 0QOP=EJ=>EHEPU"JC=CAIAJP0ANEAOBKN!ENA?PKNO DEAB"TA?QPERA,Bł?AN
z Q@CAPġ(AU1=T-NKLKO=HO
Tan Boon Lee z &$ EJDKQOA P=HG ?KJ@Q?PA@ >U )AA 0DED Ĥ 0GNEJAġ %KS PK -NAL=NA BKN PDA +AS
Companies Act
Proposals

011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
Directors’ Name Course Detail

Tan Mei Sian z 0QOP=EJ=>EHEPU"JC=CAIAJP0ANEAOBKN!ENA?PKNO DEAB"TA?QPERA,Bł?AN
z &$ EJDKQOA P=HG ?KJ@Q?PA@ >U )AA 0DED Ĥ 0GNEJAġ %KS PK -NAL=NA BKN PDA +AS
Companies Act
z Advocacy Session on Management Discussion and Analysis for CEOs and CFOs of
Listed Issuers
z Corporate Governance Education Program/Empowering Women Series
z )=QJ?DKBPDA$*$QE@A $NA=GB=OP0ANEAOġ%KSPK)ARAN=CAKJ$*OBKNAPPAN
Engagement with Shareholders
Daniel Yong Chen-I z "@AHI=J -Q>HE? /AH=PEKJO 4KNH@SE@A 0@J D@ġ 0K?E=H *A@E= 0A=N?D "JCEJA
Optimisation Workshop
z "@AHI=J-Q>HE?/AH=PEKJO4KNH@SE@A0@JD@ġ NEOEO0EIQH=PEKJ1N=EJEJC
z IGB in-house training conducted by Maktab Polis Diraja Malaysia Crisis & Disaster
0PQ@EAO AJPNAġ1DNA=P*=J=CAIAJP
z &$ EJDKQOA P=HG ?KJ@Q?PA@ >U )AA 0DED Ĥ 0GNEJAġ %KS PK -NAL=NA BKN PDA +AS
Companies Act
Proposals
5 UPHOLD INTEGRITY IN FINANCIAL REPORTING
Financial Reporting
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?P =J@ =LLHE?=>HA =LLNKRA@ =??KQJPEJC OP=J@=N@O EJ *=H=UOE= &J LNAOAJPEJC PDA łJ=J?E=H OP=PAIAJPO PDA KIL=JU QOA@
appropriate accounting policies which are consistently applied and supported by reasonable and prudent judgements and estimates.
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PDA KIL=JU.Q=NPANHUłJ=J?E=HOP=PAIAJPOSANANAREASA@>UPDAQ@EP KIIEPPAA=J@=LLNKRA@>UPDAK=N@LNEKNPKPDANAHA=OAPK
Bursa Malaysia and Securities Commission.
Suitability and Assessment of External Auditors
The Board has established a formal and transparent professional relationship with the external auditors of the Group through the
Audit Committee. The auditors are invited to attend Audit Committee Meetings at least twice a year without executive Board members
LNAOAJP =J@ SEHH DECDHECDP PK PDA Q@EP KIIEPPAA OECJEł?=JP I=PPANO NAMQENEJC @AHE>AN=PEKJ =J@ =PPAJPEKJ !QNEJC PDA łJ=J?E=H
year under review, two (2) private sessions were held on 26 February 2016 and 23 November 2016 between the auditors and the
Independent Directors.
1DAQ@EP KIIEPPAA@APANIEJAOPDAOQEP=>EHEPUKBPDAATPANJ=H=Q@EPKNO1DAATPANJ=H=Q@EPKNOD=RA=BłNIA@EPOEJ@ALAJ@AJ?APKPDA
Audit Committee in accordance to the provisions of the By-Laws on Professional Independence of the MIA. The engagement signing
partner is rotated every 5 years.
The Audit Committee also considered the provision of non-audit services by the external auditors during the year and concluded that
the provision of these services did not compromise the external auditors’ independence and objectivity and the amount of fees paid
BKNPDAOAOANRE?AOS=OJKPOECJEł?=JPSDAJ?KIL=NA@PKPDAPKP=HBAAOL=E@
6 RECOGNISE AND MANAGE RISKS
Internal Controls
The Board has overall responsibility for maintaining a sound system of internal controls and risk management to safeguard
shareholders’ investment and the assets of the Group. The Statement of Risk Management and Internal Controls is set out on pages
37 to 39 of the Annual Report providing an overview of the state of internal controls within the Group.
7 TIMELY AND HIGH QUALITY DISCLOSURES
Goldis is committed in ensuring that shareholders and the market are provided with full and timely information and that all
stakeholders have equal opportunities to receive information issued by Goldis.

011"*"+1,# ,/-,/1"$,3"/++ " (cont’d)
1K LNKIKPA IKNA ABł?EAJP =J@ ABBA?PERA S=UO PK ?KIIQJE?=PA SEPD EPO OP=GADKH@ANO PDA K=N@ D=O HARAN=CA@ KJ EJBKNI=PEKJ
technology to disseminate information via announcements made to Bursa Malaysia and published electronically on the website of the
Company. These information include quarterly results announcement, Annual Report, Circular to Shareholders, other announcements
and press releases.
The Company has adopted a Corporate Disclosure Policy issued by Bursa Malaysia Securities Berhad (“Bursa Malaysia”) which is
available on the website of the Company. Contact details are also provided on the website to address any enquiries from the public.
8 STRENTHEN RELATIONSHIP BETWEEN COMPANY AND SHAREHOLDERS
AGM
The AGM is the prime forum of dialogue with shareholders. Shareholders are given the opportunity to ask questions at the AGM. The
Directors, external auditors and senior management are available to provide responses to shareholders during these meetings.
The notice of the AGM is issued at least twenty-one (21) days before the meeting, in line with the Listing Requirements. The notice is
also published in a leading English newspaper.
At the last AGM, the resolutions put forth for shareholders approval were voted by a show of hands as no substantive resolutions
were put forth for shareholders approval. Nevertheless, voting of all resolutions at the forthcoming general meetings shall be
conducted by poll pursuant to the new Listing Requirements.
Annual Report
1DA JJQ=H /ALKNP NAI=EJO = GAU ?D=JJAH KB ?KIIQJE?=PEKJ SEPD PDA OP=GADKH@ANO KB PDA $NKQL &P ?KJP=EJO PDA łJ=J?E=H =J@
KLAN=PEKJ=HNAREASKBPDA>QOEJAOOKBPDA$NKQL ?KNLKN=PAEJBKNI=PEKJ łJ=J?E=HOP=PAIAJPO=J@EJBKNI=PEKJKJPDAQ@EP KIIEPPAA
and the Board of Directors. The Annual Report is disseminated to the shareholders in CD-ROM media and is also available on the
website of the Company. The hard copy of the Annual Report is available upon request.
Investor Relations
Goldis has an investor relations policy which promotes effective communication with shareholders and encourages participation at
General Meetings. The policy is available on the website of the Company.
This statement was made in accordance with the resolution of the Board of Directors passed on 23 February 2017.

ADDITIONAL COMPLIANCE STATEMENT
AUDIT AND NON-AUDIT FEES
1DA=IKQJPKB=Q@EPBAAOL=E@KNL=U=>HAPKPDAATPANJ=H=Q@EPKNOBKNOANRE?AONAJ@ANA@PKPDA KIL=JU=J@PDA$NKQLBKNPDAłJ=J?E=HUA=N
ended 31 December 2016 amounted to RM92,000 and RM1,566,000 respectively.
1DA=IKQJPKBJKJ=Q@EPBAAOL=E@KNL=U=>HAPKPDAATPANJ=H=Q@EPKNO=J@EPO=BłHE=PAOBKNOANRE?AONAJ@ANA@PKPDA KIL=JU=J@PDA$NKQL
BKNPDAłJ=J?E=HUA=NAJ@A@!A?AI>AN=IKQJPA@PK/* =J@/* NAOLA?PERAHU
Material Contracts
Other than disclosed in Note 43 of the Financial Statements, there were no other material contracts entered into by the Company and/or
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!A?AI>ANKNSDE?DSANAAJPANA@EJPKOEJ?APDAAJ@KBPDALNAREKQOłJ=J?E=HUA=N

DIRECTORS’ RESPONSIBILITY STATEMENT
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D=Oġ
ensured compliance with applicable approved accounting standards in Malaysia and the provisions of the Companies Act, 1965;
adopted and consistently applied appropriate accounting policies; and
made judgements and estimates that are prudent and reasonable.
The Directors are also responsible for ensuring that the Group and Company keep proper accounting records. In addition, the Directors
have overall responsibilities for the proper safeguarding of the assets of the Group and Company and taking such reasonable steps for the
prevention and detection of fraud and other irregularities.

SUSTAINABILITY STATEMENT
1. Introduction
This Sustainability Statement formally sets out our approach to sustainability as well as discusses the various initiatives that we have
undertaken in the year to drive sustainability within the Group. This statement covers areas that are integral to our continued success
and have been deemed to be of importance not only to us but to our stakeholders.
2. Our Commitment to Sustainability
Sustainability is not just one part of our business, it is integral to everything that we do. At Goldis Berhad (“Goldis”), we are
committed to ensuring that all our activities are sustainable and transparent and as such, take into consideration the long term
impact of our actions on the economy, environment and society. We do this before embarking on new investments as well as in both
managing and growing our businesses.
As the world has grown to be more greatly interdependent, businesses cannot thrive without taking into account its communities. As
such, people form the cornerstone of our sustainability efforts, as we believe that it is only by doing so that we can continue to enrich
the lives of those around us as well as create lasting value for our stakeholders.
With the new Bursa Malaysia guidelines, we have been given an opportunity to formalise the sustainability initiatives undertaken
by the Group so that we are better able to monitor and assess our sustainability efforts, as well as identify opportunities to further
improve our sustainability management and performance. Moving forward, we will build upon the framework that we have set out this
year and strive to continue to enhance our sustainability efforts.
3. Our Sustainability Governance Structure
Our sustainability efforts are the responsibility of the Board which oversees the Group’s sustainability strategies and initiatives. The
business heads of each of our subsidiaries spearhead sustainability initiatives under their purview and are responsible for formulating,
implementing and monitoring sustainability efforts for their business. The Group Internal Audit Department provides periodic updates
to the Audit Committee on sustainability efforts made.
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?KIL=JUOA?NAP=NUOKBł?A=J@>QOEJAOODA=@OSANANAMQENA@PK=PPAJ@?KJBANAJ?AODAH@PKB=IEHE=NEOAPDAIOAHRAOSEPDPDAJASQNO=
Malaysia guidelines. Internal workshop were also held to communicate the importance of these guidelines for our business moving
forward.
4. Materiality Process
Goldis adopted a bottom up approach to identify factors material to our business. Working groups within each business were tasked
with identifying their respective economic, environmental and social contributions, taking into account feedback from both internal
and external stakeholders and assessing the weightage placed on each for their business.
a. Economic: Empowering Lives
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actions impact the communities in which we operate. As such, it is only through working together that the ecosystem in
which we live can thrive and be successful. It is therefore important to us that as a Group, we contribute and engage with our
communities and work to help enrich and empower the lives of the people within it.
Apart from carrying out charitable donation drives and making monetary donations, we make efforts that seek to have a lasting
impact. For example, a majority of our workforce comprise Malaysians and we make it a point to engage local suppliers and
contractors where it makes sense. We also help local businesses through providing them with services that support their day to
day operations. For example, Macro Lynx Sdn Bhd (“Macro Lynx”), seeks to provide uninterrupted internet access in the Klang
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customers. It also provides business continuity solutions and cloud storage for businesses.
b. Environmental: Inculcating Green Mindsets
Goldis believes that we have a responsibility to help protect the environment and as such have programmes in place to ensure
that all our businesses carry out sustainable practices. Though these efforts vary across the Group, we are proud of the steps
taken so far and are committed to work to ensure that our operations are carried out responsibly.
Product and Service Responsibility
Our assets have a lasting impact on society and more acutely, on the communities in which they are located. We therefore
recognise the responsibility that we have to ensure that we act responsibly right from the start.

SUSTAINABILITY STATEMENT (cont’d)
GTower, which is under the management of our subsidiary, GTower Sdn Bhd, works hard to be environmentally sustainable
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BCA Green Award Mark Scheme. From the planning stages, key elements of development were reconsidered and the latest
in sustainable green building technologies and systems were harnessed. As a result, the building today has a smaller carbon
footprint as compared to a building of a similar size.
Under IGB Corporation Berhad (“IGB”), our property development and construction divisions employ environmental
management strategies and engage with Green Building Index (GBI) consultants to cultivate and improve our GBI practices,
as well as help in achieving a greener and more sustainable outcome. We also use real estate construction green tools to
benchmark all our projects to aid us in developing sustainable designs.
As part of development, we also try to preserve the natural environment as part of our designs. The property development
division for example ensures that designs for hill slope projects respect the natural terrain and maintain natural contours, only
allowing earthworks that are necessary. These efforts not only preserve the natural environment but also ensure slope and soil
stability.
Water Conservation
Water is fast becoming a scarce resource. Experts have warned of a looming water crisis and as such, the need for water
conservation is pressing. Goldis, through our subsidiaries, seeks to both proactively work to conserve water as part of our
ongoing operations and educate the public about the need to preserve this precious resource.
Through the China Water Group for example, we seek to improve the discharged water quality and contribute to a cleaner
water environment in cities located in Eastern China. We have established water treatment plants through a Build, Operate and
Transfer investment model and this year, sought to achieve a Grade 1A discharge standard for all our waste water plants. We
are proud to report that we have achieved our target, with the exception of our plant in the Jiangsu province of Ganyu.
At GTower, we have created water catchment areas to harvest rainwater which is then used to irrigate the building’s green
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building. Water consumption in 2016 was 132,508m3 compared to 156,949m3 in 2015. Condensed water from the building’s air
conditional system is also collected and pumped into the building cooling tower system which not only helps conserve water
but contributes to energy savings. In 2016, we harvested 3,011m3 of rain water for landscape irrigation compared to 3,060m3
in 2015.
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any factors causing the spikes in a timely manner. We also encourage tenants and employees to play their part in conserving
water, particularly in areas where water consumption is traditionally high such as in food and beverage outlets.
We recognise that more can be done to reduce water usage across the Group and will continue to explore innovation solutions
which will allow us to do so moving forward.
Waste Management
We actively encourage responsible waste management across our businesses.
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generated. As such, an initiative was kick started in 2012 to compost part of this waste. Today, approximately 500kg of food
waste is composted every week.
At GTower, housekeeping staff are educated on the proper methods of separating waste and all recyclable waste is disposed of
in recycling bins. Total dry recycling waste collected in 2016 was 7,060 kg compared to 7,449 kg in 2015.
On our construction sites, all GBI guidelines, including those on waste management, are clearly communicated to all personnel.
We also appoint waste management representatives who are responsible for minimising pollutants and encouraging the use of
renewable resources. These representatives also look into accurately measuring waste produced and setting realistic targets to
ensure minimum wastage.
More generally, we make sure that employees, tenants and contractors are provided with the necessary support to segregate
recyclable materials from general waste through providing recycling bins. We also work to educate all our employees on the
importance of responsible waste management and the ways in which they can play their part.

Energy Conservation
Using energy responsibly forms part of our efforts to reduce our environmental footprint which we believe contributes to our
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energy consumption and have taken steps to do so in varying degrees.
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Designs for development projects also incorporate natural lighting to minimise the need to turn on indoor lights where
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The latest in Green Building Technology was utilised during the development of GTower, allowing it to better achieve a
sustainable and low energy environment. Since completion, the building’s management continues to invest in and explore
innovative solutions to further improve overall energy consumption. In 2016, for example, the management team at GTower
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energy compared to 2015 (total energy consumed in 2015 was 8,712,840Kwh). This savings contributed to an additional
reduction in CO2 of 411,400kg. In 2016, GTower consumed 7,932,163Kwh of electricity compared to 8,712,840Kwh in 2015.
c. Social: Our People Matter
Health and Safety
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abide by all necessary health and safety guidelines and regulations and have the ability to take additional steps to ensure that
any potential risks are mitigated, where required. Selected employees who take on health and safety responsibilities within the
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We also encourage our employees to lead a healthy lifestyle and promote a work-life balance. Employees are encouraged to
engage in sporting and leisure activities and are offered a gym membership with our subsidiary, Elements Medical Fitness Sdn
Bhd (fka Elements Gym Sdn Bhd) (“Elements Medical Fitness”), at a staff rate.
The work being done by Elements Medical Fitness in particular is pivotal in encouraging both our staff and communities to lead
a healthier lifestyle. Through programmes which they run on a variety of topics such as obesity, clients are given the tools and
support they need to achieve their healthy lifestyle goals. Elements Medical Fitness also helps to educate its clients and the
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and health screenings, amongst others.
Human Capital Management
We recognise that our employees are our most valuable asset. As such, we work hard to retain existing employees as well
as attract new talent to the Group. We provide ample opportunities for employee development and professional growth with
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=J@ IA@E?=H >AJAłPO 4A ?KJPEJQKQOHU EJRAOP EJ PDA HA=NJEJC PN=EJEJC =J@ @ARAHKLIAJP KB KQN AILHKUAAO PK AJOQNA PD=P PDAU
are equipped with the necessary skills and knowledge needed to carry out their jobs as well as be successful. As part of our
efforts to build better rapport amongst our employees, various activities are organised throughout the year to enhance social
cohesion. Examples of these activities include badminton, bowling and futsal tournaments, festive gatherings and birthday
celebrations.
Goldis values diversity in the work place and does not tolerate any form of discrimination against employees or applicants.
Moreover, we do not employ or condone the employment of forced or child labour. This commitment is evident in initiatives
carried out by some of our subsidiaries. Macro Lynx for example, believes that everyone should be given a fair opportunity to
work and run a programme which employs people with disabilities.
Supporting Communities
Goldis and our subsidiaries play our part in giving back to society through GivingIsGold, a unique Corporate Social
Responsibility (“CSR”) programme that provides an online platform which connects and matches interested donors to charity
DKIAO1DNKQCDPDALKNP=H ?D=NEPUDKIAO?=JLKOPPDAEN=LLA=HOBKNOLA?Eł?EPAIOPD=PPDAUJAA@=J@EJPANAOPA@@KJKNOSDK
REOEPPDASA>OEPA?=JI=GA@KJ=PEKJO@ENA?PHUPKPDAIłNOPEJ*=H=UOE= $EREJC&O$KH@S=OH=QJ?DA@KJ+KRAI>AN>U
!=PK+KN=JEP%F*KD@%=ODEI PDA!ENA?PKN$AJAN=HKBPDA0K?E=H4AHB=NA!AL=NPIAJPKB*=H=UOE= SEPDPDAP=CHEJAĺ#QHłHHEJC
the need of the needy’.

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well as help carry out repair works in the home. Essential items such as towels, bedsheets, shampoos and lotions, were also
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=JKPDANOQ>OE@E=NUKB$KH@EO ?DEH@NAJBNKIPDADKIASANA
also invited to a Ramadhan buffet dinner at GTower to celebrate the special occasion.
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?DEH@NAJHEREJCSEPD%&31DEOUA=N =LLNKTEI=PAHU/* S=ON=EOA@=J@@KJ=PA@PKR=NEKQO%&3KNC=JEO=PEKJOEJ*=H=UOE=
such as Rumah WAKE, PERNIM, PERTIWI and PT Foundation.
In December 2016, GivingIsGold initiated a Christmas Donation Clothing Drive campaign to collect new and second-hand
clothing to be given away to the needy. In collaboration with the concierge at GTower, the clothing drive successfully collected
more than 1,500 pieces of clothing from members of the public across all ages and genders. All contributions were channelled
to Rumah WAKE, Pusat Jagaan Nuri and other charity homes.
5. Looking Ahead
Around the world, companies are increasingly propelled to include sustainability considerations in their decisions, adopt responsible
>QOEJAOOLN=?PE?AO=J@?KIIQJE?=PAPDAOAABBKNPOPKPDAENOP=GADKH@ANO4A>AHEARAPD=PPDAOAABBKNPONAŃA?PPDALNEKNEPEAOKBOK?EAPU
today and an increasing urgency to push forward sustainability so that we can shape a better tomorrow for future generations.
At Goldis, we are committed to delivering value to all our stakeholders through sustaining growth in our businesses, empowering
the lives of our people and nurturing communities. With the new Bursa guidelines, we have been given an opportunity to formalise
what we already have in place and put in a framework that will allow us to better align ourselves to best practices and international
benchmarks and track our sustainability performance.
Moving forward, we will continue to actively engage with our stakeholders as part of our sustainability journey and seek out
innovation solutions as well as like-minded partners as we continue to grow. As an established player in the market, we have an
opportunity to effect change and it is our hope that through our efforts we will not only positively impact our local communities, but
play a part in shaping a sustainable future for generations to come.

GTower Green Building
Community
Christmas Donation Clothing Drive Campaign Pusat Jagaan Nuri

- new and second-hand good condition clothing - fixing home
Sonata Vision
- Ramadhan buffet dinner at GTower for children of Pusat Jagaan Nuri

Donations to various HIV organisations such as Rumah WAKE, PERNIM, PERTIWI and PT Foundation

STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS
The Board recognises that a sound framework of risk management and internal controls is fundamental to good corporate governance to
safeguard shareholders’ investment and the assets of the Group.
1DA K=N@ =BłNIO EPO KRAN=HH NAOLKJOE>EHEPU BKN PDA ABBA?PERA CKRANJ=J?A NEOG I=J=CAIAJP =J@ EJPANJ=H ?KJPNKHO OUOPAIO KB PDA $NKQL
1DEOEJ?HQ@AONAREASEJCPDANEOGI=J=CAIAJPBN=IASKNG LNK?AOOAO NAOLKJOE>EHEPEAO=J@=OOAOOEJCPDA=@AMQ=?U=J@EJPACNEPUKBłJ=J?E=H
operational, environmental and compliance controls.
Risk Management is not about eliminating all risks; it is about identifying, assessing and responding to risks to achieve the objectives of the
Group.
In view of the limitations that are inherent in any internal controls system, a sound system of internal controls could only reduce, but
cannot eliminate, the possibility of poor judgement in decision-making, human error, control processes being deliberately circumvented
by employees and others, management overriding controls and the occurrence of unforeseeable circumstances. It is structured in such a
I=JJAN PD=P EP ?=J KJHU LNKRE@A NA=OKJ=>HA =OOQN=J?A PD=P PDA HEGAHEDKK@ KB = OECJEł?=JP =@RANOA EIL=?P KJ K>FA?PERAO =NEOEJC BNKI BQPQNA
event or situation is at a level acceptable to the business through a combination of preventive, detective and corrective measures.
The review of risk management and internal controls effectiveness only covers the operating units, subsidiaries and associated companies
of the Group with the exception of IGB Corporation Berhad (“IGB”), which has become a subsidiary of the Group on 6 November 2014. The
Board of Goldis Berhad (“Goldis”) has conducted a review on IGB’s governance structure and concluded that the Board of Goldis can rely
on the Board of this subsidiary, a public listed company with its own independent directors, risk management and internal controls systems
PKLANBKNIPDANEOGKRANOECDPNKHABKNPDAłJ=J?E=HUA=N1DANAREASKB&$OCKRANJ=J?AOPNQ?PQNASEHH>AQL@=PA@KJ=J=JJQ=H>=OEO
The key senior management of Goldis are accountable to the Board for implementing and monitoring the system of risk management
and internal controls and for providing assurance to the Board that it has done so. Through regular performance review, the key senior
management of Goldis Berhad believes that the risk management and internal controls systems of the Group are operating adequately and
effectively, in all material aspects, based on the risk management model adopted by the Group.
RISK MANAGEMENT
The Board recognises its role and responsibilities on effective risk oversight to set the tone and culture towards effective risk management
=J@EJPANJ=H?KJPNKHO1DANAREASLNK?AOOS=O@AHAC=PA@PKPDAQ@EP KIIEPPAA%KSARAN PDAK=N@=O=SDKHANAI=EJONAOLKJOE>HABKN=HH
the actions of the committee with regards to the execution of the delegated role.
In order to ensure that the risk management and internal controls are embedded into the culture, processes and structure of the Group, the
system of risk management and internal controls was articulated with the following key elements.
Policies and Procedures
The Group Risk Management framework and methodology, was approved and adopted by the Board. The framework and methodology has
been communicated to the senior management of all the subsidiaries of the Group through on-going training and facilitation from the Group
Internal Audit Department (“GIAD”).
Vision and Mission
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as the strategies and objectives for achieving the goals. The mission statements had been clearly communicated to all levels of staff of the
subsidiaries and are subject to review and update on an annual basis by the top management and the Board of the Group.
Risk Attitude
"=?DOQ>OE@E=NUKBPDA$NKQLD=O=OAPKB/EOGJ=HUOEO-=N=IAPANOSDE?D@AłJAOPDA=IKQJPKBNEOGPD=PPDAOQ>OE@E=NUEOSEHHEJCPKOAAG
or accept in pursuit of its value. The Risk Analysis Parameters are set based on the vision and management risk appetite of the company
and are measured in terms of likelihood and impact. The parameters are subject to review and updates from time to time in response to the
changes in the business environment.
Risk Analysis and Management
1DANA EO =J KJCKEJC LNK?AOO QJ@ANP=GAJ >U I=J=CAIAJP KB A=?D OQ>OE@E=NU PK E@AJPEBU =OOAOO LNEKNEPEOA =J@ I=J=CA OECJEł?=JP NEOGO
relevant to the business of the company and the achievement of objectives and strategies. The management is also responsible to
implement and monitor the risk management framework in accordance with the strategic vision, mission and overall risk appetite of the
company. It involves the assessment of the impact and likelihood of such risks and the effectiveness of controls in place to manage them.
The process includes the enhancement of the system of internal controls when there are changes in the business environment or regulatory
guidelines. All risks will be rated as Gross (without taking into consideration the controls in place) and Nett (after taking into consideration
the controls in place) in accordance to a Risk Analysis Matrix. This process has been embedded in all aspects of the Group’s activities and
has been in place for the year under review and up to the date of approval of this statement for inclusion in the Annual Report.

STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS (cont’d)
Key Risk Register
Each subsidiary maintains a register to record the result of its on-going risk analysis and risk management in a structured manner to
facilitate monitoring and for review purposes. Key Risk Register contains details of all key risks faced by the company, their rating, existing
treatments (i.e. preventive, detective and corrective measures) as well as planned treatments (i.e. Management Action Plan) with the person
EJ?D=NCA=J@P=NCAP@=PAKBEILHAIAJP=PEKJOLA?EłA@?KLUKBPDA(AU/EOG/ACEOPANSEHH>AGALP>UPDA$&!BKNNAREAS IKJEPKNEJC=J@
reporting to the Audit Committee.
On-going Assessment
The management assists the Board in the implementation of the Board’s policies and procedures on risks and internal controls by
identifying and assessing the risks faced and in the design, operation and monitoring of suitable internal controls to mitigate and control
these risks. All employees are accountable for operating within these policies. The Management reports regularly on the management of
NEOGOPKPDA D=ENI=J$NKQL DEAB"TA?QPERA,Bł?AN SDKOAI=EJNKHAEOPK=OOAOO KJ>AD=HBKBPDAK=N@ PDAI=FKN>QOEJAOONEOGOB=?A@
by the Group and the adequacy of internal controls to manage those risks. Emerging risks as a result of changes in the business and
ATPANJ=HAJRENKJIAJP=NA=HOKE@AJPEłA@=J@EJ?HQ@A@EJPDAIKJEPKNEJCLNK?AOO=J@SDANAJA?AOO=NU OPALO=NAP=GAJPKI=J=CAPDANEOGO
JU OECJEł?=JP ?D=JCAO EJ PDA >QOEJAOO =J@ PDA ATPANJ=H AJRENKJIAJP SDE?D I=U NAOQHP EJ OECJEł?=JP NEOGO SEHH >A NALKNPA@ PK PDA Q@EP
Committee and Board accordingly. The Group Internal Audit (“GIA”) based on its regular reviews, will report to the Audit Committee on
subsidiaries’ discipline and effort in maintaining an effective system of internal controls on a quarterly basis.
)APPANKBOOQN=J?A
In addition to the on-going assessment of risk management and internal controls systems, on a quarterly basis, letters of assurance are
provided by the subsidiaries that are responsible for implementing the processes of risk analysis and internal controls, to assert that the
processes are functioning in an effective manner.
Annual Assessment
Annually, subsidiaries are required to perform a review and update on the existing Key Risk Register to ensure the register does not leave
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are being taken to manage those risks. The updated Key Risk Register will be further reviewed by the GIAD before it is summarised and
presented to the Audit Committee for deliberation and comment on the adequacy and effectiveness of the Group risk management and
internal controls systems.
0PN=PACE?/EOG/ALKNPEJC
Strategic risks are emerging high level external risks arising from unexpected adverse changes in the business environment of which its
occurrence would result in the destruction (or the possibility of the total elimination) of shareholders’ value in the company. It is imperative
for management of all subsidiaries to perform analysis to identify the risk of such nature and report to the Audit Committee and the Board
for deliberation and comment on an annual basis.
/EOG*=PQNEPU/AREAS
Annually, the GIAD will perform risk management process maturity analysis on each subsidiary and report to the Audit Committee on the
progress of management efforts on embedding risk management and control framework into the culture, processes and structure of the
company.
New Investment Risk Analysis
It is imperative for subsidiaries which initiate new investment proposal (e.g. joint venture, new subsidiary, project etc.) to perform risk
analysis on the new investment and submit together with all other analysis such as due diligences, SWOT analysis, market research,
LNKFA?PEKJ >QOEJAOOLH=JPKPDA$NKQL&JRAOPIAJP KIIEPPAABKNNAREAS=J@=LLNKR=H>ABKNAOQ>IEPPEJCPKPDA$NKQL DEAB"TA?QPERA,Bł?AN
and Board for approval.
IGB Group Risk Management Processes
IGB Board has established a risk management framework and communicated to the management on the risk appetite and tolerance that
the Group is willing to accept in pursuit of its objectives. Risk management in IGB Group involves an on-going process for identifying,
AR=HQ=PEJC I=J=CEJC=J@NAREASEJC=JU?D=JCAOEJPDAOECJEł?=JPNEOGOB=?A@>UPDA>QOEJAOOEJPDA$NKQLEJEPO=?DEARAIAJPKBK>FA?PERAO
=J@ OPN=PACEAO 1DA NEOG I=J=CAIAJP LNK?AOO EJRKHRA@ PDA >QOEJAOO =J@ BQJ?PEKJ=H QJEPO KB PDA $NKQL EJ E@AJPEBUEJC OECJEł?=JP NEOG
impacting the achievement of business objectives of the Group. It also involved the assessment of the impact and likelihood of such risks
and of the effectiveness of controls in place to manage them. The process included the enhancement of the system of internal controls
when there are changes to business environment or regulatory guidelines. This process has been embedded in all aspects of the Group’s
activities and has been in place for the year under review and up to the date of approval of this statement for inclusion in the annual report.

STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS (cont’d)
The management assists the Board in the implementation of the Board’s policies and procedures on risk and internal controls by identifying
and assessing the risk faced and in the design, operation and monitoring of suitable internal controls to mitigate and control these risk. All
AILHKUAAO=NA =??KQJP=>HA BKN KLAN=PEJC SEPDEJ PDAOALKHE?EAO1DA I=J=CAIAJPD=O=HOK E@AJPEłA@ GAUNEOG EJ@E?=PKNOBKN PDAEN NAOLA?PERA
@EREOEKJO =J@ IKJEPKNEJC EO @KJA PK AJOQNA PD=P OECJEł?=JP ?D=JCAO EJ NEOG HARAHO =NA E@AJPEłA@ EJ = PEIAHU I=JJAN =J@ =?PEKJO =NA P=GAJ
=LLNKLNE=PAHU PK =@@NAOO PDA NEOGO "IANCEJC NEOGO =NA =HOK E@AJPEłA@ =J@ EJ?HQ@A@ EJ PDA IKJEPKNEJC LNK?AOO =J@ SDANA JA?AOO=NU OPALO
are taken to manage the risks. IGB GIAD function provides further independent assurance on the adequacy and effectiveness of risk
management and internal control system as part of their audit reviews. All report relating to the risk management process are brought to the
attention of the Board through the Audit Committee.
KEY ELEMENTS OF INTERNAL CONTROL PROCESSES
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delegated to management the implementation of the system of internal control.
1DAI=EJAHAIAJPOEJPDAOUOPAIKBEJPANJ=H?KJPNKHBN=IASKNGEJ?HQ@Aġ
Clearly defined lines of responsibility and delegated authority
1DA $NKQL D=O =J KNC=JEO=PEKJ=H OPNQ?PQNA SDE?D ?HA=NHU @AłJAO PDA NAOLKJOE>EHEPEAO =J@ NALKNPEJC HEJAO EJ?HQ@EJC NAHAR=JP =QPDKNEO=PEKJ
levels.
Management Meetings
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LNKCNAOOKBR=NEKQO>QOEJAOOQJEPO PK@AHE>AN=PA=J@@A?E@AQLKJKLAN=PEKJ=HI=PPANO=J@SEPDPDA DEAB"TA?QPERA,Bł?ANKBPDANAOLA?PERA
>QOEJAOOQJEPPKNAREASPDA>QOEJAOOQJEPłJ=J?E=HLANBKNI=J?A >QOEJAOO@ARAHKLIAJP I=J=CAIAJP=J@?KNLKN=PAEOOQAO
Budget
The Annual Budgets and revised Budgets are prepared by each operating company in the Group and are submitted to the Board for
approval. It provides the Board with comparative information to assess and monitor the performance of the Group.
Internal Audit
The GIAD reports directly to the Audit Committee of the Group functionally to preserve the independence of the function. The internal
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Committee. GIA also facilitates and evaluates the effectiveness of the governance, risk management and internal control framework and
NA?KIIAJ@O AJD=J?AIAJP SDANA =LLNKLNE=PA 1DA Q@EP KIIEPPAA NA?AERAO NALKNPO KJ PDA $&! BQJ?PEKJO SKNG =J@ łJ@EJCO =J@ EO
QL@=PA@NACQH=NHUKJEOOQAOPD=PNAMQENAOBQNPDANBKHHKSQL=J@NA?PEł?=PEKJ>UI=J=CAIAJP
Best Practices in Internal Controls
An internal control best practice has been established for key areas and has been distributed to each subsidiary for adoption. Each
subsidiary will review and ensure that the internal controls best practices are incorporated into their existing Standard Operating Procedures.
Information and Communication
1DA*=J=CAIAJP&JBKNI=PEKJ0UOPAIOLNKRE@APDAK=N@SEPDNAHAR=JP=J@PEIAHUNALKNPOBKNIKJEPKNEJCPDAłJ=J?E=HLANBKNI=J?A=J@PDA
business operation of the Group.
MONITORING
The Board, through the Audit Committee, has reviewed the effectiveness of the risk management and internal controls systems of the Group
at periodic Board meetings and the risk management and internal controls systems will continue to be reviewed, enhanced and updated in
line with changes in the operating environment.
The Board is pleased to report that the risk management framework was functioning within levels appropriate to the Group businesses and
there were no material internal controls systems failures nor were there any reported weaknesses which would have resulted in material
losses or contingencies for the year under review and up to the date of this statement.

AUDIT COMMITTEE REPORT
1DA K=N@ EO LHA=OA@ PK EOOQA PDA BKHHKSEJC NALKNP KJ PDA Q@EP KIIEPPAA =J@ EPO =?PEREPEAO @QNEJC PDA łJ=J?E=H UA=N AJ@A@ !A?AI>AN
(“FY”) 2016.
COMPOSITION
1DAQ@EP KIIEPPAA?KILNEOAOPDABKHHKSEJCIAI>ANOġ
!=PQG1=J(EI)AKJCĠ D=ENI=J0AJEKN&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
"J?EG!=Q@*=DEJ>@QHH=DĠ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
*N)AA D=EJC%Q=PĠ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN
MEMBERS AND MEETINGS
Meetings Percentage of
Name of Director Membership Status Attended Attendance (%)
Datuk Tan Kim Leong Ġ D=ENI=J

Senior Independent Non-Executive Director 4/4 100
Daud Mah Bin Abdullah Independent Non-Executive Director 4/4 100
)AA D=EJC%Q=P Independent Non-Executive Director 4/4 100
TERMS OF REFERENCE OF THE AUDIT COMMITTEE
A Objectives
1DALNEI=NUK>FA?PERAOKBPDAQ@EP KIIEPPAA=NAġ
(1) To ensure transparency, integrity and accountability of the activities of the Group so as to safeguard the rights and interests of
the shareholders.
(2) To provide assistance to the Board in discharging its responsibilities relating to the management of principal risks, internal
?KJPNKHO łJ=J?E=HNALKNPEJC=J@?KILHE=J?ASEPDPDAOP=PQPKNU=J@HAC=HNAMQENAIAJPOKBPDA$NKQL
(3) To maintain regularly scheduled meetings, a direct line of communication between the Board, senior management, internal and
external auditors.
B Membership
The Audit Committee shall be appointed by the Board from amongst its Directors and shall consist of not less than three (3)
members, a majority of whom shall be Independent Directors. All members of the Audit Committee should be Non-Executive
Directors. If membership for any reason falls below three (3) members, the Board shall within three (3) months of that event, appoint
OQ?DJQI>ANKBJASIAI>ANO=OI=U>ANAMQENA@PKBQHłHPDAIEJEIQINAMQENAIAJP
(1) The members of the Audit Committee shall elect a chairman from among their number who shall be an Independent Director.
(2) No Alternate Director shall be appointed to the Audit Committee.
Ġ
HHIAI>ANOODKQH@>AłJ=J?E=HHUHEPAN=PA=J@=PHA=OPKJAĠ
IAI>ANKBPDAQ@EP KIIEPPAAġ
(a) must be a member of the Malaysian Institute of Accountants (“MIA”); or
(b) if he is not a member of the MIA, he must have at least three (3) years of working experience and have passed the
AT=IEJ=PEKJOLA?EłA@EJ-=NP&KBPDAOP0?DA@QHAKBPDA??KQJP=JPO?P ĢKNDAIQOP>A=IAI>ANKBKJAKBPDA
OOK?E=PEKJOKB??KQJP=JPOOLA?EłA@EJ-=NP&&KBPDAO=E@0?DA@QHAĢKN
Ġ?
D=O = @ACNAAI=OPANO@K?PKN=PA EJ =??KQJPEJC KN łJ=J?A =J@ =P HA=OP PDNAA Ġ
UA=NO KB LKOP MQ=HEł?=PEKJ ATLANEAJ?A EJ
=??KQJPEJCKNłJ=J?AĢKN
Ġ@
=P HA=OP OARAJ Ġ
UA=NO KB ATLANEAJ?A >AEJC = DEAB #EJ=J?E=H ,Bł?AN KB = ?KNLKN=PEKJ KN D=REJC PDA BQJ?PEKJ KB >AEJC
LNEI=NEHUNAOLKJOE>HABKNPDAI=J=CAIAJPKBPDAłJ=J?E=H=BB=ENOKB=?KNLKN=PEKJ
1DA +KIEJ=PEKJ KIIEPPAA D=@ NAREASA@ PDA PANI KB KBł?A =J@ LANBKNI=J?A KB PDA Q@EP KIIEPPAA =J@ A=?D KB PDA IAI>ANO
=JJQ=HHU =J@ EO O=PEOłA@ PD=P PDA Q@EP KIIEPPAA =J@ IAI>ANO D=@ ?=NNEA@ KQP PDAEN @QPEAO EJ =??KN@=J?A SEPD PDA PANIO KB
reference.

AUDIT COMMITTEE REPORT (cont’d)
C Authority
1DAQ@EP KIIEPPAAEO=QPDKNEOA@>UPDAK=N@PKġ
(1) Investigate any activity within its terms of reference.
(2) Seek any information it requires from any employee and all employees are directed to co-operate with any request made by the
Audit Committee.
(3) Obtain outside legal or other independent professional advice and to secure the attendance of outsiders with relevant
experience and expertise if it considers this necessary.
The Audit Committee shall have direct access to the internal and external auditors, who in turn, have access at all times to the
Chairman of the Audit Committee. The Audit Committee should meet with the external auditors without executive Board members
present at least twice a year.
D Functions
1DABQJ?PEKJOKBPDAQ@EP KIIEPPAA=NAġ
Ġ
1KNAREAS=J@@EO?QOOPDABKHHKSEJCSEPDPDAATPANJ=H=Q@EPKNOġ
(a) their audit plan;
(b) their evaluation of the internal controls systems;
(c) their audit report;
(d) the assistance given by the employees of the Company to them;
(e) their suitability and independence such as ensuring the provision of non-audit services would not impair the external
auditors independence and obtaining written assurance from the external auditors confirming they have been
independent throughout the conduct of the audit engagement;
Ġ
1KNAREASPDABKHHKSEJCEJNAOLA?PKBEJPANJ=H=Q@EPKNOġ
(a) the adequacy of the scope and plan, functions and resources of the internal audit function and that it has the necessary
authority to carry out its work;
(b) the internal audit programme, processes and results of the internal audit programme, processes or investigation
undertaken and ensure that appropriate actions are taken on the recommendations of the internal audit function;
(c) the effectiveness of the internal controls systems;
Ġ@
PDAI=FKNłJ@EJCOKBEJPANJ=H=Q@EP=J@I=J=CAIAJPONAOLKJOAĢ
(e) the appraisal or assessment of the performance of members of the internal audit function;
Ġ
1K NAREAS PDA MQ=NPANHU NAOQHPO =J@ UA=N AJ@ łJ=J?E=H OP=PAIAJPO LNEKN PK PDA OQ>IEOOEKJ PK PDA K=N@ BKN PDAEN =LLNKR=H
BK?QOEJCL=NPE?QH=NHUKJġ
(a) going concern assumptions;
(b) changes in accounting policies and practices;
Ġ?
OECJEł?=JP=J@QJQOQ=HARAJPOĢ
Ġ@
?KILHE=J?ASEPD=LLHE?=>HAłJ=J?E=HNALKNPEJCOP=J@=N@O=J@KPDANHAC=HNAMQENAIAJPOĢ
Ġ
1KNAREAS=JUNAH=PA@L=NPUPN=JO=?PEKJ=J@?KJŃE?PKBEJPANAOPOEPQ=PEKJPD=PI=U=NEOASEPDEJPDA KIL=JUKN$NKQL EJ?HQ@EJC
any transaction, procedure or course of conduct that raises questions of management integrity;
(5) To consider and recommend the nomination and appointment, the audit fee and any questions of resignation, dismissal or
re-appointment of the external auditors;

Ġ
1K@EO?QOOLNK>HAIO=J@NAOANR=PEKJO=NEOEJCBNKIPDAEJPANEI=J@łJ=H=Q@EPO=J@=JUI=PPANPDA=Q@EPKNI=USEODPK@EO?QOO
(in the absence of management, where necessary);
(7) To review the external auditors’ management letter and management’s response;
(8) To approve any appointment or termination of senior staff members of the internal audit function;
(9) To take cognisance of resignations of internal audit staff members;
(10) Where the Audit Committee is of the view that a matter reported by it to the Board has not been satisfactorily resolved resulting
in a breach of Main Market Listing Requirements (“MMLR”), the Audit Committee must promptly report such matter to Bursa
Malaysia Securities Berhad;
(11) To act as a forum for communication between the Board, Senior Management and Internal Audit Function;
(12) To ensure adequate monitoring and review of the effectiveness of the systems established by management to identify, assess,
manage and monitor the various risks arising from the activities of the Company; and
(13) Such other functions as may be agreed to by the Audit Committee and the Board.
E Procedure for Audit Committee
Meetings shall be held not less than four (4) times a year. The external auditors may request for a meeting and shall have the right to
appear and be heard at any meeting of the Audit Committee. The Audit Committee Chairman shall convene a meeting whenever any
member of the Audit Committee requests for a meeting. Written notice of the meeting together with the agenda shall be given to the
members of the Audit Committee and the external auditors, where applicable.
The Chairman of the Audit Committee should engage on a continuous basis with senior management, such as the Chairman of the
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informed of matters affecting the Company.
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communication and a resolution or decision passed by such a conference will, despite the fact that the members are not present
together in one place at the time of the conference, be deemed to have been passed at the Audit Committee Meeting held on the day
on which and at the time at which the conference was held. Any meeting held in such manner shall be deemed to be held at such
place as shall be agreed upon by the members attending the meeting provided that at least one (1) member present at the meeting
was at such place for the duration of the meeting.
The quorum for a meeting shall be two (2) provided always that the majority of members present must be Independent Directors and
any decision shall be by a simple majority. The Audit Committee Chairman shall have a casting vote in case of an equality of votes
except where only two (2) Directors are competent to vote on the question at issue.
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Other Board members and employees may attend meetings upon the invitation of the Audit Committee.
The Company Secretary shall be the Secretary of the Audit Committee and shall circulate the minutes of meeting of the Audit
Committee to all members of the Board.
SUMMARY OF ACTIVITIES
Financial Reporting and Compliance
/AREASA@ $KH@EOO QJ=Q@EPA@ łJ=J?E=H NAOQHPO BKN PD MQ=NPAN KB OP MQ=NPAN KB J@ MQ=NPAN KB =J@ N@ MQ=NPAN KB
which were announced via the regulatory information service immediately after the Board’s approvals, respectively on 26 February 2016,
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FS2015 presented a true and fair view of the state of affairs of Goldis Group and complied with regulatory requirements.
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Ġļ#0
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statements.

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-NKREOEKJKBPDA KIL=JEAO?P Ģ

**)/KBQNO=*=H=UOE=0A?QNEPEAOD@Ģ
LLHE?=>HA=??KQJPEJCOP=J@=N@OEJ*=H=UOE=Ģ=J@
,PDANHAC=H=J@NACQH=PKNUNAMQENAIAJPO
Internal Audit
(a) Reviewed Group Internal Audit Department (GIAD)’s reports on the effectiveness and adequacy of internal controls, risk
management, operational, compliance and governance processes of the Group and management’s responses and implementation
of audit recommendations that were being properly addressed and corrected. A total of eleven (11) audit reports (including follow-
up audits) were issued by GIAD for assignments conducted on Goldis Group based on the 2016 plan. Findings which were rated
as “Improvements Required” were mainly relating to controls weaknesses, compliance shortcoming and documentation anomalies
SDANA PDA KIIEPPAA D=O @ENA?PA@ I=J=CAIAJP PK NA?PEBU =J@ EILNKRA ?KJPNKH LNK?A@QNAO =J@ SKNGŃKS LNK?AOOAO >=OA@ KJ PDA
internal auditors’ recommendations and suggestions for improvement.
(b) Reviewed and approved the GIAD’s audit plan 2017 to ensure adequate scope and coverage of operational, compliance and internal
controls of Goldis Group. In planning for the audit of Goldis Group, a risk based auditing approach was adopted. The approach
emphasised on effective planning and scoping of audit to suit the size and activities of functional areas and to concentrate audit
resources on areas that exposed the operations to greater degree of risk.
(c) Monitored the corrective actions taken on the outstanding audit issues to ensure all control lapses have been addressed.
(d) Reviewed the Audit Committee reports and minutes of Audit Committee meetings submitted by IGB Corporation Berhad (“IGB”), a
major subsidiary of Goldis on a quarterly basis. GIAD had reviewed the reports and highlighted all key issues raised in the reports to
the Audit Committee of Goldis on a quarterly basis for knowledge and further actions, where necessary.
(e) Reviewed the governance structure of IGB, to determine the robustness and accountability in their commitment to good governance
practices pursuant to the MMLR and Code of Corporate Governance. The review consists of assessment of Board structure, duties,
EJPANJ=H?KJPNKHO=J@NEOGI=J=CAIAJPBN=IASKNG1DAQ@EP KIIEPPAAEOO=PEOłA@SEPD&$CKRANJ=J?AOPNQ?PQNA=J@D=@@A?E@A@
to rely on the Board of IGB, a public listed company with its own independent directors, risk management and internal controls
OUOPAIOPKLANBKNIPDANEOGKRANOECDPNKHABKNPDAłJ=J?E=HUA=N
External Audit
Ġ=
/AREASA@ ATPANJ=H =Q@EPKNO NALKNP KJ PDA ?KJ@Q?P KB #0 =Q@EP PDA łJ@EJCO KJ OECJEł?=JP łJ=J?E=H =??KQJPEJC =J@ NALKNPEJC
EOOQAOPKCAPDANSEPDPDAłJ@EJCOKJEJPANJ=H?KJPNKHOUOPAI=OSAHH=OKRANREASKBEOOQAOBKQJ@@QNEJCPDAEJPANEI=Q@EP
(b) Reviewed external auditors’ audit plan 2016 for Goldis Group, encompassing the proposed work blueprint, nature and scope for the
year’s audit and other examination including the evaluation of internal control system and risk management processes, to the extent
performed as part of the external audit.
(c) Reviewed, in consultation with management, the terms of engagement of external auditor for the statutory audit of the Group in
NAOLA?PKBO?KLA=J@LANBKNI=J?A QLKJ?KJłNI=PEKJKBPDAENEJ@ALAJ@AJ?A=J@K>FA?PEREPUEJ?HQ@EJCJKJ=Q@EPOANRE?AONAH=PA@PKP=T
consultancy and compliance review.
(d) Met with the external auditors twice without the presence of any executive Board members and management staff on 26 February
2016 and 23 November 2016. These sessions enabled an open discussion and ensure that the external auditors was not restricted in
their scope of audit.
(e) Subsequent to FY2016, the Audit Committee carried out a review with the external auditors on the report of their audit FS2016 of
Goldis and the accompanying management letter and response.
Risk Management
The Audit Committee assisted the Board in examining the adequacy and effectiveness of Goldis risk management system to ensure that a
robust risk management is maintained. Based on periodic updates from the management and annual risk reports presented by the GIAD
which shed insight on the areas of risk, likelihood, impact and management action on Goldis Group’s operating business and functional
units, the Audit Committee was able to keep under review the adequacy and effectiveness of the Group’s risk management system as well as
their risk portfolio, risk level and risk mitigation strategies.

Related Party transaction (“RPT”)/Recurrent Related Party Transaction (“RRPT”)
The Audit Committee had reviewed RRPT entered into by the Group, ensured that proper disclosures were made in accordance with MMLR,
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based on commercial viability and were therefore not deemed to be detrimental to the interest of minority shareholders and the monitoring
LNK?A@QNAOPKNACQH=PAOQ?DPN=JO=?PEKJOSANA=LLNKLNE=PA=J@OQBł?EAJP
EMPLOYEES’ SHARE OPTION SCHEME
There was no allocation of options during the FY2016. The Employees’ Share Option Scheme had expired on 19 May 2012.
INTERNAL AUDIT FUNCTION
The Audit Committee is assisted by the in-house GIAD in discharging its duties and responsibilities. The GIAD function is considered an
integral part of the assurance framework and its primary mission is to provide assurance on the adequacy and effectiveness of the risk,
control and governance framework of the Group. The purpose, authority and responsibility of the GIAD function as well as the nature of the
assurance and consultancy activities provided by the department are articulated in the internal audit charter.
1DA $&! NALKNPO @ENA?PHU PK PDA Q@EP KIIEPPAA SDK NAREASO =J@ =LLNKRAO PDA =JJQ=H =Q@EP LH=J łJ=J?E=H >Q@CAP =J@ DQI=J NAOKQN?A
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During the year, the GIAD conducted various internal audit engagements in accordance with the annual audit plan that is consistent with the
goals of the Group. The GIAD evaluates the adequacy and effectiveness of key controls in responding to the risks within the organisation,
governance, operations and information systems. The GIAD also plays an active advisory role in risk analysis and control consultation.
The total cost incurred in managing the GIAD for the FY2016 was RM423,000.

Directors’ Report 46
FINANCIAL STATEMENTS
Income Statements 52
Statements of Comprehensive Income 53
Statements of Financial Position 54
Consolidated Statement of Changes 56
in Equity
REPORTS AND Company Statement of Changes in Equity 58
FINANCIAL Statements of Cash Flows 59

Summary of Significant Accounting 61
STATEMENTS Policies
Notes to the Financial Statements 82
Statement by Directors 169
FOR THE FINANCIAL YEAR
Statutory Declaration 169
ENDED 31 DECEMBER 2016
Independent Auditors’ Report 170
DIRECTORS' REPORT
for the financial year ended 31 December 2016
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PRINCIPAL ACTIVITIES AND CORPORATE INFORMATION
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FINANCIAL RESULTS
Group Company
RM’000 RM’000
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DIVIDENDS
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RM’000
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RESERVES AND PROVISIONS
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SHARE CAPITAL
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DIRECTORS
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DIRECTORS’ BENEFITS
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Annual Report / 2016

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DIRECTORS’ INTERESTS
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Number of ordinary shares of RM1.00 each

In the Company 1.1.2016 Additions Disposals 31.12.2016
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GOLDIS BERHAD (515802-U)

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DIRECTORS’ INTERESTS (CONTINUED)

In GTower Sdn. Bhd. 1.1.2016 Additions Disposals 31.12.2016
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In IGB Corporation Berhad 1.1.2016 Granted Exercise 31.12.2016
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Number of units of RM1.00 each

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STATUTORY INFORMATION ON THE FINANCIAL STATEMENTS
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=JU?KJPEJCAJPHE=>EHEPUKBPDA$NKQLKNKBPDA KIL=JUSDE?DD=O=NEOAJOEJ?APDAAJ@KBPDAłJ=J?E=HUA=N
+K ?KJPEJCAJP KN KPDAN HE=>EHEPU D=O >A?KIA AJBKN?A=>HA KN EO HEGAHU PK >A?KIA AJBKN?A=>HA SEPDEJ PDA LANEK@ KB PSAHRA IKJPDO =BPAN PDA
AJ@KBPDAłJ=J?E=HUA=NSDE?D EJPDAKLEJEKJKBPDA!ENA?PKNO SEHHKNI=U=BBA?PPDA=>EHEPUKBPDA$NKQLKNKBPDA KIL=JUPKIAAPPDAEN
K>HEC=PEKJOSDAJPDAUB=HH@QA

!&/" 1,/0/"-,/1#,/1%"#&++ &)6"/"+!"!!" "*"/Ġ?KJP@
STATUTORY INFORMATION ON THE FINANCIAL STATEMENTS (CONTINUED)
PPDA@=PAKBPDEONALKNP PDA!ENA?PKNO=NAJKP=S=NAKB=JU?EN?QIOP=J?AOJKPKPDANSEOA@A=HPSEPDEJPDEONALKNPKNPDAłJ=J?E=HOP=PAIAJPO
SDE?DSKQH@NAJ@AN=JU=IKQJPOP=PA@EJPDAłJ=J?E=HOP=PAIAJPOIEOHA=@EJC
&JPDAKLEJEKJKBPDA!ENA?PKNOġ
Ġ=
PDA NAOQHPO KB PDA $NKQLO =J@ KB PDA KIL=JUO KLAN=PEKJO @QNEJC PDA łJ=J?E=H UA=N SANA JKP OQ>OP=JPE=HHU =BBA?PA@ >U =JU EPAI
PN=JO=?PEKJKNARAJPKB=I=PANE=H=J@QJQOQ=HJ=PQNAĢ=J@
Ġ>
PDANAD=OJKP=NEOAJEJPDAEJPANR=H>APSAAJPDAAJ@KBPDAłJ=J?E=HUA=N=J@PDA@=PAKBPDEONALKNP=JUEPAI PN=JO=?PEKJKNARAJPKB=
I=PANE=H=J@QJQOQ=HJ=PQNAHEGAHUPK=BBA?POQ>OP=JPE=HHUPDANAOQHPOKBPDAKLAN=PEKJOKBPDA$NKQLKNKBPDA KIL=JUBKNPDAłJ=J?E=H
UA=NEJSDE?DPDEONALKNPEOI=@A
SIGNIFICANT EVENTS POST REPORTING DATE
(a) Disposal of Renaissance Kuala Lumpur Hotel
,J QCQOP PDA $NKQL RE= EPO OQ>OE@E=NU &$ KNLKN=PEKJ AND=@ Ġļ&$
=JJKQJ?A@ PK QNO= *=H=UOE= PD=P $NA=P 2JEKJ
-NKLANPEAO 0@J D@ = SDKHHU KSJA@ OQ>OE@E=NU KB &$ D=@ OECJA@ = 0=HA =J@ -QN?D=OA CNAAIAJP PK @EOLKOA /AJ=EOO=J?A (Q=H=
)QILQN%KPAHBKN=?=OD?KJOE@AN=PEKJKB/*IEHHEKJ1DA@EOLKO=HS=O?KILHAPA@KJ'=JQ=NU
(b) Proposed Acquisition of the Entire Equity Interest in IGB Corporation Berhad
,J#A>NQ=NU PDA KIL=JUD=OLNKLKOA@PK=?MQENAPDAAJPENAAMQEPUEJPANAOPEJ&$JKP=HNA=@UKSJA@>UPDA KIL=JU>U

S=UKB=IAI>ANOO?DAIAKB=NN=JCAIAJPPK>AQJ@ANP=GAJ>U&$LQNOQ=JPPK0A?PEKJKBPDA KIL=JEAO?P Ġļ-NKLKOA@
0?DAIA

1DA -NKLKOA@ 0?DAIA SEHH I=GA &$ = SDKHHUKSJA@ OQ>OE@E=NU KB PDA KIL=JU SDE?D SEHH HEGAHU AHEIEJ=PA PDA DKH@EJC ?KIL=JU
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*=H=UOE=
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E
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KB PDA KBBAN LNE?A EJ ?=OD =J@ KB PDA KBBAN LNE?A EJ JAS KN@EJ=NU OD=NAO EJ $KH@EO =P =J EOOQA LNE?A KB /* LAN
$KH@EOOD=NAĢKN
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KB PDA KBBAN LNE?A EJ ?=OD =J@ KB PDA KBBAN LNE?A EJ $KH@EO +AS /A@AAI=>HA KJRANPE>HA -NABANAJ?A 0D=NAO Ġļ+AS
/ -0
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1DA PKP=H ?KJOE@AN=PEKJ BKN PDA =?MQEOEPEKJ KB PDA NAI=EJEJC AMQEPU EJPANAOP EJ &$ EO ATLA?PA@ PK =IKQJP PK /* IEHHEKJ
=OOQIEJCPDAKQPOP=J@EJC&$"0,0KLPEKJO=NAJKPATAN?EOA@
,J *=N?D PDA KIL=JU =JJKQJ?A@ PD=P &$ NAMQAOPA@ BKN =J ATPAJOEKJ KB PEIA QL PK LNEH PK NARANP SEPD EPO
@A?EOEKJSDAPDANPKLQPBKNS=N@PDA-NKLKOA@0?DAIAPKPDAOD=NADKH@ANOKB&$BKN?KJOE@AN=PEKJ1DANAMQAOPS=O=CNAA@>UPDA
KIL=JUKJARAJ@=PA
AUDITORS
1DA =Q@EPKNO -NE?AS=PANDKQOA KKLANO D=RA ATLNAOOA@ PDAEN SEHHEJCJAOO PK ?KJPEJQA EJ KBBE?A 1DA !ENA?PKNO D=@ AJ@KNOA@ PDA
NA?KIIAJ@=PEKJKBPDAQ@EP KIIEPPAABKN-NE?AS=PANDKQOA KKLANOPK>ANA=LLKEJPA@=O=Q@EPKNO
0ECJA@EJ=??KN@=J?ASEPD=NAOKHQPEKJKBPDA!ENA?PKNO@=PA@LNEH
TAN LEI CHENG TAN BOON LEE

!&/" 1,/ !&/" 1,/

INCOME STATEMENTS
Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
/ARAJQA 6

KOPKBO=HAO Ġ
Ġ

$NKOOLNKłP

Other operating income
@IEJEOPN=PERAATLAJOAO Ġ
Ġ
Ġ
Ġ
,PDANKLAN=PEJCATLAJOAO Ġ

Ġ
Ġ

-NKłPBNKIKLAN=PEKJO

#EJ=J?AEJ?KIA
#EJ=J?A?KOPO Ġ
Ġ
Ġ
Ġ
0D=NAKBNAOQHPOKB=OOK?E=PAO

0D=NAKBNAOQHPOKBFKEJPRAJPQNAO Ġ
Ġ

-NKłP>ABKNAP=T=PEKJ

1=TĠATLAJOA
?NA@EP Ġ
Ġ

PPNE>QP=>HAPKġ
,SJANOKBPDAL=NAJP
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ġ
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1DA=??KIL=JUEJC=??KQJPEJCLKHE?EAO=J@JKPAOBKNI=JEJPACN=HL=NPKBPDAOAłJ=J?E=HOP=PAIAJPO

STATEMENTS OF COMPREHENSIVE INCOME
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
,PDAN?KILNADAJOERAEJ?KIAĠHKOO
ġ
R=EH=>HABKNO=HAłJ=J?E=H=OOAPO
JAP?D=JCAEJB=ENR=HQAO Ġ
Ġ
Ġ
Ġ
"T?D=JCAŃQ?PQ=PEKJNAOANRA
?QNNAJ?UPN=JOH=PEKJ@EBBANAJ?AO Ġ

&PAIOPD=PI=U>AOQ>OAMQAJPHUNA?H=OOEłA@PKLNKłPKNHKOO Ġ

Ġ
Ġ
1KP=H?KILNADAJOERAEJ?KIABKNPDAłJ=J?E=HUA=N
PPNE>QP=>HAPKġ
,SJANOKBPDAL=NAJP
1KP=H?KILNADAJOERAEJ?KIABKNPDAłJ=J?E=HUA=N

STATEMENTS OF FINANCIAL POSITION
as at 31 December 2016
Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
ASSETS
+,+ 2//"+100"10
-NKLANPU LH=JP=J@AMQELIAJP

Inventories
Investment properties
)KJCPANILNAL=E@HA=OA
Intangible assets
EKHKCE?=H=OOAPO
Subsidiaries
Associates
'KEJPRAJPQNAO
Concession receivables
!ABANNA@P=T=OOAPO

2//"+100"10
Inventories

#EJ=J?E=H=OOAPO=PB=ENR=HQAPDNKQCDLNKłPKNHKOO
IKQJPOKSEJCBNKIOQ>OE@E=NEAO
IKQJPOKSEJCBNKI=OOK?E=PAO
IKQJPOKSEJCBNKIFKEJPRAJPQNAO
/A?AER=>HAO=J@?KJPN=?P=OOAPO
1=TNA?KRAN=>HA
=ODDAH@QJ@AN%KQOEJC!ARAHKLIAJP??KQJPO
!ALKOEPO ?=OD=J@>=JG>=H=J?AO

OOAP?H=OOEłA@=ODAH@BKNO=HA

1,1)00"10

011"*"+10,##&++ &)-,0&1&,+01!" "*"/Ġ?KJP@
Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
EQUITY AND LIABILITIES
".2&1611/&21)"1,,4+"/0,#1%"-/"+1
Share capital
Share premium
Treasury shares Ġ
Ġ
Ġ
Ġ
/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A0D=NAO
Other reserves Ġ

/AP=EJA@A=NJEJCO

1,1)".2&16
LIABILITIES
+,+ 2//"+1)&&)&1&"0
Payables and contract liabilities

!ABANNA@P=THE=>EHEPEAO
%ENALQN?D=OA=J@łJ=J?AHA=OAL=U=>HAO
&JPANAOP>A=NEJC>=JG>KNNKSEJCO

2//"+1)&&)&1&"0
Amount owing to subsidiaries
Amount owing to associates 4
QNNAJPP=THE=>EHEPEAO
%ENALQN?D=OA=J@łJ=J?AHA=OAL=U=>HAO 44

1,1))&&)&1&"0
1,1)".2&16+!)&&)&1&"0

CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
Attributable to owners of the parent

Redeemable
Convertible
Cumulative
Share Share Treasury Preference Other Non-
capital premium shares Shares reserves Retained controlling Total
Group Note (Note 30) (Note 31) (Note 32) (Note 30) (Note 34) earnings Total interests equity
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

P'=JQ=NU Ġ

Comprehensive income
-NKłPBKNPDAłJ=J?E=H
year
Other comprehensive
income Ġ
Ġ
Ġ
Ġ
Total comprehensive
income for the
financial year Ġ

Transactions with owners

KJRANOEKJKB
/A@AAI=>HA
Convertible Cumulative
-NABANAJ?A0D=NAOEJPK
ordinary shares Ġ

Dividend paid to ordinary
shareholders Ġ
Ġ
Ġ
Dividends paid to
JKJ?KJPNKHHEJC
interests Ġ
Ġ
Changes in ownership
interests in subsidiaries
that do not result in a
HKOOKB?KJPNKH Ġ
Ġ
Ġ
Total transactions with

owners Ġ
Ġ
Ġ
Ġ
Ġ
P!A?AI>AN Ġ


,+0,)&!1"!011"*"+1,# %+$"0&+".2&16#,/1%"#&++ &)6"/"+!"!!" "*"/Ġ?KJP@
Attributable to owners of the parent

Redeemable
Convertible
Cumulative
Share Share Treasury Preference Other Non-
capital premium shares Shares reserves Retained controlling Total
Group Note (Note 30) (Note 31) (Note 32) (Note 30) (Note 34) earnings Total interests equity

P'=JQ=NU Ġ

-NKłPBKNPDAłJ=J?E=H
year
Other comprehensive
income
Total comprehensive
income for the
financial year

&OOQ=J?AKB/A@AAI=>HA
Convertible Cumulative
-NABANAJ?AOD=NAO
Options granted to
ATA?QPERAOKB=
subsidiary
Dividend paid to ordinary
shareholders Ġ
Ġ
Ġ
!ERE@AJ@OL=E@PKJKJ
controlling interests Ġ
Ġ
Changes in ownership
interests in
subsidiaries that do
JKPNAOQHPEJ=HKOOKB
control Ġ
Ġ
Ġ
Ġ
Total transactions with

owners Ġ
Ġ

P!A?AI>AN Ġ


COMPANY STATEMENT OF CHANGES IN EQUITY
Redeemable
Convertible
Cumulative
Share Share Treasury Preference Other
capital premium shares Shares reserve Retained
Company Note (Note 30) (Note 31) (Note 32) (Note 30) (Note 34) earnings Total
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

P'=JQ=NU Ġ

Other comprehensive income Ġ
Ġ
Total comprehensive income for the

financial year Ġ


KJRANOEKJKB/A@AAI=>HA KJRANPE>HA
QIQH=PERA-NABANAJ?A0D=NAOEJPK
Ordinary Shares Ġ

Dividend paid to ordinary shareholders Ġ
Ġ
Total transactions with owners Ġ

Ġ
Ġ
P!A?AI>AN Ġ

Ġ

P'=JQ=NU Ġ

Ġ
Total comprehensive income for the

financial year Ġ


&OOQ=J?AKB/A@AAI=>HA KJRANPE>HA
QIQH=PERA-NABANAJ?AOD=NAO
Dividend paid to ordinary shareholders Ġ
Ġ
Total transactions with owners Ġ

P!A?AI>AN Ġ


STATEMENTS OF CASH FLOWS
Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
,-"/1&+$ 1&3&1&"0
=ODNA?AELPOBNKI?QOPKIANO

Cash paid to suppliers and employees Ġ
Ġ
Ġ
Ġ
=ODŃKSOBNKIĠQOA@EJ
KLAN=PEKJO Ġ
Ġ
Dividends received

Interests received
Interests paid Ġ
Ġ
Ġ
Ġ
&J?KIAP=TAONABQJ@A@
&J?KIAP=TAOL=E@ Ġ
Ġ
Ġ
Ġ
+AP?=ODCAJAN=PA@BNKIKLAN=PEJC=?PEREPEAO
&+3"01&+$ 1&3&1&"0
@@EPEKJ=HEJRAOPIAJPEJġ
=R=EH=>HABKNO=HAłJ=J?E=H=OOAPO Ġ
Ġ
Ġ
Ġ
łJ=J?E=H=OOAPO=PB=ENR=HQAPDNKQCDLNKłPKNHKOO Ġ
Ġ
Ġ
Ġ
@@EPEKJOEJġ
EJRAOPIAJPLNKLANPEAO Ġ
Ġ

H=J@DAH@BKNLNKLANPU@ARAHKLIAJP Ġ
Ġ

>EKHKCE?=H=OOAPO Ġ
Ġ

EJP=JCE>HA=OOAPO Ġ
Ġ

-NK?AA@BNKIEOOQ=J?AKBOD=NAO>UOQ>OE@E=NEAOPK
JKJ?KJPNKHHEJCEJPANAOP
-NK?AA@OBNKI@EOLKO=HKBġ
=OOK?E=PAO 546
łJ=J?E=H=OOAPO=PB=ENR=HQAPDNKQCDLNKłPKNHKOO
H=J@DAH@BKNLNKLANPU@ARAHKLIAJP
-NK?AA@OBNKINA@AILPEKJKBLNABANAJ?AOD=NAOEJ
associates
-NKLANPU LH=JP=J@AMQELIAJPġ
=@@EPEKJO Ġ
Ġ
Ġ
Ġ
@EOLKO=HO

@R=J?AOPKOQ>OE@E=NEAOġ
=@R=J?AO Ġ
Ġ
NAL=UIAJPO

@R=J?AOBNKIOQ>OE@E=NEAOġ
=@R=J?AO
NAL=UIAJPO Ġ

@R=J?AOPK=OOK?E=PAO=J@FKEJPRAJPQNAOġ
=@R=J?AO Ġ
Ġ

NAL=UIAJPO
!ALKOEPNAHA=OA@ĠLHA@CA@
SEPDHE?AJOA@>=JG Ġ

Interest received
!ERE@AJ@NA?AERA@BNKI=OOK?E=PAO
=LEP=HNAL=UIAJPPKJKJ?KJPNKHHEJCEJPANAOPOKB=
subsidiary Ġ
Ġ

0Q>O?NELPEKJKB=@@EPEKJ=HOD=NAOEJ=OOK?E=PAO Ġ
Ġ

=LEP=HNAL=UIAJPBNKI=J=OOK?E=PA
+AP?=ODCAJAN=PA@BNKIĠQOA@EJ
EJRAOPEJC=?PEREPEAO Ġ
Ġ
Ġ

011"*"+10,# 0%#),40#,/1%"#&++ &)6"/"+!"!!" "*"/Ġ?KJP@
Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
#&++ &+$ 1&3&1&"0
@@EPEKJ=HEJRAOPIAJPEJ=OQ>OE@E=NUBNKI
JKJ?KJPNKHHEJCEJPANAOP Ġ
Ġ
Ġ
?MQEOEPEKJKBOQ>OE@E=NEAO
/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A0D=NAOġ
LNK?AA@OBNKIEOOQ=J?A
EOOQAATLAJOAO Ġ
Ġ
!ERE@AJ@L=E@PKġ
JKJ?KJPNKHHEJCEJPANAOPO Ġ
Ġ

KN@EJ=NUOD=NADKH@ANO Ġ
Ġ
Ġ
Ġ
DKH@ANOKB/ -0 Ġ

Ġ
Ġ
Ġ
/AL=UIAJPOKB>KNNKSEJCO Ġ

Ġ
Ġ
Ġ
-NK?AA@OBNKI>KNNKSEJCO

=OD=NEOEJCBNKI@EHQPEKJKBAMQEPUEJ=OQ>OE@E=NU
-=UIAJPOKBDENALQN?D=OA=J@łJ=J?AHA=OAHE=>EHEPEAO Ġ
Ġ

Deposit held with trustee Ġ
Ġ

+AP?=ODQOA@EJłJ=J?EJC=?PEREPEAO Ġ

Ġ
Ġ
Ġ
+APEJ?NA=OAĠ@A?NA=OA
EJ?=OD=J@?=ODAMQER=HAJPO
@QNEJCPDAłJ=J?E=HUA=N Ġ
Ġ
Ġ
QNNAJ?UPN=JOH=PEKJ@EBBANAJ?AO Ġ
Ġ

=OD=J@?=ODAMQER=HAJPO=P>ACEJJEJCKBPDA
łJ=J?E=HUA=N
=OD=J@?=ODAMQER=HAJPO=PAJ@KBPDAłJ=J?E=HUA=N
+KJ?=ODPN=JO=?PEKJO
1DALNEJ?EL=HJKJ?=ODPN=JO=?PEKJKBPDA KIL=JUEJłJ=J?E=HUA=NEOġ

1DA?=LEP=HEO=PEKJKB=@R=J?AOPKOQ>OE@E=NEAOKB/* =OEJRAOPIAJPEJOQ>OE@E=NEAO

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
A BASIS OF PREPARATION
1DA łJ=J?E=H OP=PAIAJPO KB PDA $NKQL =J@ KB PDA KIL=JU D=RA >AAJ LNAL=NA@ EJ =??KN@=J?A SEPD *=H=UOE=J #EJ=J?E=H /ALKNPEJC
0P=J@=N@OĠļ*#/0
&JPANJ=PEKJ=H#EJ=J?E=H/ALKNPEJC0P=J@=N@O=J@PDANAMQENAIAJPOKBPDA KIL=JEAO?P EJ*=H=UOE=
1DA łJ=J?E=H OP=PAIAJPO KB PDA $NKQL =J@ KB PDA KIL=JU D=RA >AAJ LNAL=NA@ QJ@AN PDA DEOPKNE?=H ?KOP ?KJRAJPEKJ AT?ALP =O
@EO?HKOA@EJPDEOOQII=NUKBOECJEł?=JP=??KQJPEJCLKHE?EAO
1DA LNAL=N=PEKJ KB łJ=J?E=H OP=PAIAJPO EJ ?KJBKNIEPU SEPD *#/0 NAMQENAO PDA QOA KB ?ANP=EJ ?NEPE?=H =??KQJPEJC AOPEI=PAO =J@
=OOQILPEKJOPD=P=BBA?PPDANALKNPA@=IKQJPOKB=OOAPO=J@HE=>EHEPEAO=J@@EO?HKOQNAKB?KJPEJCAJP=OOAPO=J@HE=>EHEPEAO=PPDA@=PAKB
PDAłJ=J?E=HOP=PAIAJPO =J@PDANALKNPA@=IKQJPOKBNARAJQAO=J@ATLAJOAO@QNEJCPDANALKNPA@LANEK@&P=HOKNAMQENAO!ENA?PKNOPK
ATAN?EOAPDAENFQ@CAIAJPEJPDALNK?AOOKB=LLHUEJCPDA$NKQLO=J@PDA KIL=JUO=??KQJPEJCLKHE?EAOHPDKQCDPDAOAAOPEI=PAO=J@
FQ@CAIAJPO=NA>=OA@KJPDA!ENA?PKNO>AOPGJKSHA@CAKB?QNNAJPARAJPO=J@=?PEKJO =?PQ=HNAOQHPOI=U@EBBANBNKIPDAOAAOPEI=PAO
1DA =NA=O EJRKHREJC = DECDAN @ACNAA KB FQ@CAIAJP KN ?KILHATEPU KN =NA=O SDANA =OOQILPEKJO =J@ AOPEI=PAO =NA OECJEł?=JP PK PDA
łJ=J?E=HOP=PAIAJPO=NA@EO?HKOA@EJ+KPA
Ġ=
0P=J@=N@O =IAJ@IAJPO=J@EILNKRAIAJPOPKLQ>HEODA@OP=J@=N@O=J@EJPANLNAP=PEKJOPKATEOPEJCOP=J@=N@OPD=P=NAABBA?PERA
=J@=NA=LLHE?=>HAPKPDA$NKQL=J@PDA KIL=JU
1DA $NKQL =J@ PDA KIL=JU D=RA =LLHEA@ PDA BKHHKSEJC =IAJ@IAJPO BKN PDA łNOP PEIA BKN PDA łJ=J?E=H UA=N >ACEJJEJC KJ
'=JQ=NUġ
IAJ@IAJPOPK*#/0 ĺ&JRAOPIAJPAJPEPEAO=LLHUEJCPDA?KJOKHE@=PEKJAT?ALPEKJ
IAJ@IAJPOPK*#/0ĺ'KEJP=NN=JCAIAJPO??KQJPEJCBKN=?MQEOEPEKJKBEJPANAOPOEJFKEJPKLAN=PEKJO
IAJ@IAJPOPK*#/0ĺ-NAOAJP=PEKJKBłJ=J?E=HOP=PAIAJPO!EO?HKOQNAEJEPE=PERA
IAJ@IAJPOPK*#/0*#/0ĺ-NKLANPU LH=JP=J@AMQELIAJP=J@EJP=JCE>HA=OOAPO H=NEł?=PEKJKB=??ALP=>HA
IAPDK@OKB@ALNA?E=PEKJ=J@=IKNPEO=PEKJ
IAJ@IAJPOPK*#/0ĺ"MQEPUIAPDK@EJOAL=N=PAłJ=J?E=HOP=PAIAJPO
JJQ=H&ILNKRAIAJPOPK*#/0O U?HA
1DA=@KLPEKJKBPDAOA=IAJ@IAJPO@E@JKPD=RA=JUI=PANE=HEIL=?PKJPDA?QNNAJPKN=JULNEKNUA=NłJ=J?E=HOP=PAIAJPOKBPDA
$NKQL=J@KBPDA KIL=JU=J@=NAJKPHEGAHUPK=BBA?PBQPQNALANEK@O
Ġ>
0P=J@=N@O =IAJ@IAJPO =J@ EILNKRAIAJPO PK LQ>HEODA@ OP=J@=N@O =J@ EJPANLNAP=PEKJO PK ATEOPEJC OP=J@=N@O PD=P =NA A=NHU
=@KLPA@>UPDA$NKQL=J@PDA KIL=JUAT?ALPBKN*#/0ĺ/ARAJQABNKI?KJPN=?PSEPD?QOPKIANOSDE?DS=O=@KLPA@>UPDA
$NKQL=J@PDA KIL=JUEJPDAłJ=J?E=HUA=NAJ@A@!A?AI>AN
1DANA =NA JK JAS =??KQJPEJC OP=J@=N@O =IAJ@IAJPO =J@ EILNKRAIAJPO PK LQ>HEODA@ OP=J@=N@O =J@ EJPANLNAP=PEKJO PD=P =NA
A=NHU=@KLPA@>UPDA$NKQL=J@PDA KIL=JU
Ġ?
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=IKQJP KB PDA EJRAOPIAJP4DAJ PDA $NKQLO OD=NA KB HKOOAO EJ =J =OOK?E=PA AMQ=HO KN AT?AA@OEPO EJPANAOPOEJ PDA =OOK?E=PA
EJ?HQ@EJC =JU HKJCPANI EJPANAOPO PD=P EJ OQ>OP=J?A BKNI L=NP KB PDA $NKQLO JAP EJRAOPIAJP EJ PDA =OOK?E=PA PDA $NKQL
@KAOJKPNA?KCJEOABQNPDANHKOOAO QJHAOOEPD=OEJ?QNNA@HAC=HKN?KJOPNQ?PERAK>HEC=PEKJOKNI=@AL=UIAJPOKJ>AD=HBKBPDA
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CKK@SEHHEO?=H?QH=PA@=PA=?DOP=CAKBPDA=?MQEOEPEKJ1DA$NKQL@KAOJKPNAR=HQAEPOLNAREKQOHUKSJA@OD=NAKBJAP=OOAPOPK
B=ENR=HQAJUATEOPEJC=R=EH=>HABKNO=HANAOANRAEONARANOA@EJKPDAN?KILNADAJOERAEJ?KIA NAOP=PEJCPDAEJRAOPIAJPPK?KOP
#KN =J EJRAOPIAJP @AOECJ=PA@ =P B=EN R=HQA PDNKQCD LNKłP KN HKOO PDA NARANO=H NAOQHPEJC BNKI PDA NAOP=PAIAJP PK ?KOP EO I=@A
=C=EJOP NAP=EJA@ A=NJEJCO OD=NA KB LNKłPO Ġ=BPAN @ERE@AJ@O
PKCAPDAN SEPD = OD=NA KB =JU AMQEPU IKRAIAJPO NAH=PEJC PK PDA
LNAREKQOHUDAH@EJPANAOP=NA=??KQJPA@BKNEJKPDAN?KILNADAJOERAEJ?KIA
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LQN?D=OA@1DALNAREKQOHUDAH@EJPANAOPEOJKPNAIA=OQNA@
1DA $NKQL @APANIEJAO =P A=?D NALKNPEJC @=PA SDAPDAN PDANA EO =JU K>FA?PERA ARE@AJ?A PD=P PDA EJRAOPIAJP EO EIL=ENA@ J
EIL=ENIAJPHKOOEONA?KCJEOA@BKNPDA=IKQJP>USDE?DPDA?=NNUEJC=IKQJPKBPDA=OOK?E=PAAT?AA@OEPONA?KRAN=>HA=IKQJP
1DA$NKQLLNAOAJPOPDAEIL=ENIAJPHKOO=@F=?AJPPKĺOD=NAKBNAOQHPOKB=OOK?E=PAOEJPDAEJ?KIAOP=PAIAJP
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EJPDA$NKQLOłJ=J?E=HOP=PAIAJPOKJHUPKPDAATPAJPKBQJNAH=PA@EJRAOPKNOEJPANAOPOEJPDA=OOK?E=PAO2JNA=HEOA@HKOOAO=NA
AHEIEJ=PA@QJHAOOPDAPN=JO=?PEKJLNKRE@AOARE@AJ?AKB=JEIL=ENIAJPKBPDA=OOAPPN=JOBANNA@??KQJPEJCLKHE?EAOKB=OOK?E=PAO
D=RA>AAJ?D=JCA@SDANAJA?AOO=NUPKAJOQNA?KJOEOPAJ?USEPDPDALKHE?EAO=@KLPA@>UPDA$NKQL
4DANA PDA $NKQL ?A=OAO PK AMQEPU =??KQJP EPO =OOK?E=PA >A?=QOA KB = HKOO KB OECJEł?=JP EJŃQAJ?A =JU NAP=EJA@ EJPANAOP EJ
PDA AJPEPU EO NAIA=OQNA@ PK EPO B=EN R=HQA SEPD PDA ?D=JCA EJ ?=NNUEJC =IKQJP NA?KCJEOA@ EJ LNKłP KN HKOO 1DEO B=EN R=HQA
>A?KIAOPDAEJEPE=H?=NNUEJC=IKQJPBKNPDALQNLKOAOKBOQ>OAMQAJPHU=??KQJPEJCBKNPDANAP=EJA@EJPANAOP=O=łJ=J?E=H=OOAP
&J=@@EPEKJ =JU=IKQJPLNAREKQOHUNA?KCJEOA@EJKPDAN?KILNADAJOERAEJ?KIAEJNAOLA?PKBPDAAJPEPUEO=??KQJPA@BKN=OEBPDA
$NKQL D=@ @ENA?PHU @EOLKOA@ KB PDA NAH=PA@ =OOAPO =J@ HE=>EHEPEAO 1DEO I=U IA=J PD=P =IKQJPO LNAREKQOHU NA?KCJEOA@ EJ KPDAN
?KILNADAJOERAEJ?KIA=NANA?H=OOEłA@PKLNKłPKNHKOO

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ĠA
OOK?E=PAOĠ?KJPEJQA@
&B PDA KSJANODEL EJPANAOP EJ =J =OOK?E=PA EO NA@Q?A@ >QP OECJEł?=JP EJŃQAJ?A EO NAP=EJA@ KJHU = LNKLKNPEKJ=PA OD=NA KB PDA
=IKQJPOLNAREKQOHUNA?KCJEOA@EJKPDAN?KILNADAJOERAEJ?KIAEONA?H=OOEłA@PKLNKłPKNHKOOSDANA=LLNKLNE=PA
!EHQPEKJC=EJOKNHKOOAO=NEOEJCEJEJRAOPIAJPOEJ=OOK?E=PAO=NANA?KCJEOA@EJPDAEJ?KIAOP=PAIAJP
ĠB
&JRAOPIAJPOEJOQ>OE@E=NEAO FKEJPRAJPQNAO=J@=OOK?E=PAO
&J PDA KIL=JUO OAL=N=PA łJ=J?E=H OP=PAIAJPO EJRAOPIAJPO EJ OQ>OE@E=NEAO FKEJP RAJPQNAO =J@ =OOK?E=PAO =NA ?=NNEA@ =P ?KOP
HAOO =??QIQH=PA@ EIL=ENIAJP HKOOAO ,J @EOLKO=H KB EJRAOPIAJPOEJ OQ>OE@E=NEAO FKEJP RAJPQNAO =J@ =OOK?E=PAO PDA @EBBANAJ?A
>APSAAJ@EOLKO=HLNK?AA@O=J@PDA?=NNUEJC=IKQJPOKBPDAEJRAOPIAJPO=NANA?KCJEOA@EJLNKłPKNHKOO
1DA=IKQJPO@QABNKIOQ>OE@E=NEAOKBSDE?DPDA KIL=JU@KAOJKPATLA?PNAL=UIAJPEJPDABKNAOAA=>HABQPQNA=NA?KJOE@ANA@
=OL=NPKBPDA KIL=JUOEJRAOPIAJPOEJPDAOQ>OE@E=NEAO FKEJPRAJPQNAO=J@=OOK?E=PAO
C PROPERTY, PLANT AND EQUIPMENT
-NKLANPU LH=JP=J@AMQELIAJP=NAEJEPE=HHUOP=PA@=P?KOPHAOO=??QIQH=PA@@ALNA?E=PEKJ=J@EIL=ENIAJPHKOOAO1DA?KOPKB=JEPAI
KBLNKLANPU LH=JP=J@AMQELIAJPEJEPE=HHUNA?KCJEOA@EJ?HQ@AOEPOLQN?D=OALNE?A=J@=JU?KOPPD=PEO@ENA?PHU=PPNE>QP=>HAPK>NEJCEJC
PDA=OOAPPKPDAHK?=PEKJ=J@?KJ@EPEKJJA?AOO=NUBKNEPPK>A?=L=>HAKBKLAN=PEJCEJPDAI=JJANEJPAJ@A@>UI=J=CAIAJP KOP=HOK
EJ?HQ@AO>KNNKSEJC?KOPOPD=P=NA@ENA?PHU=PPNE>QP=>HAPKPDA=?MQEOEPEKJ ?KJOPNQ?PEKJKNLNK@Q?PEKJKB=MQ=HEBUEJC=OOAPĠOAA+KPA/
KJ>KNNKSEJCO=J@>KNNKSEJC?KOPO

0Q>OAMQAJP ?KOPO =NA EJ?HQ@A@ EJ PDA =OOAPO ?=NNUEJC =IKQJP KN NA?KCJEOA@ =O = OAL=N=PA =OOAP =O =LLNKLNE=PA KJHU SDAJ EP EO
LNK>=>HA PD=P BQPQNA A?KJKIE? >AJAłPO =OOK?E=PA@ SEPD PDA EPAI SEHH ŃKS PK PDA $NKQL =J@ PDA ?KOP KB PDA EPAI ?=J >A IA=OQNA@
NAHE=>HU1DA?=NNUEJC=IKQJPKBPDANALH=?A@L=NPEO@ANA?KCJEOA@HHKPDANNAL=ENO=J@I=EJPAJ=J?A=NANA?KCJEOA@=OATLAJOAOEJ
PDAEJ?KIAOP=PAIAJPO@QNEJCPDAłJ=J?E=HUA=NOEJSDE?DPDAU=NAEJ?QNNA@
#NAADKH@H=J@EOJKP@ALNA?E=PA@=OEPD=O=JEJłJEPAHEBA)A=OADKH@H=J@?H=OOEłA@=OłJ=J?AHA=OAEO=IKNPEOA@EJAMQ=HEJOP=HIAJPO
KRANPDALANEK@KBPDANAOLA?PERAHA=OAO,PDANLNKLANPU LH=JP=J@AMQELIAJP=NA@ALNA?E=PA@KJPDAOPN=ECDPHEJAIAPDK@PK=HHK?=PA
PDA?KOPPKPDAENNAOE@Q=HR=HQAOKRANPDAENAOPEI=PA@QOABQHHERAO OQII=NEOA@=OBKHHKSOġ
QEH@EJCO EJ?HQ@EJCDKPAHLNKLANPEAO PKUA=NO

)A=OADKH@H=J@ PKUA=NO
Plant and machinery PKUA=NO
#QNJEPQNA łTPQNAO łPPEJCO=J@AMQELIAJP PKUA=NO
*KPKNRADE?HAO 5 years
/AOE@Q=H R=HQAO =J@ QOABQH HERAO KB =OOAPO =NA NAREASA@ =J@ =@FQOPA@ EB =LLNKLNE=PA =P PDA AJ@ KB PDA NALKNPEJC LANEK@ 1DA $NKQL
?=NNEAOKQP=OOAOOIAJPKJNAOE@Q=HR=HQAO=J@QOABQHHERAOKB=OOAPOKJ=J=JJQ=H>=OEO1DANAS=OJK=@FQOPIAJP=NEOEJCBNKIPDA
=OOAOOIAJPLANBKNIA@EJPDAłJ=J?E=HUA=N
!ALNA?E=PEKJKJ=OOAPOQJ@AN?KJOPNQ?PEKJ?KIIAJ?AOSDAJPDA=OOAPO=NANA=@UBKNPDAENEJPAJ@A@QOA
P PDA AJ@ KB PDA NALKNPEJC LANEK@ PDA $NKQL =OOAOOAO SDAPDAN PDANA EO =JU EJ@E?=PEKJ KB EIL=ENIAJP &B OQ?D EJ@E?=PEKJO ATEOP =J
=J=HUOEOEOLANBKNIA@PK=OOAOOSDAPDANPDA?=NNUEJC=IKQJPKBPDA=OOAPEOBQHHUNA?KRAN=>HASNEPA@KSJEOI=@AEBPDA?=NNUEJC
=IKQJPAT?AA@OPDANA?KRAN=>HA=IKQJPĠOAA+KPA$KJEIL=ENIAJPKBJKJłJ=J?E=H=OOAPO

$=EJO=J@HKOOAOKJ@EOLKO=HO=NA@APANIEJA@>U?KIL=NEJCJAP@EOLKO=HLNK?AA@OSEPD?=NNUEJC=IKQJP=J@=NAEJ?HQ@A@EJEJ?KIA
OP=PAIAJPO
D INVESTMENT PROPERTIES
&JRAOPIAJPLNKLANPEAO ?KILNEOEJCLNEJ?EL=HHUH=J@ @ARAHKLIAJPNECDPO=J@>QEH@EJCO=NADAH@BKNHKJCPANINAJP=HUEAH@OKNBKN?=LEP=H

=LLNA?E=PEKJ KN >KPD =J@ =NA JKP OQ>OP=JPE=HHU K??QLEA@ >U PDA $NKQL QEH@EJC łPPEJCO PD=P =NA =PP=?DA@ PK PDA >QEH@EJCO =NA =HOK
?H=OOEłA@=OEJRAOPIAJPLNKLANPEAO KOP=HOKEJ?HQ@AO>KNNKSEJC?KOPOPD=P=NA@ENA?PHU=PPNE>QP=>HAPKPDA=?MQEOEPEKJ ?KJOPNQ?PEKJKN
LNK@Q?PEKJKB=MQ=HEBUEJC=OOAPĠOAA+KPA/KJ>KNNKSEJCO=J@>KNNKSEJC?KOPO


02**/6,#0&$+&#& +1 ,2+1&+$-,)& &"0#,/1%"#&++ &)6"/"+!"!!" "*"/Ġ?KJP@
D INVESTMENT PROPERTIES (CONTINUED)
BPAN EJEPE=H NA?KCJEPEKJ EJRAOPIAJP LNKLANPU EO OP=PA@ =P ?KOP HAOO =JU =??QIQH=PA@ @ALNA?E=PEKJ =J@ EIL=ENIAJP HKOOAO P A=?D
NALKNPEJC@=PA PDA$NKQL=OOAOOAOSDAPDANPDANAEO=JUEJ@E?=PEKJKBEIL=ENIAJP&BOQ?DEJ@E?=PEKJOATEOP =J=J=HUOEOEOLANBKNIA@
PK =OOAOO SDAPDAN PDA ?=NNUEJC =IKQJP KB PDA =OOAP EO BQHHU NA?KRAN=>HA SNEPA @KSJ EO I=@A EB PDA ?=NNUEJC =IKQJP AT?AA@O PDA
NA?KRAN=>HA =IKQJP ĠOAA +KPA $ KJ EIL=ENIAJP KB JKJłJ=J?E=H =OOAPO
#NAADKH@ H=J@ EO JKP @ALNA?E=PA@ =O EP D=O =J EJłJEPA HEBA
OOAPO QJ@AN ?KJOPNQ?PEKJ =J@ H=J@ DAH@ BKN BQPQNA @ARAHKLIAJP =NA @ALNA?E=PA@ SDAJ PDA =OOAPO =NA NA=@U BKN PDAEN EJPAJ@A@ QOA
&JRAOPIAJPLNKLANPEAO=NA@ALNA?E=PA@KJPDAOPN=ECDPHEJA>=OEOPK=HHK?=PAPDA?KOPPKPDAENNAOE@Q=HR=HQAOKRANPDAENAOPEI=PA@QOABQH
HERAO OQII=NEOA@=OBKHHKSOġ
/AP=EHLNKLANPU PKUA=NO
KIIAN?E=HLNKLANPU PKUA=NO
0Q>OAMQAJP ATLAJ@EPQNA EO ?=LEP=HEOA@ PK PDA =OOAPO ?=NNUEJC =IKQJP KJHU SDAJ EP EO LNK>=>HA PD=P BQPQNA A?KJKIE? >AJAłPO
=OOK?E=PA@ SEPD PDA ATLAJ@EPQNA SEHH ŃKS PK PDA $NKQL =J@ PDA ?KOP KB PDA EPAI ?=J >A IA=OQNA@ NAHE=>HU HH KPDAN NAL=ENO =J@
I=EJPAJ=J?A?KOPO=NAATLAJOA@SDAJEJ?QNNA@4DAJL=NPKB=JEJRAOPIAJPLNKLANPUEONALH=?A@ PDA?=NNUEJC=IKQJPKBPDANALH=?A@
L=NPEO@ANA?KCJEOA@
&JRAOPIAJPLNKLANPUEO@ANA?KCJEOA@AEPDANSDAJEPD=O>AAJ@EOLKOA@KBKNSDAJPDAEJRAOPIAJPLNKLANPUEOLANI=JAJPHUSEPD@N=SJ
BNKIQOA=J@JKBQPQNAA?KJKIE?>AJAłPEOATLA?PA@BNKIEPO@EOLKO=H$=EJO=J@HKOOAOKJ@EOLKO=HO=NA@APANIEJA@>U?KIL=NEJC
JAP@EOLKO=HLNK?AA@OSEPDPDA?=NNUEJC=IKQJP=J@=NAEJ?HQ@A@EJPDAEJ?KIAOP=PAIAJPO
E INTANGIBLE ASSETS
Ġ=
$KK@SEHH
$KK@SEHH KN JAC=PERA CKK@SEHH NALNAOAJPO PDA AT?AOO KN @Ał?EP KB PDA ?KOP KB =?MQEOEPEKJ KB OQ>OE@E=NEAO FKEJPHU ?KJPNKHHA@
AJPEPEAO=J@=OOK?E=PAOKRANPDAB=ENR=HQAKBPDA$NKQLOOD=NAKBPDAE@AJPEł=>HAJAP=OOAPO=PPDA@=PAKB=?MQEOEPEKJ
$KK@SEHHKJ=?MQEOEPEKJOKBOQ>OE@E=NEAOEOEJ?HQ@A@EJPDAOP=PAIAJPKBłJ=J?E=HLKOEPEKJ=OEJP=JCE>HA=OOAPOSDANA=OJAC=PERA
CKK@SEHHEONA?KCJEOA@EIIA@E=PAHUEJPDAEJ?KIAOP=PAIAJPO
$KK@SEHH EIL=ENIAJP NAREASO =NA QJ@ANP=GAJ =JJQ=HHU KN IKNA BNAMQAJPHU EB ARAJPO KN ?D=JCAO EJ ?EN?QIOP=J?AO EJ@E?=PA =
LKPAJPE=H EIL=ENIAJP 1DA ?=NNUEJC R=HQA KB CKK@SEHH EO ?KIL=NA@ PK PDA NA?KRAN=>HA =IKQJP SDE?D EO PDA DECDAN KB R=HQA EJ
QOA=J@PDAB=ENR=HQAHAOO?KOPPKOAHHJUEIL=ENIAJPHKOOAOKJCKK@SEHHEONA?KCJEOA@EIIA@E=PAHU=O=JATLAJOA=J@EOJKP
OQ>OAMQAJPHUNARANOA@$=EJO=J@HKOOAOKJPDA@EOLKO=HKB=OQ>OE@E=NUEJ?HQ@APDA?=NNUEJC=IKQJPKBCKK@SEHHNAH=PEJCPKPDA
OQ>OE@E=NUOKH@
$KK@SEHH EO =HHK?=PA@ PK ?=ODCAJAN=PEJC QJEPO BKN PDA LQNLKOA KB EIL=ENIAJP PAOPEJC 1DA =HHK?=PEKJ EO I=@A PK PDKOA ?=OD
CAJAN=PEJCQJEPOKNCNKQLOKB?=ODCAJAN=PEJCQJEPOPD=P=NAATLA?PA@PK>AJAłPBNKIPDAOUJANCEAOKBPDA>QOEJAOO?KI>EJ=PEKJ
EJSDE?DPDACKK@SEHH=NKOA E@AJPEłA@=??KN@EJCPKKLAN=PEJCOACIAJPĠOAA+KPA$KJEIL=ENIAJPKBJKJłJ=J?E=H=OOAPO

$KK@SEHHKJ=?MQEOEPEKJKBFKEJPHU?KJPNKHHA@AJPEPEAO=J@=OOK?E=PAOEOEJ?HQ@A@EJEJRAOPIAJPOEJFKEJPHU?KJPNKHHA@AJPEPEAO=J@
EJRAOPIAJPOEJ=OOK?E=PAO0Q?DCKK@SEHHEOPAOPA@BKNEIL=ENIAJP=OL=NPKBPDAKRAN=HH>=H=J?A
Ġ>
/AOA=N?D=J@@ARAHKLIAJP
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@AOECJ=J@PAOPEJCKBJASKNEILNKRA@LNK@Q?PO
=NANA?KCJEOA@=OEJP=JCE>HA=OOAPOSDAJPDABKHHKSEJC?NEPANE==NABQHłHHA@ġ
ĠE
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I=J=CAIAJPEJPAJ@OPK?KILHAPAPDAEJP=JCE>HA=OOAP=J@QOAKNOAHHEPĢ
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PDANAEO=J=>EHEPUPKQOAKNOAHHPDAEJP=JCE>HA=OOAPĢ
ĠER
EP?=J>A@AIKJOPN=PA@DKSPDAEJP=JCE>HA=OOAPSEHHCAJAN=PALNK>=>HABQPQNAA?KJKIE?>AJAłPOĢ
ĠR
=@AMQ=PAPA?DJE?=H łJ=J?E=H=J@KPDANNAOKQN?AOPK?KILHAPAPDA@ARAHKLIAJP=J@PKQOAKNOAHHPDAEJP=JCE>HA=OOAP=NA
available; and
ĠRE
PDAATLAJ@EPQNA=PPNE>QP=>HAPKPDAEJP=JCE>HA=OOAP@QNEJCEPO@ARAHKLIAJP?=J>ANAHE=>HUIA=OQNA@
,PDAN @ARAHKLIAJP ATLAJ@EPQNAO PD=P @K JKP IAAP PDAOA ?NEPANE= =NA NA?KCJEOA@ =O =J ATLAJOA SDAJ EJ?QNNA@ !ARAHKLIAJP
?KOPOLNAREKQOHUNA?KCJEOA@=O=JATLAJOA=NAJKPNA?KCJEOA@=O=J=OOAPEJ=OQ>OAMQAJPLANEK@
=LEP=HEOA@@ARAHKLIAJP?KOPONA?KCJEOA@=OEJP=JCE>HA=OOAPO=NA=IKNPEOA@BNKIPDALKEJP=PSDE?DPDA=OOAPEONA=@UBKNQOA
KJ=OPN=ECDPHEJA>=OEOKRANEPOQOABQHHEBA JKPAT?AA@EJCUA=NO

02**/6,#0&$+&#& +1 ,2+1&+$-,)& &"0#,/1%"#&++ &)6"/"+!"!!" "*"/Ġ?KJP@
E INTANGIBLE ASSETS (CONTINUED)
Ġ>
/AOA=N?D=J@@ARAHKLIAJPĠ?KJPEJQA@
OOAPOPD=PD=RA=JEJ@AłJEPAQOABQHHEBA=NAJKPOQ>FA?PPK=IKNPEO=PEKJ=J@=NAPAOPA@=JJQ=HHUBKNEIL=ENIAJPOOAPOPD=P=NA
OQ>FA?P PK =IKNPEO=PEKJ =NA NAREASA@ BKN EIL=ENIAJP SDAJARAN ARAJPO KN ?D=JCAO EJ ?EN?QIOP=J?AO EJ@E?=PA PD=P PDA ?=NNUEJC
R=HQAI=UJKP>ANA?KRAN=>HAĠOAA+KPA$KJEIL=ENIAJPKBJKJłJ=J?E=H=OOAPO

Ġ?
)E?AJOAO
?MQENA@ HE?AJOAO =NA ODKSJ =P DEOPKNE?=H ?KOP )E?AJOAO D=RA = łJEPA QOABQH HEBA =J@ =NA ?=NNEA@ =P ?KOP HAOO =??QIQH=PA@
=IKNPEO=PEKJ IKNPEO=PEKJ EO ?=H?QH=PA@ QOEJC PDA OPN=ECDP HEJA IAPDK@ PK =HHK?=PA PDA ?KOP KB PDA =?MQENA@ HE?AJOAO KRAN PDAEN
AOPEI=PA@QOABQHHERAOKBPKUA=NO
F BIOLOGICAL ASSETS
EKHKCE?=H=OOAPONALNAOAJPOHERAłODAOĠEABNU=J@I=PQNA@łOD
=J@>NKK@OPK?GOĠEAIKPDANłOD

)ERA łODAO =NA IA=OQNA@ =P B=EN R=HQA HAOO ?KOP PK OAHH >=OA@ KJ I=NGAP LNE?AO KB HERAOPK?G KB OEIEH=N =CA >NAA@ =J@ CAJAPE? IANEP
SEPD =@FQOPIAJPO SDANA JA?AOO=NU PK NAŃA?P PDA @EBBANAJ?AO 1DA ?KOPO PK OAHH EJ?HQ@A PDA EJ?NAIAJP=H OAHHEJC ?KOPO EJ?HQ@EJC
BAAO =J@ ?KIIEOOEKJ L=E@ PK @A=HANO D=JCAO EJ B=EN R=HQA KB HERAOPK?G =NA NA?KCJEOA@ EJ PDA EJ?KIA OP=PAIAJP )ERA łODAO >AHKS
EJ?DAO =NA IA=OQNA@ =P ?KOP HAOO EIL=ENIAJP HKOOAO =O PDA B=EN R=HQA ?=JJKP >A IA=OQNA@ NAHE=>HU KOP ?=LEP=HEVA@ =O L=NP KB
>EKHKCE?=H =OOAPO EJ?HQ@AO ?KOP KB LQN?D=OA LHQO PN=JOLKNP=PEKJ ?D=NCAO ĠEB =JU
BAA@ =J@ IA@E?=PEKJ @ENA?P H=>KQN ?KOP =J@ @ENA?P
KRANDA=@O
&J IA=OQNEJC PDA B=EN R=HQA KB HERA łODAO R=NEKQO I=J=CAIAJPAOPEI=PAO=J@ FQ@CAIAJP=NA NAMQENA@ "OPEI=PAO=J@ FQ@CAIAJPOEJ
@APANIEJEJCPDAB=ENR=HQAKBHERAłODAONAH=PAPKPDAI=NGAPLNE?AO =RAN=CAHAJCPDKNSAECDP=J@MQ=HEPUKBPDAHERAłODAO=J@IKNP=HEPU
N=PAO
NKK@OPK?GO =NA IA=OQNA@ =P EPO ?KOP HAOO =??QIQH=PA@ @ALNA?E=PEKJ =J@ EIL=ENIAJP HKOOAO =O PDA MQKPA@ I=NGAP LNE?AO =NA JKP
=R=EH=>HA=J@BKNSDE?D=HPANJ=PERAAOPEI=PAOKBB=ENR=HQAIA=OQNAIAJPO=NA@APANIEJA@PK>A?HA=NHUQJNAHE=>HA,J?APDAB=ENR=HQAKB
OQ?D=>EKHKCE?=H=OOAP>A?KIAONAHE=>HUIA=OQN=>HA =JAJPEPUOD=HHIA=OQNAEP=PEPOB=ENR=HQAHAOO?KOPOPKOAHH
HH ?KOPO EJ?QNNA@ KJ EII=PQNA >NKK@OPK?GO =NA ?=LEP=HEVA@ QJPEH OQ?D PEIA SDAJ PDA >NKK@OPK?GO ?KIIAJ?A >NAA@EJC =P PDA
AOPEI=PA@=CAKBIKJPDO KOPOEJ?QNNA@KJEII=PQNA>NKK@OPK?GO?KJOEOPKBPDA=?MQEOEPEKJ?KOPKBPDAIKPDANł?K ?KOPKBBAA@O
=J@IA@E?=PEKJ @ENA?PH=>KQN?KOP=J@=J=LLNKLNE=PALNKLKNPEKJKBB=NIKLAN=PEJCKRANDA=@O
NKK@OPK?GO =NA łODAO DAH@ BKN NALNK@Q?PEKJ LQNLKOA JKP EJPAJ@A@ BKN O=HA =J@ ?H=OOEłA@ =O JKJ?QNNAJP =OOAP 1DA ?KOPO KB
>NKK@OPK?GO=NA=IKNPEOA@KRANPDAATLA?PA@NALNK@Q?PERAHERAOL=JKBPDANAOLA?PERAłODBKNUA=NO
$=EJO =J@ HKOOAO KJ @EOLKO=H KB >NKK@OPK?GO =NA @APANIEJA@ >U ?KIL=NEJC @EOLKO=H LNK?AA@O SEPD ?=NNUEJC =IKQJPO =J@ =NA
NA?KCJEOA@EJLNKłPKNHKOOEJPDAUA=NKBPDA@EOLKO=H
G IMPAIRMENT OF NON-FINANCIAL ASSETS
+KJłJ=J?E=H =OOAPO =NA NAREASA@ BKN EIL=ENIAJP SDAJARAN ARAJPO KN ?D=JCAO EJ ?EN?QIOP=J?AO EJ@E?=PA PD=P PDA ?=NNUEJC =IKQJP
I=U JKP >A NA?KRAN=>HA J EIL=ENIAJP HKOO EO NA?KCJEOA@ BKN PDA =IKQJP >U SDE?D PDA ?=NNUEJC =IKQJP KB PDA =OOAP AT?AA@O EPO
NA?KRAN=>HA=IKQJP1DANA?KRAN=>HA=IKQJPEOPDADECDANKB=J=OOAPOB=ENR=HQAHAOO?KOPOPKOAHH=J@R=HQAEJQOA#KNPDALQNLKOAO
KB =OOAOOEJC EIL=ENIAJP =OOAPO =NA CNKQLA@ =P PDA HKSAOP HARAHO BKN SDE?D PDANA =NA OAL=N=PAHU E@AJPEł=>HA ?=OD ŃKSO SDE?D =NA
H=NCAHUEJ@ALAJ@AJPKBPDA?=ODEJŃKSOBNKIKPDAN=OOAPOKNCNKQLKB=OOAPOĠ?=ODCAJAN=PEJCQJEPO
+KJłJ=J?E=H=OOAPOKPDANPD=J
CKK@SEHHPD=POQBBANA@=JEIL=ENIAJP=NANAREASA@BKNLKOOE>HANARANO=HKBPDAEIL=ENIAJP=PA=?DNALKNPEJC@=PA
1DA EIL=ENIAJP EO ?D=NCA@ PK PDA EJ?KIA OP=PAIAJPO QJHAOO EP NARANOAO = LNAREKQO NAR=HQ=PEKJ EJ SDE?D ?=OA EP EO ?D=NCA@ PK
NAR=HQ=PEKJ OQNLHQO &IL=ENIAJP HKOOAO KJ CKK@SEHH =NA JKP NARANOA@ &J NAOLA?P KB KPDAN =OOAPO =JU OQ>OAMQAJP EJ?NA=OA EJ
NA?KRAN=>HA =IKQJP EO NA?KCJEOA@ EJ PDA EJ?KIA OP=PAIAJPO /ARANO=HO KB EIL=ENIAJP HKOO EO NA?KCJEOA@ EIIA@E=PAHU EJ EJ?KIA
OP=PAIAJPO=J@OD=HHJKPAT?AA@PDA?=NNUEJC=IKQJPPD=PSKQH@D=RA>AAJ@APANIEJA@D=@JKEIL=ENIAJPHKOO>AAJNA?KCJEOA@BKN
PDA=OOAPEJLNEKNUA=NO

02**/6,#0&$+&#& +1 ,2+1&+$-,)& &"0#,/1%"#&++ &)6"/"+!"!!" "*"/Ġ?KJP@
H FINANCIAL INSTRUMENTS
Ġ=
#EJ=J?E=H=OOAPO
łJ=J?E=H=OOAPEO=JU=OOAPPD=PEO?=OD =?KJPN=?PQ=HNECDPPKNA?AERA?=ODKN=JKPDANłJ=J?E=H=OOAPBNKI=JKPDANAJPANLNEOA
=?KJPN=?PQ=HNECDPPKAT?D=JCAłJ=J?E=HEJOPNQIAJPOSEPD=JKPDANAJPANLNEOAQJ@AN?KJ@EPEKJOPD=P=NALKPAJPE=HHUB=RKQN=>HA KN
=JAMQEPUEJOPNQIAJPKB=JKPDANAJPANLNEOA
#EJ=J?E=H=OOAPO=NANA?KCJEOA@EJPDAOP=PAIAJPOKBłJ=J?E=HLKOEPEKJSDAJ =J@KJHUSDAJ PDA$NKQL>A?KIAO=L=NPUPKPDA

?KJPN=?PQ=HLNKREOEKJOKBPDAłJ=J?E=HEJOPNQIAJP
4DAJ łJ=J?E=H =OOAPO =NA NA?KCJEOA@ EJEPE=HHU PDAU =NA IA=OQNA@ =P B=EN R=HQA LHQO EJ PDA ?=OA KB łJ=J?E=H =OOAPO JKP =P B=EN
R=HQAPDNKQCDLNKłP=J@HKOO @ENA?PHU=PPNE>QP=>HAPN=JO=?PEKJ?KOPO
1DA$NKQL?H=OOEłAOEPOłJ=J?E=H=OOAPOEJPDABKHHKSEJC?=PACKNEAOġ=PB=ENR=HQAPDNKQCDLNKłPKNHKOO HK=JO=J@NA?AER=>HAO
=J@ =R=EH=>HABKNO=HA 1DA ?H=OOEł?=PEKJ @ALAJ@O KJ PDA LQNLKOA BKN SDE?D PDA łJ=J?E=H =OOAPO SANA =?MQENA@ *=J=CAIAJP
@APANIEJAOPDA?H=OOEł?=PEKJKBEPOłJ=J?E=H=OOAPO=PEJEPE=HNA?KCJEPEKJ
ĠE
1DA $NKQL ?H=OOEłAO łJ=J?E=H =OOAPO =P B=EN R=HQA PDNKQCD LNKłP KN HKOO EB PDAU =NA =?MQENA@ LNEJ?EL=HHU BKN PDA LQNLKOA
KBOAHHEJCEJPDAODKNPPANI AC=NADAH@BKNPN=@EJC!ANER=PERAO=NA=HOK?=PACKNEOA@=ODAH@BKNPN=@EJCQJHAOOPDAU=NA
@AOECJ=PA@ =O DA@CAO 1DAU =NA LNAOAJPA@ =O ?QNNAJP =OOAPO EB PDAU =NA ATLA?PA@ PK >A OKH@ SEPDEJ IKJPDO =BPAN PDA
AJ@KBPDANALKNPEJCLANEK@ĢKPDANSEOAPDAU=NALNAOAJPA@=OJKJ?QNNAJP=OOAPO
ĠEE
)K=JO=J@NA?AER=>HAO
)K=JO=J@NA?AER=>HAO=NAJKJ@ANER=PERAłJ=J?E=H=OOAPOSEPDłTA@KN@APANIEJ=>HAL=UIAJPOPD=P=NAJKPMQKPA@EJ=J
=?PERA I=NGAP &B ?KHHA?PEKJ KB PDA =IKQJPO EO ATLA?PA@ EJ KJA UA=N KN HAOO PDAU =NA ?H=OOEłA@ =O ?QNNAJP =OOAPO &B JKP
PDAU=NALNAOAJPA@=OJKJ?QNNAJP=OOAPO
0Q>OAMQAJP PK EJEPE=H NA?KCJEPEKJ HK=JO =J@ NA?AER=>HAO =NA IA=OQNA@ =P =IKNPEOA@ ?KOP QOEJC PDA ABBA?PERA EJPANAOP
IAPDK@$=EJO=J@HKOOAO=NANA?KCJEOA@EJPDAEJ?KIAOP=PAIAJPOSDAJPDAHK=JO=J@NA?AER=>HAO=NA@ANA?KCJEOA@KN
EIL=ENA@ =J@PDNKQCDPDA=IKNPEO=PEKJLNK?AOO
#EJ=J?E=H=OOAPO=NA@ANA?KCJEOA@EBPDA$NKQLO?KJPN=?PQ=HNECDPOPKPDA?=ODŃKSOBNKIPDAłJ=J?E=H=OOAPOATLENAKN
EBPDA$NKQLPN=JOBANOPDAłJ=J?E=H=OOAPPK=JKPDANL=NPUSEPDKQPNAP=EJEJC?KJPNKHKNPN=JOBANOOQ>OP=JPE=HHU=HHPDANEOGO
=J@NAS=N@OKBPDA=OOAP
ĠEEE
2LKJ=@KLPEKJKB& &JPANLNAP=PEKJĺ0ANRE?A KJ?AOOEKJNN=JCAIAJPO PDA$NKQLNA?KCJEOAO=łJ=J?E=H=OOAP=NEOEJC

BNKI=OANRE?A?KJ?AOOEKJ=NN=JCAIAJPSDAJPDAKLAN=PKND=O=JQJ?KJ@EPEKJ=HNECDPPKNA?AERA?=ODKN=JKPDANłJ=J?E=H
=OOAP BNKI PDA CN=JPKN EJ NAIQJAN=PEKJ BKN ?KJ?AOOEKJ OANRE?AO 0Q?D łJ=J?E=H =OOAPO =NA NA?KCJEOA@ EJ PDA OP=PAIAJP
KB łJ=J?E=H LKOEPEKJ BKN PDA =IKQJP KB PDA B=EN R=HQA KB PDA EJBN=OPNQ?PQNA =P EJEPE=H NA?KCJEPEKJ =J@ OQ>OAMQAJPHU =P
=IKNPEOA@?KOP
1DA KLAN=PKN D=O OQ?D =J QJ?KJ@EPEKJ=H NECDP EB PDA CN=JPKN ?KJPN=?PQ=HHU CQ=N=JPAAO PDA L=UIAJP KB =IKQJPO OLA?EłA@
KN @APANIEJA@ EJ PDA ?KJPN=?P KN PDA ODKNPB=HH EB =JU >APSAAJ =IKQJPO NA?AERA@ =J@ =IKQJPO OLA?EłA@ KN @APANIEJA@
EJPDA?KJPN=?PARAJEBL=UIAJPEO?KJPEJCAJPKJPDAKLAN=PKNAJOQNEJCPD=PPDAEJBN=OPNQ?PQNAIAAPOOLA?EłA@MQ=HEPUKN
ABł?EAJ?UNAMQENAIAJPO
JEIL=ENIAJPHKOOEONA?KCJEOA@EBPDA?=NNUEJC=IKQJPKBPDAOA=OOAPOAT?AA@OPDALNAOAJPR=HQAKBBQPQNA?=ODŃKSO
@EO?KQJPA@=PPDAEJEPE=HABBA?PERAEJPANAOPN=PA1DALKNPEKJB=HHEJC@QASEPDEJKJAUA=NEOEJ?HQ@A@EJ?QNNAJP=OOAPO SDEHA
PDALKNPEKJB=HHEJC@QAIKNAPD=JKJAUA=N=BPANPDAAJ@KBPDANALKNPEJCLANEK@EOLNAOAJPA@EJPDAJKJ?QNNAJP=OOAPO
ĠER
R=EH=>HABKNO=HAłJ=J?E=H=OOAPO=NAJKJ@ANER=PERAOPD=P=NAAEPDAN@AOECJ=PA@EJPDEO?=PACKNUKNJKP?H=OOEłA@EJ=JUKB
PDAKPDAN?=PACKNEAO1DAU=NAEJ?HQ@A@EJJKJ?QNNAJP=OOAPOQJHAOOPDAEJRAOPIAJPI=PQNAOKNI=J=CAIAJPEJPAJ@OPK
@EOLKOAKBEPSEPDEJIKJPDOKBPDAAJ@KBPDANALKNPEJCLANEK@

02**/6,#0&$+&#& +1 ,2+1&+$-,)& &"0#,/1%"#&++ &)6"/"+!"!!" "*"/Ġ?KJP@
H FINANCIAL INSTRUMENTS (CONTINUED)
Ġ=
#EJ=J?E=H=OOAPOĠ?KJPEJQA@
ĠER
R=EH=>HABKNO=HAłJ=J?E=H=OOAPOĠ?KJPEJQA@
0Q>OAMQAJPPKEJEPE=HNA?KCJEPEKJ =R=EH=>HABKNO=HAłJ=J?E=H=OOAPO=NA?=NNEA@=PB=ENR=HQA D=JCAOEJPDAB=ENR=HQAKB

=R=EH=>HABKNO=HAłJ=J?E=H=OOAPO=NANA?KCJEOA@EJKPDAN?KILNADAJOERAEJ?KIA AT?ALPBKNEIL=ENIAJPHKOOAOĠOAA+KPA
%Ġ?
KJ EIL=ENIAJP KB łJ=J?E=H =OOAPO =J@ +KPA 4Ġ>
KJ BKNAECJ AT?D=JCA C=EJO =J@ HKOOAO KJ IKJAP=NU =OOAPO
1DA
AT?D=JCA@EBBANAJ?AOKJIKJAP=NU=OOAPO=NANA?KCJEOA@EJPDAEJ?KIAOP=PAIAJP SDANA=OAT?D=JCA@EBBANAJ?AOKJJKJ
IKJAP=NU=OOAPO=NANA?KCJEOA@EJKPDAN?KILNADAJOERAEJ?KIA=OL=NPKBB=ENR=HQA?D=JCA
&JPANAOP =J@ @ERE@AJ@ EJ?KIA KJ =R=EH=>HABKNO=HA łJ=J?E=H =OOAPO =NA NA?KCJEOA@ OAL=N=PAHU EJ PDA EJ?KIA OP=PAIAJP
&JPANAOP KJ =R=EH=>HABKNO=HA @A>P OA?QNEPEAO ?=H?QH=PA@ QOEJC PDA ABBA?PERA EJPANAOP IAPDK@ EO NA?KCJEOA@ EJ PDA EJ?KIA
OP=PAIAJP !ERE@AJ@ EJ?KIA KJ =R=EH=>HABKNO=HA AMQEPU EJOPNQIAJPO =NA NA?KCJEOA@ EJ PDA EJ?KIA OP=PAIAJP SDAJ PDA
$NKQLONECDPPKNA?AERAL=UIAJPOEOAOP=>HEODA@
Ġ>
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łJ=J?E=HHE=>EHEPUEO=JUHE=>EHEPUPD=PEO=?KJPN=?PQ=HK>HEC=PEKJPK@AHERAN?=ODKN=JKPDANłJ=J?E=H=OOAPPK=JKPDANAJPANLNEOA
KNPKAT?D=JCAłJ=J?E=HEJOPNQIAJPOSEPD=JKPDANAJPANLNEOAQJ@AN?KJ@EPEKJOPD=P=NALKPAJPE=HHUQJB=RKQN=>HA
#EJ=J?E=HHE=>EHEPEAO=NANA?KCJEOA@EJPDAOP=PAIAJPKBłJ=J?E=HLKOEPEKJSDAJ =J@KJHUSDAJ PDA$NKQL>A?KIAO=L=NPUPKPDA

?KJPN=?PQ=HLNKREOEKJOKBPDAłJ=J?E=HEJOPNQIAJP
4DAJłJ=J?E=HHE=>EHEPEAO=NANA?KCJEOA@EJEPE=HHU PDAU=NAIA=OQNA@=PB=ENR=HQA LHQO EJPDA?=OAKBłJ=J?E=HHE=>EHEPEAOJKP=P

B=ENR=HQAPDNKQCDLNKłPKNHKOO @ENA?PHU=PPNE>QP=>HAPN=JO=?PEKJ?KOPO
1DA $NKQL ?H=OOEłAO EPO łJ=J?E=H HE=>EHEPEAO EJ PDA BKHHKSEJC ?=PACKNEAOġ KPDAN łJ=J?E=H HE=>EHEPEAO =J@ łJ=J?E=H CQ=N=JPAA
?KJPN=?PO1DA?H=OOEł?=PEKJ@ALAJ@OKJPDALQNLKOABKNSDE?DPDAłJ=J?E=HHE=>EHEPEAOSANAEOOQA@*=J=CAIAJP@APANIEJAOPDA
?H=OOEł?=PEKJKBEPOłJ=J?E=HHE=>EHEPEAO=PEJEPE=HNA?KCJEPEKJ
ĠE
,PDANłJ=J?E=HHE=>EHEPEAO
0Q>OAMQAJP PK EJEPE=H NA?KCJEPEKJ KPDAN łJ=J?E=H HE=>EHEPEAO =NA IA=OQNA@ =P =IKNPEOA@ ?KOP QOEJC PDA ABBA?PERA EJPANAOP
IAPDK@ $=EJO =J@ HKOOAO =NA NA?KCJEOA@ EJ PDA EJ?KIA OP=PAIAJP SDAJ PDA KPDAN łJ=J?E=H HE=>EHEPEAO =NA @ANA?KCJEOA@
=J@PDNKQCDPDA=IKNPEO=PEKJLNK?AOO
#EJ=J?E=HHE=>EHEPEAO=NA@ANA?KCJEOA@SDAJPDAK>HEC=PEKJOLA?EłA@EJPDA?KJPN=?PEO@EO?D=NCA@KN?=J?AHHA@KNATLENA@
ĠEE
#EJ=J?E=HCQ=N=JPAA?KJPN=?PO
1DA $NKQL D=O EOOQA@ ?KNLKN=PA CQ=N=JPAA PK >=JGO BKN >KNNKSEJCO KB EPO OQ>OE@E=NEAO 1DAOA CQ=N=JPAAO =NA łJ=J?E=H
CQ=N=JPAAO =O PDAU NAMQENA PDA $NKQL PK NAEI>QNOA PDA >=JGO EB PDA OQ>OE@E=NEAO B=EH PK I=GA LNEJ?EL=H KN EJPANAOP
L=UIAJPOSDAJ@QAEJ=??KN@=J?ASEPDPDAPANIOKBPDAEN>KNNKSEJCO
#EJ=J?E=HCQ=N=JPAA?KJPN=?PO=NANA?KCJEOA@=O=łJ=J?E=HHE=>EHEPU=PPDAPEIAPDACQ=N=JPAAEOEOOQA@1DAHE=>EHEPEAO=NA
EJEPE=HHUNA?KCJEOA@=PPDAENB=ENR=HQAOLHQOPN=JO=?PEKJ?KOPO=J@OQ>OAMQAJPHU=PPDADECDANKBPDA=IKQJP@APANIEJA@EJ
=??KN@=J?ASEPD*#/0ĺ-NKREOEKJO KJPEJCAJP)E=>EHEPEAO=J@ KJPEJCAJPOOAPO=J@PDA=IKQJPEJEPE=HHUNA?KCJEOA@
HAOO?QIQH=PERA=IKNPEO=PEKJ SDANA=LLNKLNE=PA EJPDA$NKQLOOP=PAIAJPKBłJ=J?E=HLKOEPEKJ
1DAB=ENR=HQAKBłJ=J?E=HCQ=N=JPAAOEO@APANIEJA@=OPDALNAOAJPR=HQAKBPDA@EBBANAJ?AEJJAP?=ODŃKSO>APSAAJPDA
?KJPN=?PQ=HL=UIAJPOQJ@ANPDA@A>PEJOPNQIAJP=J@PDAL=UIAJPOPD=PSKQH@>ANAMQENA@SEPDKQPPDACQ=N=JPAA KNPDA
AOPEI=PA@=IKQJPPD=PSKQH@>AL=U=>HAPK=PDEN@L=NPUBKN=OOQIEJCPDAK>HEC=PEKJO
4DANA łJ=J?E=H CQ=N=JPAAO EJ NAH=PEKJ PK HK=JO KN L=U=>HAO KB OQ>OE@E=NEAO =NA LNKRE@A@ >U PDA KIL=JU BKN JK
?KILAJO=PEKJ PDA B=EN R=HQAO =NA =??KQJPA@ BKN =O ?KJPNE>QPEKJO =J@ NA?KCJEOA@ =O L=NP KB PDA ?KOP KB EJRAOPIAJP EJ
OQ>OE@E=NEAO
#EJ=J?E=HCQ=N=JPAAO=NAOQ>OAMQAJPHU=IKNPEOA@PKPDAEJ?KIAOP=PAIAJPKRANPDALANEK@KBPDAOQ>OE@E=NEAO>KNNKSEJCO
QJHAOOEPEOLNK>=>HAPD=PPDA$NKQLSEHHNAEI>QNOAPDA>=JGBKN=J=IKQJPDECDANPD=JPDAQJ=IKNPEOA@=IKQJP&JPDEO
?=OA PDA łJ=J?E=H CQ=N=JPAAO OD=HH >A ?=NNEA@ =P PDA ATLA?PA@ =IKQJP L=U=>HA PK PDA >=JG EJ PDA $NKQLO OP=PAIAJP KB
łJ=J?E=HLKOEPEKJ

02**/6,#0&$+&#& +1 ,2+1&+$-,)& &"0#,/1%"#&++ &)6"/"+!"!!" "*"/Ġ?KJP@
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łJ=J?E=H=OOAPOEOEIL=ENA@
Assets carried at amortised cost
łJ=J?E=H=OOAPKN=CNKQLKBłJ=J?E=H=OOAPOEOEIL=ENA@=J@EIL=ENIAJPHKOOAO=NAEJ?QNNA@KJHUEBPDANAEOK>FA?PERAARE@AJ?A
KBEIL=ENIAJP=O=NAOQHPKBKJAKNIKNAARAJPOPD=PK??QNNA@=BPANPDAEJEPE=HNA?KCJEPEKJKBPDA=OOAPĠ=ĺHKOOARAJP
=J@PD=P
HKOOARAJPĠKNARAJPO
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?=J>ANAHE=>HUAOPEI=PA@
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0ECJEł?=JPłJ=J?E=H@EBł?QHPUKBPDAEOOQANKNK>HECKNĢ
>NA=?DKB?KJPN=?P OQ?D=O=@AB=QHPKN@AHEJMQAJ?UEJEJPANAOPKNLNEJ?EL=HL=UIAJPOĢ
1DA $NKQL BKN A?KJKIE? KN HAC=H NA=OKJO NAH=PEJC PK PDA >KNNKSANO łJ=J?E=H @EBł?QHPU CN=JPEJC PK PDA >KNNKSAN =
concession that the lender would not otherwise consider;
&P>A?KIAOLNK>=>HAPD=PPDA>KNNKSANSEHHAJPAN>=JGNQLP?UKNKPDANłJ=J?E=HNAKNC=JEO=PEKJĢ
!EO=LLA=N=J?AKB=J=?PERAI=NGAPBKNPD=PłJ=J?E=H=OOAP>A?=QOAKBłJ=J?E=H@EBł?QHPEAOĢKN
,>OANR=>HA @=P= EJ@E?=PEJC PD=P PDANA EO = IA=OQN=>HA @A?NA=OA EJ PDA AOPEI=PA@ BQPQNA ?=OD ŃKSO BNKI = LKNPBKHEK KB
łJ=J?E=H =OOAPO OEJ?A PDA EJEPE=H NA?KCJEPEKJ KB PDKOA =OOAPO =HPDKQCD PDA @A?NA=OA ?=JJKP UAP >A E@AJPEłA@ SEPD PDA
EJ@ERE@Q=HłJ=J?E=H=OOAPOEJPDALKNPBKHEK EJ?HQ@EJCġ
ĠE
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ĠEE
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1DA=IKQJPKBPDAHKOOEOIA=OQNA@=OPDA@EBBANAJ?A>APSAAJPDA=OOAPO?=NNUEJC=IKQJP=J@PDALNAOAJPR=HQAKBAOPEI=PA@
BQPQNA ?=OD ŃKSO ĠAT?HQ@EJC BQPQNA ?NA@EP HKOOAO PD=P D=RA JKP >AAJ EJ?QNNA@
@EO?KQJPA@ =P PDA łJ=J?E=H =OOAPO KNECEJ=H
ABBA?PERA EJPANAOP N=PA 1DA ?=NNUEJC =IKQJP KB PDA =OOAP EO NA@Q?A@ =J@ PDA =IKQJP KB PDA HKOO EO NA?KCJEOA@ EJ PDA EJ?KIA
OP=PAIAJP &B ĺHK=JO =J@ NA?AER=>HAO D=O = R=NE=>HA EJPANAOP N=PA PDA @EO?KQJP N=PA BKN IA=OQNEJC =JU EIL=ENIAJP HKOO EO PDA
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L TRADE AND OTHER RECEIVABLES
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M INVENTORIES
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S CURRENT AND DEFERRED INCOME TAX
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S CURRENT AND DEFERRED INCOME TAX (CONTINUED)
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Employee options
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V REVENUE RECOGNITION
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V REVENUE RECOGNITION (CONTINUED)
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V REVENUE RECOGNITION (CONTINUED)
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W FOREIGN CURRENCIES
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W FOREIGN CURRENCIES (CONTINUED)
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NOTES TO THE FINANCIAL STATEMENTS
1 GENERAL INFORMATION
1DA LNEJ?EL=H =?PEREPEAO KB PDA KIL=JU @QNEJC PDA łJ=J?E=H UA=N =NA PDKOA KB EJRAOPIAJP DKH@EJC =J@ PDA LNKREOEKJ KB I=J=CAIAJP
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2 FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES
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NOTES TO THE FINANCIAL STATEMENTS FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2016 (cont’d)
2 FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (CONTINUED)
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=NALNA@KIEJ=JPHUNAJ@ANA@=J@OKH@PK=H=NCAJQI>ANKBLNKLANPULQN?D=OANOQOEJCłJ=J?EJCBNKINALQP=>HAAJ@łJ=J?EANO
NA@EPNEOGOSEPDNAOLA?PPKPN=@ANA?AER=>HAO=NAHEIEPA@=OPDAHAC=HPEPHAPKPDALNKLANPEAOOKH@NAI=EJSEPDPDA$NKQLQJPEHPDA
LQN?D=OA?KJOE@AN=PEKJEOBQHHUL=E@
NA@EPNEOG=NEOEJCBNKILNKLANPUEJRAOPIAJPKBł?APKSANO=J@I=HHO
NA@EPNEOGSEPDNAOLA?PPKNAJP=HNA?AER=>HAOEOHEIEPA@@QAPKPDAJ=PQNAKB>QOEJAOOSDE?DEOLNA@KIEJ=JPHUNAJP=HNA?AER=>HAO
EJ =@R=J?A #QNPDANIKNA PDA PAJ=JPO D=RA LH=?A@ OA?QNEPU @ALKOEPO SEPD PDA $NKQL SDE?D =?PO =O ?KHH=PAN=H EB NA?AER=>HAO
@QA BNKI PDA PAJ=JP =NA JKP OAPPHA@ KN EJ ?=OA KB >NA=?DAO KB ?KJPN=?P !QA PK PDAOA B=?PKNO JK =@@EPEKJ=H ?NA@EP NEOG >AUKJ@
=IKQJPO=HHKSA@BKN?KHHA?PEKJHKOOAOEOEJDANAJPEJPDA$NKQLO=J@PDA KIL=JUOPN=@ANA?AER=>HAO
NA@EPNEOG=NEOEJCBNKI=IKQJPO@QABNKI=OOK?E=PAO
NA@EP NEOG SEPD NAOLA?P PK =IKQJPO @QA BNKI =OOK?E=PAO =NA =OOAOOA@ PK >A HKS @QA PK PDA J=PQNA KB PDA =OOK?E=PAO DKPAH
KLAN=PEKJOPD=PNAI=EJLNKłP=>HA CAJAN=PALKOEPERA?=ODŃKSO=J@D=OOAAJ=J=LLNA?E=PEKJKBPDADKPAHLNKLANPEAO
NA@EPNEOG=NEOEJCBNKI=IKQJPO@QABNKIFKEJPRAJPQNAO
NA@EP NEOG SEPD NAOLA?P PK =IKQJPO @QA BNKI FKEJP RAJPQNAO =NA =OOAOOA@ PK >A HKS @QA PK PDA J=PQNA KB PDAEN LNKLANPU
@ARAHKLIAJP=J@LNKLANPUEJRAOPIAJP=?PEREPEAO=OPDAHAC=HPEPHAPKPDALNKLANPEAOEOPN=JOBANNA@KJHUSDAJPDA?KJOE@AN=PEKJEO
BQHHUNA?AERA@BKNLNKLANPU@ARAHKLIAJP=J@BKNA?=OPNAJP=HEJ?KIANA?AER=>HAKJ?KILHAPEKJKBPDAEJRAOPIAJPLNKLANPU
NA@EPNEOG=NEOEJCBNKI@ALKOEPOSEPDHE?AJOA@>=JGO
NA@EPNEOG=HOK=NEOAOBNKI@ALKOEPOSEPDHE?AJOA@>=JGO=J@łJ=J?E=HEJOPEPQPEKJO1DA@ALKOEPO=NALH=?A@SEPD?NA@EPSKNPDU
łJ=J?E=HEJOPEPQPEKJOSEPDDECD?NA@EPN=PEJC1DA$NKQL=J@PDA KIL=JU?KJOE@ANPDANEOGKBI=PANE=HHKOOEJPDAARAJPKBJKJ
LANBKNI=J?A>U=łJ=J?E=H?KQJPANL=NPUPK>AQJHEGAHU

Ġ>
NA@EPNEOGĠ?KJPEJQA@
NA@EPNEOG=NEOEJCBNKI@ALKOEPOSEPDHE?AJOA@>=JGOĠ?KJPEJQA@
O PDA $NKQL =J@ PDA KIL=JU @K JKP DKH@ =JU ?KHH=PAN=H PDA I=TEIQI ATLKOQNA PK ?NA@EP NEOG BKN A=?D ?H=OO KB łJ=J?E=H
EJOPNQIAJPOEOPDA?=NNUEJC=IKQJPKBPD=P?H=OOKBłJ=J?E=HEJOPNQIAJPOLNAOAJPA@EJPDAOP=PAIAJPKBłJ=J?E=HLKOEPEKJ AT?ALP
=OBKHHKSOġ
Company
2016 2015
RM’000 RM’000
KNLKN=PACQ=N=JPAAOLNKRE@A@PK>=JGOKJOQ>OE@E=NEAOB=?EHEPEAO
1DA KIL=JU @KAO JKP D=RA =JU OECJEł?=JP ATLKOQNA PK =JU EJ@ERE@Q=H ?QOPKIAN KN ?KQJPANL=NPU JKN @KAO EP D=RA =JU I=FKN
?KJ?AJPN=PEKJ KB ?NA@EP NEOG AT?ALP BKN =IKQJPO @QA BNKI OQ>OE@E=NEAO 1DA ?NA@EP NEOGO SEPD NAOLA?P PK =IKQJPO @QA BNKI
OQ>OE@E=NEAO=NA=OOAOOA@PK>AHKS
1DA KIL=JU EO ATLKOA@ PK ?NA@EP NEOG =NEOEJC BNKI łJ=J?E=H CQ=N=JPAA ?KJPN=?PO CERAJ PK >=JGO BKN OQ>OE@E=NEAO >KNNKSEJCO
SDANAPDAI=TEIQI?NA@EPNEOGATLKOQNAEOPDA=IKQJPKB>KNNKSEJCOQPEHEOA@>UPDAOQ>OE@E=NEAO*=J=CAIAJPEOKBPDAREAS
PD=PPDAłJ=J?E=HCQ=N=JPAA?KJPN=?PO=NAQJHEGAHUPK>A?=HHA@>UPDAOQ>OE@E=NEAO>=JGO
Ġ?
-NE?ANEOG
1DA $NKQL =J@ KIL=JU EO ATLKOA@ PK @A>P =J@ AMQEPU OA?QNEPEAO LNE?A NEOG >A?=QOA KB EJRAOPIAJPO DAH@ >U PDA $NKQL =J@
KIL=JU=J@?H=OOEłA@KJPDAOP=PAIAJPKBłJ=J?E=HLKOEPEKJAEPDAN=O=R=EH=>HABKNO=HAKN=PB=ENR=HQAPDNKQCDLNKłPKNHKOO
1KI=J=CAEPOLNE?ANEOG=NEOEJCBNKIEJRAOPIAJPEJ@A>P=J@AMQEPUOA?QNEPEAO PDA$NKQL@ERANOEłAOEPOLKNPBKHEK!ERANOEł?=PEKJ
KB PDA LKNPBKHEK EO @KJA EJ =??KN@=J?A SEPD PDA HEIEPO OAP >U PDA $NKQL 1DQO PDA ATLKOQNA KB LNE?A NEOG KB PDA $NKQL =J@
KIL=JUEOIEJEI=H
1DA $NKQLO EJRAOPIAJPO EJ PDA @A>P =J@ AMQEPU OA?QNEPEAO =NA HEOPA@ KJ PDA QNO= *=H=UOE= 0A?QNEPEAO AND=@ ĠļQNO=
*=H=UOE=
+AS 6KNG 0PK?G "T?D=JCA 0EJC=LKNA 0PK?G "T?D=JCA QOPN=HE=J 0A?QNEPEAO "T?D=JCA 1KGUK 0PK?G "T?D=JCA
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)EMQE@EPU=J@?=ODŃKSNEOGO
1DA$NKQL=J@PDA KIL=JU=?PERAHUI=J=CAOEPO@A>PI=PQNEPULNKłHA KLAN=PEJC?=ODŃKSO=J@PDA=R=EH=>EHEPUKBBQJ@EJCOK

=O PK AJOQNA PD=P =HH NAłJ=J?EJC NAL=UIAJP =J@ BQJ@EJC JAA@O =NA IAP O L=NP KB EPO KRAN=HH LNQ@AJP HEMQE@EPU I=J=CAIAJP
PDA $NKQL =J@ PDA KIL=JU I=EJP=EJO OQBł?EAJP HARAHO KB ?=OD KN ?=OD ?KJRANPE>HA EJRAOPIAJPO PK IAAP EPO SKNGEJC ?=LEP=H
NAMQENAIAJPO &J =@@EPEKJ PDA $NKQL =J@ PDA KIL=JU OPNERAO PK I=EJP=EJ =R=EH=>HA >=JGEJC B=?EHEPEAO KB = NA=OKJ=>HA HARAH PK
EPOKRAN=HH@A>PLKOEPEKJOB=N=OLKOOE>HA PDA$NKQL=J@PDA KIL=JUN=EOAO?KIIEPPA@BQJ@EJCBNKI>KPD?=LEP=HI=NGAPO
=J@ łJ=J?E=H EJOPEPQPEKJO =J@ LNQ@AJPHU >=H=J?AO EPO LKNPBKHEK SEPD OKIA ODKNP PANI BQJ@EJC OK =O PK =?DEARA KRAN=HH ?KOP
ABBA?PERAJAOO
P !A?AI>AN PDA $NKQL =J@ PDA KIL=JU DAH@ ?=OD =J@ ?=OD AMQER=HAJPO KB /* Ġġ
/*
=J@ /* Ġġ /*
NAOLA?PERAHU PD=P =NA ATLA?PA@ PK NA=@EHU CAJAN=PA ?=OD EJŃKSO BKN
I=J=CEJCHEMQE@EPUNEOG

Ġ@
)EMQE@EPU=J@?=ODŃKSNEOGOĠ?KJPEJQA@
1DA P=>HA >AHKS =J=HUOAO PDA $NKQLO =J@ PDA KIL=JUO JKJ@ANER=PERA łJ=J?E=H HE=>EHEPEAO EJPK NAHAR=JP I=PQNEPU CNKQLEJCO
>=OA@KJPDANAI=EJEJCLANEK@=PPDANALKNPEJC@=PAPKPDA?KJPN=?PQ=HI=PQNEPU@=PA1DA=IKQJPO@EO?HKOA@EJPDAP=>HA=NAPDA
?KJPN=?PQ=HQJ@EO?KQJPA@?=ODŃKSOġ
Between Between
Less than 1 and 2 2 and 3 Over
Note 1 year years years 3 years Total
RM’000 RM’000 RM’000 RM’000 RM’000
Group
2016

ĠAT?HQ@EJC@ABANNA@NARAJQA KQPLQP
P=T=J@?KJPN=?PHE=>EHEPEAO

%ENALQN?D=OA=J@łJ=J?AHA=OA
payables
Amounts owing to associates 4 4

2015


%ENALQN?D=OA=J@łJ=J?AHA=OA
payables
Amounts owing to associates


Ġ@
)EMQE@EPU=J@?=ODŃKSNEOGOĠ?KJPEJQA@
Between Between
Less than 1 and 2 2 and 3 Over
Note 1 year years years 3 years Total
RM’000 RM’000 RM’000 RM’000 RM’000
Company
2016


Amounts owing to subsidiaries
KNLKN=PACQ=N=JPAAOLNKRE@A@PK>=JGO
KJOQ>OE@E=NEAOB=?EHEPEAO

2015


KNLKN=PACQ=N=JPAAOLNKRE@A@PK>=JGO
KJOQ>OE@E=NEAOB=?EHEPEAO

ĠA
=LEP=HNEOGI=J=CAIAJP
1DA$NKQLOK>FA?PERAOSDAJI=J=CEJC?=LEP=H=NAPKO=BACQ=N@PDA$NKQLO=>EHEPUPK?KJPEJQA=O=CKEJC?KJ?ANJEJKN@ANPK
LNKRE@ANAPQNJOBKNOD=NADKH@ANO=J@>AJAłPOBKNKPDANOP=GADKH@ANO=J@PKI=EJP=EJ=JKLPEI=H?=LEP=HOPNQ?PQNAPKNA@Q?A?KOP
KB?=LEP=H
&JKN@ANPKI=EJP=EJKN=@FQOPPDA?=LEP=HOPNQ?PQNA PDA$NKQLI=U=@FQOPPDA=IKQJPKB@ERE@AJ@OL=E@PKOD=NADKH@ANO EOOQA

JASOD=NAOKNOAHH=OOAPOPKNA@Q?A@A>P
1DA@A>PPKAMQEPUN=PEKEO?=H?QH=PA@=OJAP@A>P@ERE@A@>UPKP=HAMQEPU+AP@A>PEO?=H?QH=PA@=OPKP=H>KNNKSEJCOĠAT?HQ@EJC
L=U=>HAO =J@ ?KJPN=?P HE=>EHEPEAO
HAOO @ALKOEP ?=OD =J@ >=JG >=H=J?AO 1KP=H AMQEPU EO =O ODKSJ EJ PDA OP=PAIAJP KB łJ=J?E=H
LKOEPEKJ
1DA $NKQL IKJEPKNO ?=LEP=H KJ PDA >=OEO KB PDA CA=NEJC N=PEK 1DEO N=PEK EO ?=H?QH=PA@ =O EJPANAOP >A=NEJC JAP @A>P @ERE@A@ >U
PKP=HAMQEPU&JPANAOP>A=NEJCHE=>EHEPEAOEO?=H?QH=PA@=OPKP=HEJPANAOP>A=NEJC>=JG>KNNKSEJCO DENALQN?D=OA=J@łJ=J?AHA=OA
L=U=>HAO =J@ /A@AAI=>HA KJRANPE>HA QIQH=PERA -NABANAJ?A 0D=NAO ĠEJ?HQ@EJC ODKNP PANI =J@ HKJC PANI >KNNKSEJCO
=O
ODKSJEJPDAOP=PAIAJPKBłJ=J?E=HLKOEPEKJ
1DA?KJOKHE@=PA@@A>POKBPDA$NKQLEJ?HQ@A@=HKJCPANIHK=JP=GAJ>U&$/A=H"OP=PA&JRAOPIAJP1NQOPĠļ/"&1
KB/*
>EHHEKJĠġ/*>EHHEKJ
SDE?DEOOA?QNA@=C=EJOPEPOEJRAOPIAJPLNKLANPEAO=J@?=ODŃKSCAJAN=PA@BNKIPDAEJ?KIAKB
PDAEJRAOPIAJPLNKLANPEAO=J@SEPDKQPNA?KQNOAPKPDA$NKQL&JREASKBPD=P PDA$NKQL=HOKIKJEPKN=J=@FQOPA@CA=NEJCN=PEK
PD=PAT?HQ@APDA&$/"&1OHKJCPANIHK=J

ĠA
=LEP=HNEOGI=J=CAIAJPĠ?KJPEJQA@
1DACA=NEJCN=PEKOSANA=OBKHHKSOġ
2016 2015
RM’000 RM’000
Group
Interest bearing liabilities

)AOOġ!ALKOEP ?=OD=J@>=JG>=H=J?AOĠEJ?HQ@EJC?=ODDAH@QJ@AN%KQOEJC
!ARAHKLIAJP??KQJPO
Ġ
Ġ
Interest bearing net debts
1KP=HAMQEPU

$A=NEJCN=PEK ġġ ġ
@FQOPA@EJPANAOP>A=NEJCJAP@A>PO

@FQOPA@CA=NEJCN=PEK ġ ġ
Company
Interest bearing liabilities

)AOOġ!ALKOEP ?=OD=J@>=JG>=H=J?AO Ġ
Ġ
Interest bearing net debts
1KP=HAMQEPU

$A=NEJCN=PEK ġ ġ

ĠB
#EJ=J?E=HEJOPNQIAJPO>U?=PACKNU
Assets at fair
Available- value through Loans and
for-sale profit or loss receivables Total
RM’000 RM’000 RM’000 RM’000
Group
2016
OOAPO=OLANOP=PAIAJPKBłJ=J?E=HLKOEPEKJ
Non-current
Current
IKQJPOKSEJCBNKI=OOK?E=PAO=J@FKEJPRAJPQNAO
/A?AER=>HAO=J@?KJPN=?P=OOAPOĠAT?HQ@EJC
LNAL=UIAJPO EJLQPP=T=J@?KJPN=?P=OOAPO

Total
Other financial
liabilities at
amortised cost Total
RM’000 RM’000
Group
2016
)E=>EHEPEAO=OLANOP=PAIAJPKBłJ=J?E=HLKOEPEKJ
Non-current
Current
-=U=>HAO=J@?KJPN=?PHE=>EHEPEAOĠAT?HQ@EJC@ABANNA@NARAJQA KQPLQPP=T=J@
?KJPN=?PHE=>EHEPEAO

Amounts owing to associates 4 4
Total

ĠB
#EJ=J?E=HEJOPNQIAJPO>U?=PACKNUĠ?KJPEJQA@
Assets at fair
RM’000 RM’000 RM’000 RM’000
Group
2015
Non-current
Current
IKQJPOKSEJCBNKI=OOK?E=PAO=J@FKEJPRAJPQNAO
LNAL=UIAJPO EJLQPP=T=J@?KJPN=?P=OOAPO

Total
Other financial
liabilities at
RM’000 RM’000
Group
2015
Non-current
Current
-=U=>HAO=J@?KJPN=?PHE=>EHEPEAOĠAT?HQ@EJC@ABANNA@NARAJQA KQPLQPP=T=J@
?KJPN=?PHE=>EHEPEAO

%ENALQN?D=OA=J@łJ=J?AHA=OAL=U=>HAO 44 44
Amounts owing to associates
Total

ĠB
Assets at fair
RM’000 RM’000 RM’000 RM’000
Company
2016
Non-current
Current
LNAL=UIAJPO

Total
Other financial
liabilities at
RM’000 RM’000
Company
2016
Non-current
Current
-=U=>HAO=J@?KJPN=?PHE=>EHEPEAOĠAT?HQ@EJCKQPLQPP=T

Total

ĠB
Assets at fair
RM’000 RM’000 RM’000 RM’000
Company
2015
Non-current
Current
LNAL=UIAJPO

Total
Other financial
liabilities at
RM’000 RM’000
Company
2015
Non-current
Current
-=U=>HAO=J@?KJPN=?PHE=>EHEPEAOĠAT?HQ@EJCKQPLQPP=T

Total

ĠC
#=ENR=HQAO
1DA ?=NNUEJC =IKQJPO KB łJ=J?E=H =OOAPO =J@ HE=>EHEPEAO OQ?D =O @ALKOEP ?=OD =J@ >=JG >=H=J?AO ?QNNAJP NA?AER=>HAO =J@
L=U=>HAO=LLNKTEI=PAPDAENB=ENR=HQAO@QAPKPDANAH=PERAHUODKNPPANII=PQNEPUKBPDAOAłJ=J?E=HEJOPNQIAJPO
#=ENR=HQAAOPEI=PEKJ
1DAP=>HA>AHKS=J=HUOAOłJ=J?E=HEJOPNQIAJPO?=NNEA@=PB=ENR=HQA >UR=HQ=PEKJIAPDK@1DA@EBBANAJPHARAHOD=RA>AAJ@AłJA@
=OBKHHKSOġ
.QKPA@LNE?AOĠQJ=@FQOPA@
EJ=?PERAI=NGAPOBKNE@AJPE?=H=OOAPOKNHE=>EHEPEAOĠ)ARAH
Ģ
&JLQPOKPDANPD=JMQKPA@LNE?AOEJ?HQ@A@SEPDEJ)ARAHPD=P=NAK>OANR=>HABKNPDA=OOAPKNHE=>EHEPU AEPDAN@ENA?PHUĠPD=P
EO =OLNE?AO
KNEJ@ENA?PHUĠPD=PEO @ANERA@BNKILNE?AO
Ġ)ARAH
Ģ
&JLQPOBKNPDA=OOAPKNHE=>EHEPUPD=P=NAJKP>=OA@KJK>OANR=>HAI=NGAP@=P=ĠPD=PEO QJK>OANR=>HAEJLQPO
Ġ)ARAH

1DABKHHKSEJCP=>HALNAOAJPOPDA$NKQLO=J@PDA KIL=JUO=OOAPOPD=P=NAIA=OQNA@=PB=ENR=HQAġ
Group
2016 2015
RM’000 RM’000
Level 1
PN=@EJCOA?QNEPEAO
Level 2
AMQEPUOA?QNEPEAO
Level 3
AMQEPUOA?QNEPEAO

Company
2016 2015
RM’000 RM’000
Level 1
PN=@EJCOA?QNEPEAO
Level 2
AMQEPUOA?QNEPEAO


3 CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS
"OPEI=PAO =J@ FQ@CAIAJPO =NA ?KJPEJQ=HHU AR=HQ=PA@ >U PDA !ENA?PKNO =J@ =NA >=OA@ KJ DEOPKNE?=H ATLANEAJ?A =J@ KPDAN B=?PKNO
EJ?HQ@EJCATLA?P=PEKJOKBBQPQNAARAJPOPD=P=NA>AHEARA@PK>ANA=OKJ=>HAQJ@ANPDA?EN?QIOP=J?AO
1DA $NKQL I=GAO AOPEI=PAO =J@ =OOQILPEKJO ?KJ?ANJEJC PDA BQPQNA 1DA NAOQHPEJC =??KQJPEJC AOPEI=PAO SEHH >U @AłJEPEKJ OAH@KI
AMQ=H PDA NAH=PA@ =?PQ=H NAOQHPO 1DA AOPEI=PAO =J@ =OOQILPEKJO PD=P D=RA = OECJEł?=JP NEOG KB ?=QOEJC = I=PANE=H =@FQOPIAJP PK PDA
?=NNUEJC=IKQJPOKB=OOAPO=J@HE=>EHEPEAOSEPDEJPDAJATPłJ=J?E=HUA=N=NA=OBKHHKSOġ
Ġ=
/A?KCJEPEKJKBLNKLANPU@ARAHKLIAJPNARAJQA
1DA $NKQL NA?KCJEOAO LNKLANPU @ARAHKLIAJP NARAJQA >U NABANAJ?A PK PDA LNKCNAOO PKS=N@O ?KILHAPA O=PEOB=?PEKJ KB PD=P
LANBKNI=J?AK>HEC=PEKJ=PPDANALKNPEJC@=PA1DEOEOIA=OQNA@>=OA@KJ@ENA?PIA=OQNAIAJPOKBPDAR=HQAPN=JOBANNA@>UPDA
$NKQLPKPDA?QOPKIAN=J@PDA$NKQLOABBKNPOKN>Q@CAPA@EJLQPOPKPDAO=PEOB=?PEKJKBPDALANBKNI=J?AK>HEC=PEKJ0ECJEł?=JP
FQ@CAIAJPEONAMQENA@EJ@APANIEJEJCġ
PDA?KILHAPAJAOO=J@=??QN=?UKBPDA>Q@CAPOĢ
PDAATPAJPKBPDA?KOPOEJ?QNNA@Ģ
0Q>OP=JPE=H?D=JCAOEJ?KOPAOPEI=PAO?=JEJBQPQNALANEK@OD=RA =OECJEł?=JPABBA?PKJPDA$NKQLOLNKłP=>EHEPU&JI=GEJCPDA
=>KRAFQ@CAIAJP PDA$NKQLNAHEAOKJL=OPATLANEAJ?A=J@SKNGKBOLA?E=HEOPO
1DANA EO JK AOPEI=PEKJ NAMQENA@ EJ @APANIEJEJC PDA PN=JO=?PEKJ LNE?AO =O NARAJQA BNKI LNKLANPU @ARAHKLIAJP =NA >=OA@ KJ
?KJPN=?PA@LNE?AO
4 SEGMENT REPORTING
0ACIAJPNALKNPEJCEOLNAOAJPA@BKNAJD=J?A@=OOAOOIAJPKBPDA$NKQLONEOGO=J@NAPQNJOQOEJAOOOACIAJPOLNKRE@ALNK@Q?POKN
OANRE?AOPD=P=NAOQ>FA?PPKNEOG=J@NAPQNJOPD=P=NA@EBBANAJPBNKIPDKOAKBKPDAN>QOEJAOOOACIAJPO
*=J=CAIAJPD=O@APANIEJA@PDAKLAN=PEJCOACIAJPO>=OA@KJPDAR=NEKQONALKNPOLNAL=NA@BKNPDAK=N@KB!ENA?PKNOPD=P=NAQOA@
PKI=GAOPN=PACE?@A?EOEKJO
1DA$NKQLEOKNC=JEOA@EJPKłRAI=EJ>QOEJAOOOACIAJPOġ
Ġ=
-NKLANPUEJRAOPIAJPNAP=EH NAJP=HEJ?KIA=J@OANRE?A?D=NCABNKINAP=EH
Ġ>
-NKLANPUEJRAOPIAJP?KIIAN?E=H NAJP=HEJ?KIA=J@OANRE?A?D=NCABNKIKBł?A>QEH@EJC
Ġ?
-NKLANPU@ARAHKLIAJP @ARAHKLIAJP =J@ O=HA KB ?KJ@KIEJEQIO >QJC=HKSO HEJGA@ DKQOAO ODKLHKPO =J@
KBł?AOQEPAO=J@LNKFA?PI=J=CAIAJPOANRE?AO
Ġ@
%KPAH EJ?KIABNKIDKPAHKLAN=PEKJO
ĠA
KJOPNQ?PEKJ ?EREH=J@>QEH@EJC?KJOPNQ?PEKJ
,PDAN KLAN=PEKJO KB PDA $NKQL I=EJHU ?KILNEOA EJRAOPIAJP DKH@EJC O=HA KB QPEHEPEAO A@Q?=PEKJ OANRE?AO S=OPA S=PAN PNA=PIAJP
OANRE?AO EJBKNI=PEKJ =J@ ?KIIQJE?=PEKJ PA?DJKHKCU =J@ KPDAN KLAN=PEKJOĢ JKJA KB SDE?D =NA KB = OECJEł?=JP OEVA PK >A NALKNPA@
OAL=N=PAHU
1DA NARAJQA BNKI PDA NAOLA?PERA KLAN=PEJC OACIAJPO ĠLNKLANPU EJRAOPIAJP NAP=EH LNKLANPU EJRAOPIAJP ?KIIAN?E=H LNKLANPU
@ARAHKLIAJP DKPAH =J@ ?KJOPNQ?PEKJ
EJ?HQ@AO EJ?E@AJP=H NARAJQA CAJAN=PA@ SEPDEJ PDA NAOLA?PERA OACIAJPO PD=P D=RA >AAJ
NA?H=OOEłA@>UPDAENJ=PQNABKNLNAOAJP=PEKJSEPDEJPDANARAJQAJKPA
1DA=IKQJPOLNKRE@A@PKPDAK=N@KB!ENA?PKNOSEPDNAOLA?PPKPKP=H=OOAPO=J@HE=>EHEPEAO=NAIA=OQNA@EJ=I=JJAN?KJOEOPAJPSEPD
PD=PKBPDAłJ=J?E=HOP=PAIAJPO1DAOA=OOAPO=J@HE=>EHEPEAO=NA=HHK?=PA@>=OA@KJPDAKLAN=PEKJOKBPDAOACIAJP
1DA =HHK?=PA@ =OOAPO EJ?HQ@A =HH JKJ?QNNAJP =J@ ?QNNAJP =OOAPO AT?ALP BKN P=T NA?KRAN=>HA @ABANNA@ P=T =OOAPO =J@ ?=OD =J@ >=JG
>=H=J?AODAH@>UPDANAOLA?PERAEJRAOPIAJPDKH@EJC?KIL=JEAO=OPDAU=NAI=J=CA@?AJPN=HHU>UPDA$NKQL
1DA =HHK?=PA@ HE=>EHEPEAO EJ?HQ@A =HH JKJ?QNNAJP =J@ ?QNNAJP HE=>EHEPEAO AT?ALP BKN LNKREOEKJO BKN P=T =J@ @ABANNA@ P=T HE=>EHEPEAO =J@
CAJAN=H>KNNKSEJCO=OPDA$NKQLI=J=CAOPDAOABQJ@PDNKQCD=?AJPN=HEOA@BQJ?PEKJ
0ACIAJP NARAJQA ATLAJOAO =OOAPO =J@ HE=>EHEPEAO =NA @APANIEJA@ >ABKNA EJPN=CNKQL >=H=J?AO =J@ EJPN=CNKQL PN=JO=?PEKJO =NA
AHEIEJ=PA@=OL=NPKBPDA?KJOKHE@=PEKJLNK?AOO

4 SEGMENT REPORTING (CONTINUED)
Ġ=
J=HUOEO>U>QOEJAOOOACIAJP
Property Property
investment investment Property
- retail - commercial development Hotel Construction Others Group
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
2016
Total segment revenue
&JPANOACIAJPNARAJQA Ġ
Ġ
Ġ
Ġ
Ġ
Ġ
/ARAJQABNKIATPANJ=H?QOPKIANO
Segment results Ġ

Ġ

2J=HHK?=PA@?KNLKN=PAATLAJOAO Ġ

#EJ=J?AEJ?KIA 5
#EJ=J?A?KOPO Ġ
Ġ
Ġ
Ġ
Ġ
Ġ
Ġ

Ġ
Ġ

1=T=PEKJ Ġ
Ġ
Ġ
Ġ
Ġ
Ġ
Ġ
Other information:
Assets
Segment assets
Associates
'KEJPRAJPQNAO
OOAP?H=OOEłA@=O
DAH@BKNO=HA
2J=HHK?=PA@=OOAPO
Total assets
Liabilities
Segment liabilities
2J=HHK?=PA@HE=>EHEPEAO
Total liabilities

Ġ=
J=HUOEO>U>QOEJAOOOACIAJPĠ?KJPEJQA@
Property Property
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
2016
&J?QNNA@BKNPDAłJ=J?E=HUA=Nġ
&JRAOPIAJPLNKLANPEAO
&JP=JCE>HA=OOAPO
EKHKCE?=H=OOAPO
!ALNA?E=PEKJġ
EKHKCE?=H=OOAPO
IKNPEO=PEKJġ
&JP=JCE>HA=OOAPO
4NEPAKBBKBLNKLANPU LH=JP=J@AMQELIAJP 4
&IL=ENIAJPHKOOġ
2015
Total segment revenue
&JPANOACIAJPNARAJQA Ġ
Ġ
Ġ
Ġ
Ġ
Ġ
/ARAJQABNKIATPANJ=H?QOPKIANO
Segment results Ġ

2J=HHK?=PA@?KNLKN=PAATLAJOAO Ġ

#EJ=J?AEJ?KIA
#EJ=J?A?KOPO Ġ
Ġ
Ġ
Ġ
Ġ
Ġ

Ġ
Ġ

1=T=PEKJ Ġ
Ġ
Ġ
Ġ
Ġ
Ġ

Ġ=
J=HUOEO>U>QOEJAOOOACIAJPĠ?KJPEJQA@
Property Property
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
2015
Other information:
Assets
Segment assets
Associates
'KEJPRAJPQNAO
OOAP?H=OOEłA@=ODAH@BKNO=HA
2J=HHK?=PA@=OOAPO
Total assets
Liabilities
Segment liabilities
2J=HHK?=PA@HE=>EHEPEAO
Total liabilities
&J?QNNA@BKNPDAłJ=J?E=HUA=Nġ
&JP=JCE>HA=OOAPO
EKHKCE?=H=OOAPO 55 55
!ALNA?E=PEKJġ
-NKLANPU LH=JP=J@AMQELIAJP 45
EKHKCE?=H=OOAPO
IKNPEO=PEKJġ
&JP=JCE>HA=OOAPO
4NEPAKBBKBLNKLANPU LH=JP=J@AMQELIAJP
/ARANO=HKBEIL=ENIAJPHKOOġ
1DA OACIAJP=H łJ=J?E=H EJBKNI=PEKJ >U CAKCN=LDE?=H OACIAJP EO JKP LNAOAJPA@ =O PDA $NKQLO =?PEREPEAO =NA I=EJHU ?=NNEA@ KQP EJ
*=H=UOE=

5 CHANGES IN GROUP STRUCTURE
&J?KNLKN=PEKJKBOQ>OE@E=NU@QNEJCPDAłJ=J?E=HUA=N
,J +KRAI>AN PDA $NKQL RE= EPO OQ>OE@E=NU &$ KNLKN=PEKJ AND=@ Ġļ&$
=JJKQJ?A@ PK QNO= *=H=UOE= PD=P EPO
SDKHHUKSJA@ OQ>OE@E=NU 3ANKGAU 0@J D@ D=@ KJ +KRAI>AN EJ?KNLKN=PA@ = LNER=PA HEIEPA@ ?KIL=JU EJ PDA 2JEPA@
(EJC@KI QJ@AN PDA J=IA KB H=?GBNE=NO -NKFA?P *=J=CAIAJP )EIEPA@ Ġļ-*)
SEPD = NACEOPANA@ ?=LEP=H KB Z @ERE@A@ EJPK
KJA OD=NA -*) EO EJ?KNLKN=PA@ BKN LQNLKOAO KB KRANOAAEJC PDA I=J=CAIAJP =J@ ?KJOPNQ?PEKJ KB PDA $NKQLO H=?GBNE=NO
)KJ@KJLNKFA?P
1DAABBA?POKBPDAEJ?KNLKN=PEKJ=>KRASANAJKPI=PANE=HPKPDA$NKQL
*AI>ANORKHQJP=NUSEJ@EJCQLKBATEOPEJCOQ>OE@E=NU?KIL=JEAO@QNEJCPDAłJ=J?E=HUA=N
ĠE
,J +KRAI>AN PDA $NKQL RE= EPO OQ>OE@E=NU &$ =JJKQJ?A@ PK QNO= *=H=UOE= PD=P EPO @KNI=JP SDKHHUKSJA@
OQ>OE@E=NU !E=J /AVGE 0@J D@ SDE?D D=@ >AAJ LH=?A@ QJ@AN IAI>ANO RKHQJP=NU SEJ@EJCQL LQNOQ=JP PK 0A?PEKJ
Ġ
Ġ>
KB PDA KIL=JEAO ?P DAH@ EPO #EJ=H $AJAN=H *AAPEJC KJ +KRAI>AN =J@ S=O @EOOKHRA@ KJ
#A>NQ=NU
ĠEE
,J +KRAI>AN PDA $NKQL RE= EPO OQ>OE@E=NU &$ =JJKQJ?A@PK QNO= *=H=UOE=PD=PEPO @KNI=JPSDKHHUKSJA@
OQ>OE@E=NU &JPAN?KJPEJAJP=H RE=PEKJ 0ANRE?AO 0@J D@ SDE?D D=@ >AAJ LH=?A@ QJ@AN IAI>ANO RKHQJP=NU SEJ@EJCQL
LQNOQ=JPPK0A?PEKJĠ
Ġ>
KBPDA KIL=JEAO?P DAH@EPO#EJ=H$AJAN=H*AAPEJCKJ+KRAI>AN=J@S=O
@EOOKHRA@KJ#A>NQ=NU
ĠEEE
,J *=U PDA $NKQL RE= EPO OQ>OE@E=NU &$ =JJKQJ?A@ PK QNO= *=H=UOE= PD=P EPO @KNI=JP SDKHHUKSJA@
OQ>OE@E=NU -AGAHEHEJC-NKLANPU0@JD@ D=@DAH@EPO#EJ=H$AJAN=H*AAPEJCKJ*=UEJNAOLA?PKBPDAIAI>ANO
RKHQJP=NUSEJ@EJCQL=J@S=O@EOOKHRA@SEPDABBA?PBNKIQCQOPLQNOQ=JPPK0A?PEKJĠ
KBPDA KIL=JEAO
?P
ĠER
,J0ALPAI>AN PDA$NKQLRE=EPOOQ>OE@E=NU &$ =JJKQJ?A@PKQNO=*=H=UOE=PD=PEPO@KNI=JPSDKHHUKSJA@
OQ>OE@E=NU &$*=J=CAIAJP0ANRE?AO0@JD@ D=@DAH@EPO#EJ=H$AJAN=H*AAPEJCKJ0ALPAI>ANEJNAOLA?PKB
PDAIAI>ANORKHQJP=NUSEJ@EJCQL=J@S=O@EOOKHRA@SEPDABBA?PBNKI!A?AI>ANLQNOQ=JPPK0A?PEKJĠ
KB
PDA KIL=JEAO?P
ĠR
,J !A?AI>AN PDA $NKQL RE= EPO OQ>OE@E=NU &$ =JJKQJ?A@ PK QNO= *=H=UOE= PD=P @KNI=JP SDKHHUKSJA@
OQ>OE@E=NEAO I=J@=I=E 0=PQ 0@J D@ (AJJU3=HA 0@J D@ =J@ 50LAA@ 0@J D@ SANA LH=?A@ QJ@AN IAI>ANO
RKHQJP=NUSEJ@EJCQLLQNOQ=JPPK0A?PEKJĠ
Ġ>
KBPDA KIL=JEAO?P
1DAABBA?POKBPDA=>KRASANAJKPI=PANE=HPKPDA$NKQL

6 REVENUE
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
)A=OAEJ?KIAġ
NAP=EHI=HHO
KBł?A>QEH@EJCO
NAJPNAH=PA@
KJPN=?PSEPD?QOPKIANOġ
DKPAHNKKINARAJQA
LNKLANPU@ARAHKLIAJPNARAJQA
O=HAKBLNKLANPEAO
KPDANO
O=HAKBBKK@=J@>ARAN=CAO
NAJ@ANEJCKBOANRE?AO
?KJPN=?PNARAJQANAH=PEJCPKOANRE?A?KJ?AOOEKJ
arrangement
QPEHEPEAO
I=J=CAIAJPOANRE?AO
KPDANO
Investment income
!ERE@AJ@EJ?KIAĠCNKOO

Interest income on advances to subsidiaries

7 PROFIT FROM OPERATIONS
1DABKHHKSEJCEPAIOD=RA>AAJ?D=NCA@Ġ?NA@EPA@
EJ=NNEREJC=PKLAN=PEJCLNKłPġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Profit from operations is stated after charging:
-NKLANPU@ARAHKLIAJP?KOPO=J@?KOPKB?KILHAPA@QJEPO
sold
EKHKCE?=H=OOAPOġĠ+KPA
@ALNA?E=PEKJ

SNEPPAJKBB
-NKREOEKJBKNEIL=ENIAJPġ
NA?AER=>HAO=J@?KJPN=?P=OOAPOĠ+KPA

EJRAOPIAJPEJ=OOK?E=PAOĠ+KPA

=IKQJPKSEJC>UOQ>OE@E=NEAO
EJRAOPIAJPEJ=OQ>OE@E=NUĠ+KPA

IKNPEO=PEKJKBEJP=JCE>HA=OOAPOĠ+KPA

!ALNA?E=PEKJKBEJRAOPIAJPLNKLANPEAOĠ+KPA

IKNPEO=PEKJKBHKJCPANILNAL=E@HA=OAĠ+KPA


7 PROFIT FROM OPERATIONS (CONTINUED)
1DABKHHKSEJCEPAIOD=RA>AAJ?D=NCA@Ġ?NA@EPA@
EJ=NNEREJC=PKLAN=PEJCLNKłPġĠ?KJPEJQA@
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Profit from operations is stated after charging:

(continued)
Q@EPKNONAIQJAN=PEKJĠOP=PQPKNU=Q@EPBAAO
ġ
-NE?AS=PANDKQOA KKLANO*=H=UOE=
#ENIKPDANPD=JIAI>ANłNIKB
-NE?AS=PANDKQOA KKLANO&JPANJ=PEKJ=H)EIEPA@
1=T=J@KPDANJKJ=Q@EPNAH=PA@OANRE?AOġ
-NE?AS=PANDKQOA KKLANO*=H=UOE= 644 55
#ENIKPDANPD=JIAI>ANłNIKB
-NE?AS=PANDKQOA KKLANO&JPANJ=PEKJ=H)EIEPA@
"ILHKUAA>AJAłPO?KOPĠ+KPA

#=ENR=HQAHKOOKBłJ=J?E=H=OOAPO=PB=ENR=HQAPDNKQCD
LNKłPKNHKOO
-NKLANPU LH=JP=J@AMQELIAJPġĠ+KPA
@ALNA?E=PEKJ

EIL=ENIAJP
SNEPPAJKBB
/AJP=HATLAJOAOġ
AMQELIAJP
LNAIEOAO
2PEHEPEAO
Quit rent and assessment
and crediting:
4NEPA>=?GKBLNKREOEKJBKNEIL=ENIAJPġ
NA?AER=>HAO=J@?KJPN=?P=OOAPOĠ+KPA

=IKQJPKSEJCBNKI=OOK?E=PAO=J@FKEJPRAJPQNAO
Ġ+KPA

$=EJKJ@EOLKO=HKBġ
LNKLANPU LH=JP=J@AMQELIAJP
=R=EH=>HABKNO=HAłJ=J?E=H=OOAPO 45 45
łJ=J?E=H=OOAPO=PB=ENR=HQAPDNKQCDLNKłPKNHKOO
/ARANO=HKBEIL=ENIAJPHKOOBKNġ
LNKLANPU LH=JP=J@AMQELIAJPĠ+KPA

Advertising and promotional income
"TDE>EPEKJ>QOEJAOOEJ?KIA
Storage leasing income
#KNAECJAT?D=JCAC=EJĠHKOO
ĠJAP
ġ
NA=HEOA@ Ġ
Ġ

QJNA=HEOA@ Ġ


8 EMPLOYEE BENEFITS COST
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
4=CAO O=H=NEAO=J@>KJQO

!AłJA@?KJPNE>QPEKJLH=J
0D=NAKLPEKJATLAJOAO
-KOPAILHKUIAJP>AJAłPO

)AOOġ"ILHKUAA>AJAłPO?KOP?=LEP=HEOA@EJPKġ
NAOA=N?D=J@@ARAHKLIAJP Ġ
Ġ

LNKLANPU@ARAHKLIAJP?KOPO=J@EJRAOPIAJPLNKLANPU Ġ
Ġ

1DA=>KRAłCQNAOEJ?HQ@A!ENA?PKNONAIQJAN=PEKJ=O@EO?HKOA@EJ+KPA
9 DIRECTORS’ REMUNERATION
1DA=CCNAC=PA=IKQJPKBAIKHQIAJPONA?AERA@NA?AER=>HA>UPDA!ENA?PKNOKBPDA$NKQL=J@KBPDA KIL=JU@QNEJCPDAłJ=J?E=HUA=N
=NA=OBKHHKSOġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
#AAO

0=H=NEAO >KJQO=J@=HHKS=J?AO
AJAłPOEJGEJ@
"TA?QPERAOOD=NAKLPEKJO?DAIA

10 FINANCE INCOME AND COSTS
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
&JPANAOPEJ?KIAKJġ
@ALKOEPOSEPDHE?AJOA@>=JGO
?KJ?AOOEKJNA?AER=>HAO
H=PAL=UIAJPBNKIPAJ=JPO
KPDANO
1KP=HłJ=J?AEJ?KIA

10 FINANCE INCOME AND COSTS (CONTINUED)
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
&JPANAOPATLAJOAKJġ
PANIHK=JO NARKHREJC?NA@EPO=J@IA@EQIPANIJKPAO
Ġ+KPA

KPDANO
1KP=HłJ=J?A?KOPO
+APłJ=J?A?KOPO
11 TAXATION
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
QNNAJPP=Tġ
*=H=UOE=JP=T Ġ

#KNAECJP=T
Ġ

!ABANNA@P=T Ġ
Ġ
Ġ
Ġ
Ġ

Ġ
QNNAJPP=Tġ
QNNAJPłJ=J?E=HUA=N
Ġ,RAN
2J@AN=??NQ=HEJLNEKNłJ=J?E=HUA=N Ġ
Ġ
Ġ

Ġ

!ABANNA@P=TġĠ+KPA
,NECEJ=PEKJ=J@NARANO=HKBPAILKN=NU@EBBANAJ?AO Ġ

Ġ
Ġ
Ġ
Ġ,RAN
2J@AN=??NQ=HEJLNEKNłJ=J?E=HUA=N Ġ
Ġ
1=TATLAJOAĠ?NA@EP
Ġ
Ġ

11 TAXATION (CONTINUED)
1DANA?KJ?EHE=PEKJ>APSAAJPDAABBA?PERAP=TN=PA=J@PDA*=H=UOE=JP=TN=PA=NA=OBKHHKSOġ
Group Company
2016 2015 2016 2015
% % % %
*=H=UOE=JP=TN=PA
1=TABBA?POKBġ
@EBBANAJPP=TN=PAOEJKPDAN?KQJPNEAO Ġ
*
OD=NAKBNAOQHPOKB=OOK?E=PAO Ġ
Ġ

ATLAJOAOJKP@A@Q?PE>HABKNP=TLQNLKOAO
EJ?KIAJKPOQ>FA?PPKP=T Ġ
Ġ
Ġ
Ġ
QPEHEO=PEKJKBLNAREKQOHUQJNA?KCJEOA@P=THKOOAO=J@
unabsorbed capital allowance Ġ

?QNNAJPUA=NP=THKOOAO=J@@A@Q?PE>HAPAILKN=NU
@EBBANAJ?AOJKPNA?KCJEOA@
KRAN=??NQ=HKBP=T=PEKJEJLNEKNłJ=J?E=HUA=N Ġ
Ġ
Ġ
*
ABBA?PKB?D=JCAOEJP=TN=PA *
PAILKN=NU@EBBANAJ?AO=NEOEJCBNKI/A@AAI=>HA
KJRANPE>HA QIQH=PERA-NABANAJ?A0D=NAO * * Ġ

"BBA?PERAP=TN=PA Ġ
*
1DAP=TABBA?POKBPDAOANA?KJ?EHEJCEPAIO=NAHAOOPD=J
-QNOQ=JP PK 0A?PEKJ KB *=H=UOE= &J?KIA 1=T ?P Ġļ?P
EJ?KIA KB &$ /A=H "OP=PA &JRAOPIAJP 1NQOP Ġļ&$ /"&1
SEHH
>A ATAILPA@ BNKI P=T LNKRE@A@ PD=P =P HA=OP KB EPO P=T=>HA EJ?KIA Ġ=O @AłJA@ EJ PDA ?P
EO @EOPNE>QPA@ PK PDA EJRAOPKNO EJ PDA
>=OEOLANEK@KB&$/"&1BKNPD=PUA=NKB=OOAOOIAJPSEPDEJPSKĠ
IKJPDO=BPANPDA?HKOAKBłJ=J?E=HUA=N&BPDA@EOPNE>QPEKJ
?KJ@EPEKJEOJKP?KILHEA@SEPDKNPDA@EOPNE>QPEKJEOJKPI=@ASEPDEJPSKĠ
IKJPDO=BPANPDA?HKOAKB&$/"&1OłJ=J?E=HUA=N
SDE?DBKNIOPDA>=OEOLANEK@BKN=UA=NKB=OOAOOIAJP PDAJ&$/"&1SEHH>AOQ>FA?PPKEJ?KIAP=T=PPDALNAR=EHEJCN=PAKJEPOPKP=H
EJ?KIA &J?KIA SDE?D D=O >AAJ P=TA@ =P PDA &$ /"&1 HARAH SEHH D=RA P=T ?NA@EPO =PP=?DA@ SDAJ OQ>OAMQAJPHU @EOPNE>QPA@ PK QJEP
DKH@ANO

12 EARNINGS PER SHARE
Ġ=
=OE?A=NJEJCOLANOD=NA
=OE?A=NJEJCOLANOD=NAKBPDA$NKQLEO?=H?QH=PA@>U@ERE@EJCPDALNKłP=PPNE>QP=>HAPKAMQEPUDKH@ANOKBPDA KIL=JUBKNPDA
łJ=J?E=HUA=N>UPDASAECDPA@=RAN=CAJQI>ANKBKN@EJ=NUOD=NAOEJEOOQA@QNEJCPDAłJ=J?E=HUA=N AT?HQ@EJCKN@EJ=NUOD=NAO
LQN?D=OA@>UPDA KIL=JU=J@DAH@=OPNA=OQNUOD=NAOĠ+KPA

Group
2016 2015
-NKłP=PPNE>QP=>HAPKAMQEPUDKH@ANOKBPDA KIL=JUĠ/*

4AECDPA@=RAN=CAJQI>ANKBKN@EJ=NUOD=NAOEJEOOQAĠĺ

=OE?A=NJEJCOLANOD=NAĠOAJ

Ġ>
!EHQPA@A=NJEJCOLANOD=NA
#KN @EHQPA@ A=NJEJCO LAN OD=NA KB PDA $NKQL PDA SAECDPA@ =RAN=CA JQI>AN KB KN@EJ=NU OD=NAO EJ EOOQA EO =@FQOPA@ PK =OOQIA
?KJRANOEKJKB=HH@EHQPERALKPAJPE=HKN@EJ=NUOD=NAO1DA$NKQLD=O@EHQPERALKPAJPE=HKN@EJ=NUOD=NAOBNKII=TEIQI?KJRANOEKJ
KB/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A0D=NAOĠļ/ -0

Group
2016 2015
-NKłP=PPNE>QP=>HAPKAMQEPUDKH@ANOKBPDA KIL=JUĠ/*

@@ġ&JPANAOPKJ/ -0O=RA@=O=NAOQHPKB?KJRANOEKJĠ/*

)AOOġ1=TNAHEABPDANAKJĠ/*
Ġ
Ġ
@FQOPA@A=NJEJCOĠ/*

4AECDPA@=RAN=CAJQI>ANKBKN@EJ=NUOD=NAOEJEOOQAĠĺ

@FQOPIAJPOBKNLKPAJPE=H@EHQPERAKN@EJ=NUOD=NAOKJI=TEIQI?KJRANOEKJKB/ -0Ġĺ

4AECDPA@=RAN=CAJQI>ANKBKN@EJ=NUOD=NAOBKN@EHQPA@A=NJEJCOLANOD=NAĠĺ

!EHQPA@A=NJEJCOLANOD=NAĠOAJ


13 PROPERTY, PLANT AND EQUIPMENT
Furniture,
Hotel fixtures, Capital
Freehold Leasehold properties Plant and fittings and Motor work-in-
Group land land (Note 13(a)) Buildings machinery equipment vehicles progress Total
2016
Cost
P'=JQ=NU
Additions
4NEPPAJKBB Ġ
Ġ
Ġ
Ġ
Ġ
Ġ
Disposals Ġ

Ġ
Ġ
Ġ
Ġ
Ġ
/A?H=OOEł?=PEKJ Ġ

1N=JOBANNA@PK=OOAP
DAH@BKNO=HAĠ+KPA
Ġ
Ġ
Ġ
Ġ
Currency translation
@EBBANAJ?AO Ġ
Ġ
Ġ

P!A?AI>AN
Accumulated depreciation
P'=JQ=NU
D=NCABKNPDAłJ=J?E=HUA=N 654
4NEPPAJKBB Ġ
Ġ
Ġ
Ġ
Ġ
Disposals Ġ

Ġ
Ġ
Ġ
Ġ
/A?H=OOEł?=PEKJ Ġ
Ġ

1N=JOBANNA@PK=OOAP
DAH@BKNO=HAĠ+KPA
Ġ
Ġ
Ġ
@EBBANAJ?AO Ġ
Ġ
Ġ
Ġ
Ġ
P!A?AI>AN
Accumulated impairment
losses
P'=JQ=NU
D=NCABKNPDAłJ=J?E=HUA=N 6
P!A?AI>AN
Net book value

P!A?AI>AN

13 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Furniture,
Hotel fixtures, Capital
Freehold Leasehold properties Plant and fittings and Motor work-in-
Group land land (Note 13(a)) Buildings machinery equipment vehicles progress Total
2015
Cost
P'=JQ=NU
Additions
4NEPPAJKBB Ġ
Ġ
Ġ
Ġ
Ġ
Disposals Ġ
Ġ
Ġ
/A?H=OOEł?=PEKJ Ġ

Ġ

1N=JOBANNA@BNKIEJRAOPIAJP
LNKLANPEAOĠ+KPA

1N=JOBANNA@PKEJRAOPIAJP
LNKLANPEAOĠ+KPA
Ġ
Ġ
1N=JOBANNA@PKEJRAJPKNEAO
LNKLANPU@ARAHKLIAJP
?KOPOĠ+KPAĠ>
Ġ
Ġ
1N=JOBANNA@PK=OOAPDAH@
BKNO=HAĠ+KPA
Ġ
Ġ
?MQEOEPEKJKBOQ>OE@E=NEAO

@EBBANAJ?AO
P!A?AI>AN
P'=JQ=NU
D=NCABKNPDAłJ=J?E=HUA=N
4NEPPAJKBB Ġ
Ġ
Ġ
Ġ
Disposals Ġ
Ġ
Ġ
1N=JOBANNA@BNKIEJRAOPIAJP
LNKLANPEAOĠ+KPA

1N=JOBANNA@PKEJRAJPKNEAO
LNKLANPU@ARAHKLIAJP
?KOPOĠ+KPAĠ>
Ġ
Ġ
BKNO=HAĠ+KPA
Ġ
Ġ
@EBBANAJ?AO
P!A?AI>AN
Accumulated impairment
losses
P'=JQ=NU
BKNO=HAĠ+KPA
Ġ
Ġ
/ARANO=HKBEIL=ENIAJP Ġ
Ġ
P!A?AI>AN
Net book value

P!A?AI>AN

Ġ=
%KPAHLNKLANPEAO
Office
furniture,
Freehold Hotel Plant and fittings and
land buildings machinery equipment Total
Group RM’000 RM’000 RM’000 RM’000 RM’000
2016
Cost
P'=JQ=NU
Additions
4NEPPAJKBB Ġ
Ġ
Ġ
Disposals Ġ

Ġ
Ġ
Ġ
1N=JOBANNA@PK=OOAPDAH@BKNO=HA Ġ

Ġ
Ġ
Ġ

Ġ

P!A?AI>AN
P'=JQ=NU
4NEPPAJKBB Ġ
Ġ
Disposals Ġ

Ġ
Ġ
Ġ
/A?H=OOEł?=PEKJ Ġ
Ġ
1N=JOBANNA@PK=OOAPDAH@BKNO=HA Ġ

Ġ
Ġ
Ġ
Ġ
Ġ
P!A?AI>AN
Net book value

P!A?AI>AN

Ġ=
%KPAHLNKLANPEAOĠ?KJPEJQA@
Office
furniture,
Freehold Hotel Plant and fittings and
land buildings machinery equipment Total
Group RM’000 RM’000 RM’000 RM’000 RM’000
2015
Cost
P'=JQ=NU
Additions
4NEPPAJKBB Ġ
Ġ
Disposals Ġ
Ġ
Ġ
/A?H=OOEł?=PEKJ

1N=JOBANNA@BNKIEJRAOPIAJPLNKLANPEAO
Ġ+KPA

1N=JOBANNA@PKEJRAJPKNEAOLNKLANPU
@ARAHKLIAJP?KOPOĠ+KPAĠ>
Ġ
Ġ
Ġ
1N=JOBANNA@PK=OOAPDAH@BKNO=HAĠ+KPA
Ġ
Ġ
Ġ
Ġ
QNNAJ?UPN=JOH=PEKJ@EBBANAJ?AO
P!A?AI>AN
P'=JQ=NU
4NEPPAJKBB Ġ
Ġ
Disposals Ġ
Ġ
Ġ
/A?H=OOEł?=PEKJ Ġ

1N=JOBANNA@BNKIEJRAOPIAJPLNKLANPEAO
Ġ+KPA

1N=JOBANNA@PKEJRAJPKNEAOLNKLANPU
@ARAHKLIAJP?KOPOĠ+KPAĠ>
Ġ
Ġ
Ġ
Ġ
Ġ
QNNAJ?UPN=JOH=PEKJ@EBBANAJ?AO
P!A?AI>AN
Accumulated impairment losses

P'=JQ=NU
Ġ
Ġ
/ARANO=H@QNEJCPDAłJ=J?E=HUA=N Ġ
Ġ
P!A?AI>AN
Net book value

P!A?AI>AN

Group
2016 2015
RM’000 RM’000
+AP>KKGR=HQAKBLNKLANPU LH=JP=J@AMQELIAJPLHA@CA@=OOA?QNEPUBKN>KNNKSEJCOĠ+KPA

&JPANAOP?KOP?=LEP=HEOA@SEPDEJLNKLANPU LH=JP=J@AMQELIAJP
Company
Furniture, fixtures, fittings

and equipment
2016 2015
RM’000 RM’000
Cost
P'=JQ=NU

Additions 6 45
Disposals Ġ
Ġ
4NEPPAJKBB Ġ

P!A?AI>AN
P'=JQ=NU

Disposals Ġ
Ġ
4NEPPAJKBB Ġ

P!A?AI>AN
Net book value
P!A?AI>AN

14 INVENTORIES
Group
Note 2016 2015
RM’000 RM’000
Non-current
)=J@DAH@BKNLNKLANPU@ARAHKLIAJP Ġ=

Current
Property development costs Ġ>

P?KOPġ
Completed properties Ġ?

%KPAHKLAN=PEJCOQLLHEAO
/=SI=PANE=HO BAA@=J@?KJOQI=>HAO
#KK@=J@>ARAN=CAOOQLLHEAO
PJAPNA=HEO=>HAR=HQAġ
#EJEODA@CKK@O
PB=ENR=HQAġ
EKHKCE?=H=OOAPOłOD


14 INVENTORIES (CONTINUED)
Ġ=
)=J@DAH@BKNLNKLANPU@ARAHKLIAJP
Group
At net
realisable
Note At cost value Total
RM’000 RM’000 RM’000
2016
P'=JQ=NU
)=J@?KOP
Development costs

KOPOEJ?QNNA@@QNEJCPDAłJ=J?E=HUA=Nġ
Development costs
!EOLKO=H@QNEJCPDAłJ=J?E=HUA=Nġ
)=J@?KOP Ġ
Ġ
Development costs Ġ

Ġ
/A?H=OOEł?=PEKJPKEJRAOPIAJPLNKLANPEAOġ
)=J@?KOP Ġ
Ġ

Ġ
1N=JOBANPKLNKLANPU@ARAHKLIAJP?KOPġ Ġ>
)=J@?KOP Ġ

Ġ

Ġ
Ġ
Ġ
P!A?AI>AN
)=J@?KOP

Development costs


Ġ=
)=J@DAH@BKNLNKLANPU@ARAHKLIAJPĠ?KJPEJQA@
Group
At net
realisable
At cost value Total
RM’000 RM’000 RM’000
2015
P'=JQ=NU
)=J@?KOP
Development costs

)=J@?KOPO
Development costs
!EOLKO=H@QNEJCPDAłJ=J?E=HUA=Nġ
)=J@?KOP Ġ
Ġ

Ġ
Ġ

P!A?AI>AN
)=J@?KOP

Development costs


Ġ>
-NKLANPU@ARAHKLIAJP?KOPO
Group
Note 2016 2015
RM’000 RM’000
At cost
P'=JQ=NU
)=J@=J@@ARAHKLIAJP?KOPO
Accumulated costs charged to income statements Ġ
Ġ

)AOOġ
KILHAPA@@ARAHKLIAJPLNKLANPEAOġ
)=J@=J@@ARAHKLIAJP?KOPO Ġ
Ġ
Accumulated costs charged to income statements
1N=JOBANNA@PKEJRAJPKNEAO?KILHAPA@LNKLANPEAO Ġ?
Ġ
Ġ
@@ġ
1N=JOBANNA@BNKILNKLANPU LH=JP=J@AMQELIAJPġ
)=J@
1N=JOBANNA@BNKIEJRAJPKNEAOH=J@DAH@BKNLNKLANPU@ARAHKLIAJPġ
)=J@=J@@ARAHKLIAJP?KOPO Ġ=

KOPONA?KCJEOA@PKEJ?KIAOP=PAIAJPOEJ?QNNAJPłJ=J?E=HUA=N Ġ

Ġ
P!A?AI>AN
-NKLANPU@ARAHKLIAJP?KOPO=NA=J=HUOA@=OBKHHKSOġ
At cost
Accumulated costs charged to income statements Ġ
Ġ

)=J@=J@@ARAHKLIAJP?KOPO?D=NCA@=OOA?QNEPUBKN>KNNKSEJCO
Interest cost capitalised as property development costs
KOPPKK>P=EJKNBQHłHH?KJPN=?PNA?KCJEOA@=O=JATLAJOAEJPDAEJ?KIA
OP=PAIAJPOEJ?QNNAJPłJ=J?E=HUA=N

Ġ?
KILHAPA@LNKLANPEAO
Group
Note 2016 2015
RM’000 RM’000
At cost
P'=JQ=NU
1N=JOBANNA@BNKIEJRAJPKNEAOLNKLANPU@ARAHKLIAJP?KOPO Ġ>

!EOLKO=HO@QNEJCPDAłJ=J?E=HUA=N Ġ
Ġ
P!A?AI>AN
15 INVESTMENT PROPERTIES
Land held Property Property Capital

for future investment investment work
Group development retail commercial in progress Total
RM’000 RM’000 RM’000 RM’000 RM’000
2016
Cost
P'=JQ=NU
Additions
/A?H=OOEł?=PEKJBNKIEJRAJPKNEAO
H=J@DAH@BKNLNKLANPU@ARAHKLIAJP
Ġ+KPA

/A?H=OOEł?=PEKJ Ġ

P!A?AI>AN
P'=JQ=NU
P!A?AI>AN
Net book value

P!A?AI>AN

15 INVESTMENT PROPERTIES (CONTINUED)
Property Property
investment investment Capital work
Group retail commercial in progress Total
RM’000 RM’000 RM’000 RM’000
2015
Cost
P'=JQ=NU
Additions
/A?H=OOEł?=PEKJ Ġ

/A?H=OOEł?=PEKJPKLNKLANPU LH=JP=J@AMQELIAJPĠ+KPA
Ġ
Ġ
/A?H=OOEł?=PEKJBNKILNKLANPU LH=JP=J@AMQELIAJP
Ġ+KPA

/ARANO=HKBKRAN=??NQ=HO Ġ
Ġ
P!A?AI>AN
P'=JQ=NU
/A?H=OOEł?=PEKJPKLNKLANPU LH=JP=J@AMQELIAJPĠ+KPA
Ġ
Ġ
P!A?AI>AN
Net book value

P!A?AI>AN
!ENA?PKLAN=PEJCATLAJOAOBNKIEJRAOPIAJPLNKLANPEAOPD=PCAJAN=PA@NAJP=HEJ?KIABKNPDA$NKQL@QNEJCPDAłJ=J?E=HUA=N=IKQJPA@
PK=LLNKTEI=PAHU/* Ġġ/*

&J?HQ@A@EJ@ENA?PKLAN=PEJCATLAJOAOKBPDA$NKQLOEJRAOPIAJPLNKLANPEAOSANAPDABKHHKSEJCATLAJOAOġ
Group
2016 2015
RM’000 RM’000
!ALNA?E=PEKJKBEJRAOPIAJPLNKLANPEAO

Quit rent and assessment
/AL=ENO=J@I=EJPAJ=J?A
0P=BB?KOPO
2PEHEPEAO
Fair value
2016 2015 Valuation
RM’000 RM’000 Level technique
/AP=EHI=HHO Income approach

Commercial properties Income approach
Total

15 INVESTMENT PROPERTIES (CONTINUED)
1DA B=EN R=HQA KB PDA EJRAOPIAJP LNKLANPEAO =>KRA SANA AOPEI=PA@ >=OA@ KJ AEPDAN R=HQ=PEKJO >U EJ@ALAJ@AJP MQ=HEłA@ R=HQANO KN
I=J=CAIAJPOAOPEI=PAO
1DAB=ENR=HQAKBPDAEJRAOPIAJPLNKLANPEAO=>KRAAT?HQ@AOEJRAOPIAJPLNKLANPEAOPD=P=NAQJ@AN?KJOPNQ?PEKJ=OPDAB=ENR=HQAKBPDAOA
LNKLANPEAO=NAJKPATLA?PA@PK>ANAHE=>HUIA=OQN=>HAQJPEH?KJOPNQ?PEKJ?KILHAPAO
1DAB=ENR=HQAKBPDAEJRAOPIAJPLNKLANPEAOEO@APANIEJA@>=OA@KJEJ?KIA=LLNK=?DQOEJC)ARAHEJLQPOEJPDAB=ENR=HQADEAN=N?DU
KB *#/0 ĺ#=EN 3=HQA *A=OQNAIAJP 1DA B=EN R=HQA KB PDA EJRAOPIAJP LNKLANPEAO EO @ANERA@ BNKI =J AOPEI=PA KB PDA I=NGAP NAJP=H
SDE?DPDAEJRAOPIAJPLNKLANPEAO?=JNA=OKJ=>HU>AHAPBKN,QPCKEJCOOQ?D=OMQEPNAJP=J@=OOAOOIAJP LNKLANPUP=TAO QPEHEPEAO?KOPO
NAEI>QNO=>HA I=JLKSAN ?KOPO NAL=EN =J@ I=EJPAJ=J?A EJOQN=J?A LNAIEQI =OOAP AJD=J?AIAJP EJEPE=PERAO =O SAHH =O I=J=CAIAJP
ATLAJOAO =NA @A@Q?PA@ BNKI PDA =JJQ=H NAJP=H EJ?KIA =J@ PDANA=BPAN PDA JAP =JJQ=H NAJP=H EJ?KIA EO ?=LEP=HEOA@ =P =J =LLNKLNE=PA
?QNNAJPI=NGAPUEAH@PK=NNERA=PEPOB=ENR=HQA
1DA)ARAHEJLQPOĠQJK>OANR=>HAEJLQPO
EJ?HQ@Aġ
Term rental PDA ATLA?PA@ NAJP=H PD=P PDA EJRAOPIAJP LNKLANPEAO =NA ATLA?PA@ PK =?DEARA =J@ EO @ANERA@ BNKI PDA
?QNNAJPL=OOEJCNAJP=H EJ?HQ@EJCNAREOEKJQLKJNAJAS=HKBPAJ=J?EAO@QNEJCPDAUA=NĢ
/ARANOEKJ=NUNAJP=H PDAATLA?PA@NAJP=HPD=PPDAEJRAOPIAJPLNKLANPEAO=NAATLA?PA@PK=?DEARAQLKJATLENUKBPANINAJP=HĢ
=NL=NGEJ?KIA NABANOPKNAJP=HKJ?=NL=NG>=UOĢ
Other income ?KILNEOEJCLAN?AJP=CANAJP =@RANPEOEJCEJ?KIA=J@KPDANOĢ
Outgoings ?KILNEOEJC MQEP NAJP =J@ =OOAOOIAJP QPEHEPEAO ?KOPO NAEI>QNO=>HA I=JLKSAN ?KOPO NAL=EN =J@
I=EJPAJ=J?A EJOQN=J?ALNAIEQI =OOAPAJD=J?AIAJPATLAJOAO=J@KPDANCAJAN=HATLAJOAOĢ
Capitalisation rate >=OA@ KJ =?PQ=H HK?=PEKJ OEVA =J@ ?KJ@EPEKJ KB PDA EJRAOPIAJP LNKLANPEAO =J@ P=GEJC EJPK =??KQJP
I=NGAP@=P==PPDAR=HQ=PEKJ@=PA>=OA@KJPDAR=HQANOGJKSHA@CAKBPDAB=?PKNOOLA?Eł?PKEJRAOPIAJP
properties;
HHKS=J?ABKNRKE@ NABANOPK=HHKS=J?ALNKRE@A@BKNR=?=J?ULANEK@O I=NGAPEJC=J@NAJPBNAALANEK@O
&JRAOPIAJPLNKLANPUSEPDJAP>KKGR=HQA/* Ġġ/*

D=RA>AAJ?D=NCA@=OOA?QNEPUBKN>KNNKSEJCO=O
@EO?HKOA@EJ+KPA
&J?HQ@A@ EJ PDA $NKQLO EJRAOPIAJP LNKLANPEAO =@@EPEKJO @QNEJC PDA łJ=J?E=H UA=N SANA EJPANAOP ATLAJOA ?=LEP=HEOA@ =IKQJPEJC PK
/* Ġġ/*

16 LONG TERM PREPAID LEASE
Group
2016 2015
RM’000 RM’000
At cost
P'=JQ=NU
Disposal Ġ


P!A?AI>AN
Accumulated amortisation
P'=JQ=NU
Current year amortisation
Disposal Ġ


P!A?AI>AN
Net book value

P!A?AI>AN

17 INTANGIBLE ASSETS
Development
Group costs License Goodwill Total
RM’000 RM’000 RM’000 RM’000
2016
Cost
P'=JQ=NU

Additions
1N=JOBANPK=OOAPO?H=OOEłA@=ODAH@BKNO=HAĠ+KPA
Ġ
Ġ
P!A?AI>AN
P'=JQ=NU

P!A?AI>AN
Net book value
P!A?AI>AN
2015
Cost
P'=JQ=NU

Additions
NEOEJCBNKI=?MQEOEPEKJKBOQ>OE@E=NEAO
P!A?AI>AN
P'=JQ=NU

P!A?AI>AN
Net book value
P!A?AI>AN

17 INTANGIBLE ASSETS (CONTINUED)
&IL=ENIAJPPAOPBKNCKK@SEHH
$KK@SEHH =?MQENA@ EJ = >QOEJAOO ?KI>EJ=PEKJ EO =HHK?=PA@ =P =?MQEOEPEKJ PK PDA $NKQLO ?=ODCAJAN=PEJC QJEPO Ġĺ $2O
PD=P =NA
ATLA?PA@PK>AJAłPBNKIPD=P>QOEJAOO?KI>EJ=PEKJ
OQII=NUKBPDACKK@SEHH=HHK?=PEKJPKPDA$NKQLO $2OEOODKSJ=OBKHHKSOġ
Group
2016 2015
RM’000 RM’000
$NA=P2JEKJ-NKLANPEAO0@JD@Ġļ$2-

$ EPU HQ>%KPAH0@JD@Ġļ$ EPU

"HAIAJPO*A@E?=H#EPJAOO0@JD@ĠBKNIANHUGJKSJ=O"HAIAJPO$UI0@JD@
Ġļ"*#

1DA$NKQLPAOPOCKK@SEHHBKNEIL=ENIAJP=JJQ=HHU KNIKNABNAMQAJPHUEBPDANA=NA=JUEJ@E?=PEKJOPD=PEIL=ENIAJPI=UD=RA=NEOAJ
1DA?=NNUEJCR=HQAKBPDACKK@SEHHS=O?KIL=NA@PKEPONA?KRAN=>HA=IKQJP SDE?DS=O>=OA@KJB=ENR=HQAHAOO?KOPOPKOAHHBKN$2-
=J@R=HQAEJQOA?=H?QH=PEKJOBKN$ EPU1DA?=NNUEJCR=HQAKB"*#IA=JSDEHA EO@AAIA@JKPI=PANE=HPKPDA$NKQL
1DACKK@SEHHBNKI$2-=NKOABNKIPDA=?MQEOEPEKJKB KN@EJ=NUOD=NAOKB/*A=?DNALNAOAJPEJCAMQEPUEJPANAOPEJ

$2-@QNEJCPDAłJ=J?E=HUA=NAJ@A@!A?AI>AN
&J PDA LNAREKQO łJ=J?E=H UA=N PDA $2- CKK@SEHH EO JKP OAJOEPERA PK ?D=JCAO EJ PDA B=EN R=HQA HAOO ?KOPO PK OAHH =O PDA !ENA?PKNO
=OOAOOIAJP EJ@E?=PA@ PD=P PDA B=EN R=HQA HAOO ?KOPO PK OAHH >=OA@ KJ ?QNNAJP I=NGAP ?KJ@EPEKJO =J@ ?EN?QIOP=J?AO AT?AA@A@ PDA
?=NNUEJC=IKQJPKBPDA $2
1DA $2- CKK@SEHH D=O >AAJ NA?H=OOEłA@ PK =OOAP ?H=OOEłA@ =O DAH@BKNO=HA @QNEJC PDA łJ=J?E=H UA=N LQNOQ=JP PK EPO @EOLKO=H =O
@AO?NE>A@EJ+KPA
1DANA?KRAN=>HA=IKQJPKB$ EPUOCKK@SEHHD=O>AAJ@APANIEJA@>=OA@KJR=HQAEJQOA?=H?QH=PEKJO1DAOA?=H?QH=PEKJOQOALNAP=T
?=OD ŃKS LNKFA?PEKJO >=OA@ KJ łJ=J?E=H >Q@CAPO =LLNKRA@ >U I=J=CAIAJP ?KRANEJC = łRAUA=N LANEK@ 1DA CNKSPD N=PA @KAO JKP
AT?AA@PDAHKJCPANI=RAN=CACNKSPDN=PAKB$ EPU
1DAGAU=OOQILPEKJOQOA@BKNR=HQAEJQOA?=H?QH=PEKJOBKN$ EPU=NA=OBKHHKSOġ
GCity
2016 2015
/ARAJQACNKSPD

Cost increase
Discount rate
1DA!ENA?PKNOD=RA@APANIEJA@PDANARAJQACNKSPD=J@?KOPEJ?NA=OA>=OA@KJATLA?PA@LANBKNI=J?A=J@EPOATLA?P=PEKJOKBI=NGAP
?KJ@EPEKJO1DA@EO?KQJPN=PAOQOA@=NALNAP=T=J@NAŃA?POLA?Eł?NEOGONAH=PEJCPK$ EPU
1DAGAU=OOQILPEKJOQOA@BKNPDAR=HQAEJQOA?=H?QH=PEKJOBKN$ EPU=NAJKPOAJOEPERAPKPDA?=NNUEJCR=HQAKBEPOCKK@SEHHAT?ALP=O
@EO?HKOA@>AHKSġ
2016 2015
Change in Impact on Change in Impact on
assumption goodwill assumption goodwill
GCity
/ARAJQACNKSPD Ġ
Ġ
Ġ
Ġ
Discount rate Ġ

Ġ

1DA=>KRAOAJOEPEREPU=J=HUOEOEO>=OA@KJ=?D=JCAEJ=J=OOQILPEKJSDEHADKH@EJC=HHKPDAN=OOQILPEKJO?KJOP=JP&JLN=?PE?A PDEOEO
QJHEGAHUPKK??QN =J@?D=JCAOEJOKIAKBPDA=OOQILPEKJOI=U>A?KNNAH=PA@

18 BIOLOGICAL ASSETS
Group
2016 2015
RM’000 RM’000
Broodstocks
Cost
P'=JQ=NU

Additions 55
Disposal Ġ

4NEPPAJKBB Ġ
Ġ
P!A?AI>AN
P'=JQ=NU

Disposal Ġ

4NEPPAJKBB Ġ
Ġ
P!A?AI>AN
Net book value
P!A?AI>AN
19 SUBSIDIARIES
Company
2016 2015
RM’000 RM’000
Investment in subsidiaries, at cost
Quoted ordinary shares

2JMQKPA@KN@EJ=NUOD=NAO
)AOOġ??QIQH=PA@EIL=ENIAJPHKOOAO Ġ
Ġ

Advances to subsidiaries
Total
1DA=@R=J?AOPKOQ>OE@E=NEAONABANOPK=IKQJPOKBSDE?DPDA KIL=JU@KAOJKPATLA?PNAL=UIAJPEJPDABKNAOAA=>HABQPQNA=J@=NA
?KJOE@ANA@=OL=NPKBPDA KIL=JUOEJRAOPIAJPEJOQ>OE@E=NEAO
1DAI=NGAPR=HQAKBPDAMQKPA@KN@EJ=NUOD=NAOEO=P/* Ġġ/*


19 SUBSIDIARIES (CONTINUED)
Company
2016 2015
RM’000 RM’000
Movement of impairment loss on investment in subsidiaries:
P'=JQ=NU

Charge during the year
P!A?AI>AN
.QKPA@KN@EJ=NUOD=NAOSEPD=?=NNUEJCR=HQAKB/*>EHHEKJĠġ/*>EHHEKJ
D=RA>AAJ?D=NCA@=OOA?QNEPUBKN>KNNKSEJCO
=O@AP=EHA@EJ+KPAĠ=

1DA@AP=EHOKBPDAOQ>OE@E=NEAO=NA=OBKHHKSOġ
2016 2015
Effective Effective
Country of interest held interest held
incorporation Effective by non- Effective by non-
and place interest held controlling interest held controlling
Name of business Nature of business by the group interest by the group interest
% % % %
* #*00KHQPEKJO *=H=UOE= /AOA=N?D=J@@ARAHKLIAJP

0@JD@ KB=QPKI=PA@B=?EHEPEAO
management solution
system
Elements Integrative *=H=UOE= Integrated healthcare and

%A=HPD0@JD@ wellness
$KH@ DEJ=0@JD@ *=H=UOE= Investment holding
$KH@EO =LEP=H *=H=UOE= Dormant

0@JD@
$KH@EO4=PAN *=H=UOE= Investment holding

0@JD@
$KH@EO6Q0@JD@ *=H=UOE= -NKREOEKJKBIKJAU

lending services to
related companies
$1KSAN0@JD@ *=H=UOE= Property investment

holding
$#EODĠOE=
*=H=UOE= MQ=?QHPQNAKLAN=PEKJO
0@JD@
&$ KNLKN=PEKJ *=H=UOE= Investment holding and
AND=@ property development
)=QP=JQIEI=O *=H=UOE= MQ=?QHPQNAKLAN=PEKJO

0@JD@

2016 2015
Effective Effective
% % % %
*=?NK)UJT *=H=UOE= -NKREOEKJKB>NK=@>=J@

0@JD@ EJPANJAP=??AOOOANRE?AO
SA>AJ=>HEJCOANRE?AO
OQLLHU=J@OANRE?AKB
computer and related
products
*QHPEOPK?G0@JD@ *=H=UOE= Investment trading and

investment holding
Steady Paramount *=H=UOE= Property investment

0@JD@ holding
Silver Sanctuary *=H=UOE= Property investment

0@JD@ holding
1NELHA%=HHI=NG *=H=UOE= Investment holding

0@JD@
Held by Elements Integrative Health Sdn. Bhd.
"HAIAJPO4AHHJAOO *=H=UOE= 4AHHJAOO?KJOQHP=PEKJ=J@

0@JD@ health services
"HAIAJPO*A@E?=H *=H=UOE= &JPACN=PA@IA@E?=HłPJAOO

#EPJAOO0@JD@ centre and gym
(formerly known
as Elements Gym
Sdn. Bhd.)
Elements Nutrients *=H=UOE= Pharmaceutical business

0@JD@ and related products
Held by GoldChina Sdn. Bhd.
* Crest Spring Singapore Investment holding

-PA)P@
Held by Crest Spring Pte Ltd
* Crest Spring 1DA-AKLHAO -NKREOEKJKBAJCEJAANEJC

Ġ0D=JCD=E
/ALQ>HE? OANRE?AOBKNLQNA
K)P@ KB DEJ= water and waste water
treatment plants and
related services
* +AS4=PAN K)P@ 1DA-AKLHAO KJ?AOOEKJBKN

/ALQ>HE? I=J=CAIAJP KLAN=PEKJO
KB DEJ= =J@I=EJPAJ=J?AKB
waste water treatment
plant

2016 2015
Effective Effective
% % % %
Held by Crest Spring (Shanghai) Co. Ltd.
* 'E=JC0Q NAOP 1DA-AKLHAO Investment holding and

0LNEJC K)P@ /ALQ>HE? consultancy services in
KB DEJ= water treatment
* 6=JP=E5EJ DAJC 1DA-AKLHAO KJ?AOOEKJBKN

4=OPAS=PAN /ALQ>HE? I=J=CAIAJP KLAN=PEKJO
1NA=PIAJP K KB DEJ= =J@I=EJPAJ=J?AKB
)P@ waste water treatment
plant
* )E=JUQJC=JC$=JUQ 1DA-AKLHAO KJ?AOOEKJBKN

5EJ DAJC /ALQ>HE? I=J=CAIAJP KLAN=PEKJO
Sewage KB DEJ= =J@I=EJPAJ=J?AKB
Treatment waste water treatment
K)P@ plant
Held by Goldis Water Sdn. Bhd.
* $KH@EO4=PAN Singapore Investment holding

-PA)P@
Held by Goldis Water Pte. Ltd.
* 7KQ DAJC5EJ DAJC 1DA-AKLHAO KJ?AOOEKJBKN

4=OPA4=PAN K /ALQ>HE? I=J=CAIAJP KLAN=PEKJO
)P@ KB DEJ= =J@I=EJPAJ=J?AKB
waste water treatment
plant
Held by G Fish (Asia) Sdn. Bhd.
,*#EODĠOE=
*=H=UOE= *=NGAPEJC=J@O=HAKB
0@JD@ =MQ=?QHPQNALNK@Q?PO
,*#EOD *=H=UOE= MQ=?QHPQNAB=NIO

Development development and
0@JD@ construction
,*#EOD0ANRE?AO *=H=UOE= MQ=?QHPQNAKLAN=PEKJO

0@JD@ =J@LNKREOEKJKB
management services
Held by Macro Lynx Sdn. Bhd.
*3 #E>ANHUJT *=H=UOE= -NKREOEKJKB>NK=@>=J@

SA>AJ=>HEJCOANRE?AO
OQLLHU=J@OANRE?AKB
products

2016 2015
Effective Effective
% % % %
Held by Macro Lynx Sdn. Bhd. (continued)
*EJAO#E>ANHUJT *=H=UOE= -NKREOEKJKB>NK=@>=J@

SA>AJ=>HEJCOANRE?AO
OQLLHU=J@OANRE?AKB
products
*)UJT0@JD@ *=H=UOE= -NKREOEKJKB>NK=@>=J@

EJPANJAP=??AOOOANRE?AO
SA>AJ=>HEJCOANRE?AO
OQLLHU=J@OANRE?AKB
products
Held by Triple Hallmark Sdn. Bhd.
0KJ=P=3EOEKJ *=H=UOE= #KK@=J@>ARAN=CA

0@JD@ operations
$ EPU HQ>%KPAH *=H=UOE= %KPAHKLAN=PEKJO

0@JD@
Held by IGB Corporation Berhad and its subsidiaries
>=@#HKN= *=H=UOE= Property investment

0@JD@
Amandamai Dua *=H=UOE= Property development

0@JD@
Amandamai Satu *=H=UOE= Property development

0@JD@
(Under members’
Voluntary
liquidation)
JCG=O=$=C=D *=H=UOE= Property development

0@JD@
N=>=UQ0AL=G=P *=H=UOE= Property development and

0@JD@ property investment
* OE=J"MQEPU NEPEOD3ENCEJ Investment holding

)EIEPA@ Islands
Atar Deras *=H=UOE= Property development

0@JD@
* Auspicious )E>ANE= Investment holding

-NKOLA?PO)P@

2016 2015
Effective Effective
% % % %
Held by IGB Corporation Berhad and its subsidiaries (continued)
AHEI>EJC%EHHO *=H=UOE= Property development

0@JD@
* AOSAHH)EIEPA@4 %KJC(KJC Investment holding
EJP=JCQ=J= *=H=UOE= Property development

0@JD@
H=?GBNE=NO-NKFA?P 2JEPA@ *=J=CAIAJP=J@

*=J=CAIAJP (EJC@KI construction
)EIEPA@5
AJPN=H/AREASĠ*
*=H=UOE= %KPAHEAN
0@JD@
ELP=(H=OEGĠ*
*=H=UOE= Property development
0@JD@
EPEPAH%KPAH *=H=UOE= %KPAHI=J=CAIAJP

*=J=CAIAJP services
0@JD@
KNLKKH%KH@EJCO *=H=UOE= Investment holding

0@JD@
!=J=QE@=N=Ġ*
*=H=UOE= Property investment
0@JD@
!APEG%=N=L=J *=H=UOE= Educational institution

0@JD@
!E=J/AVGE0@JD@ *=H=UOE= Dormant

(under members’
voluntary
liquidation
completed in
2016)
!EIAJOE*=CJEPQ@ *=H=UOE= Property investment

0@JD@
Distinctive Ace *=H=UOE= Property investment and
0@JD@6 property development OD=NA OD=NA
Earning Edge *=H=UOE= Investment holding

0@JD@
Eastwind Alliance *=H=UOE= Property Investment and
0@JD@ property development

2016 2015
Effective Effective
% % % %
Ensignia *=H=UOE= QEH@EJC?KJOPNQ?PEKJ

Construction
0@JD@
"JOECJE=0KQPDGAU *=H=UOE= QEH@EJC?KJOPNQ?PEKJ

EPU0@JD@
#QPQNA-EJJ=?HA *=H=UOE= Property development

0@JD@
* $N=LAREJA Singapore Investment holding

Investments
-PA)P@
$NA=P2JEKJ *=H=UOE= %KPAHEAN

Properties
0@JD@
%=NP=3EHH= *=H=UOE= Property development

0@JD@
& ! %KH@EJCO *=H=UOE= Investment holding

0@JD@
&@=I=J0LAGPN= *=H=UOE= Property investment

0@JD@
&$!ARAHKLIAJP *=H=UOE= -NKFA?PI=J=CAIAJP

*=J=CAIAJP services
0ANRE?AO0@JD@
&$&JPANJ=PEKJ=H *=H=UOE= Property investment

0?DKKH0@JD@
&$&JPANJ=PEKJ=H *=H=UOE= Investment holding

3AJPQNAO
0@JD@
&$*=J=CAIAJP *=H=UOE= Dormant

0ANRE?AO0@JD@
(under members’
voluntary
liquidation
completed in
2016)
&$-NKFA?P *=H=UOE= -NKFA?PI=J=CAIAJP

*=J=CAIAJP services
0ANRE?AO0@JD@

2016 2015
Effective Effective
% % % %
&$-NKLANPEAO *=H=UOE= Property investment and

0@JD@ management
&$/"&1 *=H=UOE= *=J=CAIAJPKBNA=HAOP=PA

*=J=CAIAJP investment trust
0@JD@
&$/A=H"OP=PA *=H=UOE= /A=HAOP=PAEJRAOPIAJP

Investment trust
Trust
&JJKR=PEKJ *=H=UOE= Property development

Concept
Development
K0@JD@
Intercontinental *=H=UOE= Dormant

Aviation Services
0@JD@
(under members’
voluntary
liquidation
completed in
2016)
&01QEHH@EJC *=H=UOE= 1N=@EJCKB>QEH@EJC

Products materials
0@JD@
&11"JCEJAANEJC *=H=UOE= Investment holding

Construction
0@JD@
(AI=O*QDE>>=D *=H=UOE= Property development

0@JD@
(AJJU3=HA *=H=UOE= Property development

0@JD@
(under members’
voluntary
liquidation)
(KJ@KOANREO *=H=UOE= *=J=CAIAJPOANRE?AO

0@JD@
(NEOOOAPO%KH@EJCO *=H=UOE= Dormant

AND=@(under
members’
voluntary
liquidation
completed in
2016)

2016 2015
Effective Effective
% % % %
)=CAJ@=0QPAN=Ġ*
*=H=UOE= %KPAHEAN
0@JD@4
* )EJC=IA KIL=JU %KJC(KJC Investment holding

)EIEPA@
*=FAOPE?-=PD *=H=UOE= Investment holding

0@JD@4
*AC=J-NAOP=OE *=H=UOE= Investment holding

0@JD@
* *E =O=%KPAH *U=JI=N %KPAHEAN

)EIEPA@
*E@3=HHAU EPU *=H=UOE= *=J=CAIAJPOANRE?AO

0@JD@ service provider
*E@3=HHAU EPU *=H=UOE= Property development

Developments
0@JD@
*E@3=HHAU EPU *=H=UOE= 0AHHEJC=J@@EOPNE>QPEKJKB

"JANCU0@JD@ utilities
*E@3=HHAU EPU *=H=UOE= %KPAHEAN

Enterprise
0@JD@
*E@3=HHAU EPU *=H=UOE= *=J=CAIAJPOANRE?AO

$=N@AJO0@JD@ service provider
*E@3=HHAU EPU *=H=UOE= %KPAHEAN

%KPAHO0@JD@
*E@3=HHAU EPU+KNPD *=H=UOE= Property investment

1KSAN0@JD@
*E@3=HHAU EPU *=H=UOE= QEH@EJC=J@I=EJPAJ=J?A

Property Services services
0@JD@
*E@3=HHAU EPU *=H=UOE= Property investment

South Tower
0@JD@
*E@3=HHAU EPU *=H=UOE= Property investment

Southpoint
0@JD@

2016 2015
Effective Effective
% % % %
*QNJE-NKLANPEAO *=H=UOE= Property investment

0@JD@
*3 AJPNALKEJP *=H=UOE= Property investment

+KNPD0@JD@
*3 AJPNALKEJP *=H=UOE= Property investment

0KQPD0@JD@
*3 U>AN*=J=CAN *=H=UOE= *0 ?U>AN?AJPNA=P

0@JD@ *E@3=HHAU EPU
*3" "TDE>EPEKJ *=H=UOE= "TDE>EPEKJOANRE?AO

and Event Services
0@JD@
Nova Pesona *=H=UOE= Property development

0@JD@
,-13AJPQNAO *=H=UOE= Property development and

0@JD@ investment
,QPHEJARAJQAĠ*
0@JD@
-=?Eł?)=J@ *=H=UOE= Investment holding

0@JD@
* -=?Eł?)=J@ Singapore Investment holding

-PA)P@4
-=JCGKN&OH=J@ *=H=UOE= %KPAHEAN

/AOKNP0@JD@
-AGAHEHEJC)=J@ *=H=UOE= Property holding

0@JD@
-AGAHEHEJC-NKLANPU *=H=UOE= Dormant

0@JD@
(under members’
voluntary
liquidation
completed in
2016)
-AJ=JC$=N@AJ *=H=UOE= Property development and

0@JD@ investment
-ANI=P="BAGPEBĠ*
0@JD@

2016 2015
Effective Effective
% % % %
-H=V=-ANI=P= *=H=UOE= Property management

*=J=CAIAJP services
0ANRE?AO0@JD@
Prima Condominium *=H=UOE= Investment holding

0@JD@
Primanah Property *=H=UOE= Property development

0@JD@
-QJ?=G*AC=DĠ*
*=H=UOE= Investment holding
0@JD@
/=LE@HLD= *=H=UOE= %KPAHEAN

0@JD@
/AG=%=J@=H *=H=UOE= Property development

0@JD@
/EN=E=J?A"JPANLNEOA *=H=UOE= Investment holding

0@JD@
0=HEAJP$HKNU EPU *=H=UOE= %KPAHEAN

0@JD@
0KQPDGAU*AC=I=HH *=H=UOE= Property investment

0@JD@
* 0P$EHAO%KPAHO )=>Q=J %KPAHI=J=CAIAJP

ĠOE=
)EIEPA@ services
Tanah Permata *=H=UOE= %KPAHEAN

0@JD@4
1=J1=J *=H=UOE= -NKLANPU@ARAHKLIAJP

Developments LNKFA?PI=J=CAIAJP
AND=@ services and investment
holding
1=J1=J/A=HPU *=H=UOE= Property investment and

0@JD@ BKK@?KQNPKLAN=PKN
* 1=JG0PNA=I Australia Investment holding

%KH@EJCO
-PU)P@
1DA$=N@AJO *=H=UOE= )A=OA=Q@EPKNEQIOL=?A

1DA=PNA0@JD@ BKNLANBKNIEJC=NPO

2016 2015
Effective Effective
% % % %
11!0@JD@ *=H=UOE= %KPAHEAN
3ANKGAU0@JD@ *=H=UOE= Property investment
* 4EHIAN)EJG NEPEOD3ENCEJ Investment holding

)EIEPA@ Islands
50LAA@0@JD@ *=H=UOE= Property investment

(under members’
voluntary
liquidation)
Notes:
%AH@>U1=J1=J!ARAHKLIAJPOAND=@
%AH@>U-=?Eł?)=J@0@JD@=J@11!0@JD@ =J@NAOLA?PERAHU
%AH@>U)EJC=IA KIL=JU)EIEPA@
%AH@>U-=?Eł?)=J@0@JD@
%AH@>U3ANKGAU0@JD@
%AH@>U*AC=J-NAOP=OE0@JD@
%AH@>U"JOECJE= KJOPNQ?PEKJ0@JD@
%AH@>U11!0@JD@
%AH@>U&$/"&1*=J=CAIAJP0@JD@=J@&$ =J@NAOLA?PERAHU
%AH@>U& ! %KH@EJCO0@JD@
%AH@>U&$-NKFA?P*=J=CAIAJP0ANRE?AO0@JD@
%AH@>U"=NJEJC"@CA0@JD@
%AH@>U*E@3=HHAU EPU!ARAHKLIAJPO0@JD@
%AH@>U EPEPAH%KPAH*=J=CAIAJP0@JD@
%AH@>U-=?Eł?)=J@0@JD@=J@&$ =J@NAOLA?PERAHU
%AH@>U&$&JPANJ=PEKJ=H3AJPQNAO0@JD@
HHOQ>OE@E=NUQJ@ANP=GEJCO=NAEJ?HQ@A@EJPDA?KJOKHE@=PEKJ1DALNKLKNPEKJKBPDARKPEJCNECDPOEJPDAOQ>OE@E=NUQJ@ANP=GEJCODAH@
@ENA?PHU>UPDAL=NAJP?KIL=JU@KJKP@EBBANBNKIPDALNKLKNPEKJKBKN@EJ=NUOD=NAODAH@
KIL=JEAO=Q@EPA@>UłNIOKPDANPD=J-NE?AS=PANDKQOA KKLANO*=H=UOE=

Summarised financial information on a subsidiary with material non-controlling interest
O =P !A?AI>AN PDA PKP=H JKJ?KJPNKHHEJC EJPANAOP EO /* Ġġ /*
KB SDE?D
/* Ġġ /*
EO BKN &$ $NKQL 1DA PKP=H JKJ?KJPNKHHEJC EJPANAOP EJ NAOLA?P KB KPDAN OQ>OE@E=NEAO KB
/* Ġġ/*
EOJKPI=PANE=H EJ@ERE@Q=HHU
0APKQP>AHKS=NAPDAOQII=NEOA@łJ=J?E=HEJBKNI=PEKJKB&$$NKQL PDAI=PANE=HJKJ?KJPNKHHEJCEJPANAOPPKPDACNKQL
0AA+KPABKNOECJEł?=JPPN=JO=?PEKJOSEPDJKJ?KJPNKHHEJCEJPANAOPO
Ġ=
0QII=NEOA@OP=PAIAJPKBłJ=J?E=HLKOEPEKJ
IGB Group
2016 2015
RM’000 RM’000
Current
Assets

)E=>EHEPEAO Ġ
Ġ
Total current net assets
Non-current
Assets

)E=>EHEPEAO Ġ
Ġ
1KP=HJKJ?QNNAJPJAP=OOAPO
Net assets
Ġ>
0QII=NEOA@EJ?KIAOP=PAIAJP
IGB Group
2016 2015
RM’000 RM’000
/ARAJQA

1=TATLAJOA Ġ
Ġ


Total comprehensive income
-NKłPBKNPDAłJ=J?E=HUA=N=HHK?=PA@PKJKJ?KJPNKHHEJCEJPANAOPO
1KP=H?KILNADAJOERAEJ?KIA=HHK?=PA@PKJKJ?KJPNKHHEJCEJPANAOPO
!ERE@AJ@OL=E@PKJKJ?KJPNKHHEJCEJPANAOPO

Summarised financial information on a subsidiary with material non-controlling interests (continued)
Ġ?
0QII=NEOA@?=ODŃKSO
IGB Group
2016 2015
RM’000 RM’000
=ODŃKSOBNKIKLAN=PEJC=?PEREPEAO
=ODCAJAN=PA@BNKIKLAN=PEKJO
Interest paid Ġ
Ġ
&J?KIAP=TL=E@ Ġ

Ġ
&J?KIAP=TNABQJ@A@
+AP?=ODCAJAN=PA@BNKIKLAN=PEJC=?PEREPEAO
+AP?=ODCAJAN=PA@BNKIĠQOA@EJ
EJRAOPEJC=?PEREPEAO Ġ
+AP?=ODQOA@EJłJ=J?EJC=?PEREPEAO Ġ

Ġ
+APEJ?NA=OAĠ@A?NA=OA
EJ?=OD=J@?=ODAMQER=HAJPO Ġ
=OD=J@?=ODAMQER=HAJPO=P>ACEJJEJCKBPDAłJ=J?E=HUA=N

"T?D=JCAHKOOKJ?=OD=J@?=ODAMQER=HAJPO Ġ
Ġ
=OD=J@?=ODAMQER=HAJPO=PAJ@KBPDAłJ=J?E=HUA=N
1DAEJBKNI=PEKJ=>KRAEOPDA=IKQJP>ABKNAEJPAN?KIL=JUAHEIEJ=PEKJO
20 INVESTMENTS IN ASSOCIATES
Group
2016 2015
RM’000 RM’000
At cost
2JMQKPA@OD=NAOEJ*=H=UOE=
2JMQKPA@OD=NAOKQPOE@A*=H=UOE=
Amounts owing by associates

$NKQLOOD=NAKBLKOP=?MQEOEPEKJNAOQHPO=J@NAOANRAO

)AOOġ??QIQH=PA@EIL=ENIAJPHKOOAO Ġ
Ġ
P!A?AI>AN
1DA=IKQJPOKSEJCBNKI=OOK?E=PAOKBSDE?DPDA$NKQL@KAOJKPATLA?PNAL=UIAJPEJPDABKNAOAA=>HABQPQNA=NA?KJOE@ANA@=OL=NP
KBPDA$NKQLOEJRAOPIAJPEJPDA=OOK?E=PAO
0APKQP>AHKS=NA=OOK?E=PAOKBPDA$NKQL=O=P!A?AI>AN SDE?D EJPDAKLEJEKJKBPDA!ENA?PKNO =NAI=PANE=HPKPDA$NKQL

1DA =OOK?E=PAO =O HEOPA@ >AHKS D=RA OD=NA ?=LEP=H ?KJOEOPEJC OKHAHU KB KN@EJ=NU OD=NAO SDE?D =NA DAH@ @ENA?PHU >U PDA $NKQL &J PDA
KLEJEKJKBPDA!ENA?PKNO =HHPDAKPDAN=OOK?E=PAO=NAEII=PANE=HPKPDA$NKQL

20 INVESTMENTS IN ASSOCIATES (CONTINUED)
1DANA=NAJK?KJPEJCAJPHE=>EHEPEAONAH=PEJCPKPDA$NKQLOEJPANAOPEJ=OOK?E=PAO
Nature of Country of Group’s effective interest

Name of company business incorporation 2016 2015
% %
/=RAJ?NKBP&JRAOPIAJPO&J?KNLKN=PA@ Investment holding NEPEOD3ENCEJ&OH=J@O
+AS KIIAN?E=H&JRAOPIAJPO)EIEPA@ Investment holding NEPEOD3ENCEJ&OH=J@O
New
Ravencroft Commercial
Investments Investments
Incorporated Limited
2016 2016
RM’000 RM’000
Summarised statement of comprehensive income

/ARAJQA
@IEJEOPN=PERAATLAJOA Ġ
Ġ
Interest income

&JPANAOPATLAJOA Ġ
Ġ

&J?KIAP=TATLAJOA Ġ
Ġ
+APLNKłPBKNPDAłJ=J?E=HUA=N
Summarised statement of financial position

=OD=J@?=ODAMQER=HAJPO
,PDAN?QNNAJP=OOAPOĠAT?HQ@EJC?=OD=J@?=ODAMQER=HAJPO

Total current assets
,PDAN?QNNAJPHE=>EHEPEAOĠEJ?HQ@EJCPN=@A=J@KPDANL=U=>HAO=J@LNKREOEKJ
Ġ
Ġ
Total current liabilities Ġ

Ġ
+KJ?QNNAJP=OOAPO
#EJ=J?E=HHE=>EHEPEAOĠAT?HQ@EJCPN=@A=J@KPDANL=U=>HAO=J@LNKREOEKJ
Ġ
Ġ
1KP=HJKJ?QNNAJPHE=>EHEPEAO Ġ

Ġ
Net assets

New
2015 2015
RM’000 RM’000

/ARAJQA
Ġ
Interest income

&JPANAOPATLAJOA Ġ
Ġ

&J?KIAP=TATLAJOA Ġ
Ġ


Ġ
Ġ

Ġ
+KJ?QNNAJP=OOAPO
Ġ
Ġ
1KP=HJKJ?QNNAJPHE=>EHEPEAO Ġ

Ġ
Net assets

Reconciliation of summarised financial information
/A?KJ?EHE=PEKJKBPDAOQII=NEOA@łJ=J?E=HEJBKNI=PEKJLNAOAJPA@PKPDA?=NNUEJC=IKQJPKBEPOEJPANAOPEJ=OOK?E=PAOEOOAPKQP>AHKSġ
New
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
+AP=OOAPO=O=P'=JQ=NU

#KNAECJAT?D=JCA@EBBANAJ?AO Ġ
Ġ

+AP=OOAPO=O=P!A?AI>AN

&JPANAOPEJ=OOK?E=PAOĠ

0D=NAKBJAP=OOAPO

@@ġ KJOKHE@=PEKJ=@FQOPIAJP
=NNUEJC=IKQJPKBEJPANAOPEJ=OOK?E=PAO
0APKQP>AHKS=NAPDAłJ=J?E=HEJBKNI=PEKJKB=HHEJ@ERE@Q=HEII=PANE=H=OOK?E=PAOKJ=J=CCNAC=PA>=OEOġ
Group
2016 2015
RM’000 RM’000
=NNUEJC=IKQJPOKBEJPANAOPEJ=OOK?E=PAO
0D=NAKB=OOK?E=PAOLNKłPPKP=H?KILNADAJOERAEJ?KIA
1DA@AP=EHOKBPDA=OOK?E=PAO=NA=OBKHHKSOġ
Country of Group’s effective interest

Name incorporation Nature of business 2016 2015
% %
* NKI=)=QJ@NU=J@!NU HA=JANO *=H=UOE= Dormant

0@JD@ (under members’
voluntary liquidation completed in
2016)
* EPEPAH"TLNAOO-PU)EIEPA@ Australia Investment holding
* EPEPAH&JPANJ=PEKJ=H%KOLEP=HEPU $QANJOAU %KPAHEAN

)EIEPA@
* !*30@JD@4 *=H=UOE= Property development
* #=SGJAN AJPNA-PU)P@ Australia Property investment

1DA@AP=EHOKBPDA=OOK?E=PAO=NA=OBKHHKSOġĠ?KJPEJQA@

% %
$HAJA=CHAO*A@E?=H AJPNA *=H=UOE= Dormant

Ġ(Q=H=)QILQN
0@JD@
(under members’ voluntary
liquidation)
%=ILODENA-NKLANPEAO0@JD@ *=H=UOE= Property development and

property investment
* %=NIKJU0PNA=IO0@JD@5 *=H=UOE= Dormant
* %EHHPKL&JPANJ=PEKJ=H0Q??AOO&J?6 NEPEOD3ENCEJ -QN?D=OEJC)A=OEJCKB=EN?N=BPO

Islands
* %E?KI1=J1=J0@JD@ *=H=UOE= Property development
'KD=J(AG=H0@JD@(under *=H=UOE= Dormant

members’ voluntary liquidation)
'QP=JEO0@JD@ *=H=UOE= Property development
(QILQH=J0EAN=I=OĠ*
0@JD@ *=H=UOE= Property development
(QJ@=JC-NKLANPEAO0@JD@ *=H=UOE= Property development
* *AN?D=JP#ENI)P@ NEPEOD3ENCEJ Investment holding

Islands
* New Commercial Investments NEPEOD3ENCEJ Investment holding

)EIEPA@ Islands
,NEKJ KNNE@KN0@JD@6 *=H=UOE= )A=OEJCKB=EN?N=BPO
* -=?Eł?)=J@ K )EIEPA@ Thailand Investment holding
-ANI=P=H=O=JĠ*
0@JD@ *=H=UOE= Property development and
property investment
* /=RAJ?NKBP&JRAOPIAJPO&J?KNLKN=PA@ NEPEOD3ENCEJ Investment holding

Islands
* 0EANN=I=O)=JO?=LA0ANRE?AO *=H=UOE= Dormant

0@JD@5 (under members’
voluntary liquidation completed in
2016)
* 0P$EHAO%KPAH6 /ALQ>HE?KB Construction and hotel

Congo management
* 0P$EHAO%KPAH &J? 2JEPA@0P=PAO %KPAHEAN

KBIANE?=
* 0P$EHAO%KPAH)EIEPA@ 2JEPA@(EJC@KI %KPAHEAN

1DA@AP=EHOKBPDA=OOK?E=PAO=NA=OBKHHKSOġĠ?KJPEJQA@

% %
* 0P$EHAO%KPAH)) 2JEPA@0P=PAO %KPAHEAN

KBIANE?=
* 0P$EHAO%KPAHĠ%A=PDNKS
)EIEPA@ 2JEPA@(EJC@KI %KPAHEAN
* 0P$EHAO%KPAHĠ*=JEH=
&J?6 Philippines %KPAHEAN
* 1A?DJKHPE?"JCEJAANEJC0@JD@ *=H=UOE= 0ANRE?EJC I=EJPAJ=J?A=J@

EJOP=HH=PEKJKBAHAR=PKNO
* 1AJP=JC"I=O0@JD@ *=H=UOE= Investment holding
Notes:
%AH@>U1=J1=J!ARAHKLIAJPOAND=@
%AH@>U1=JG0PNA=I%KH@EJC-PU)P@
%AH@>U/=RAJ?NKBP&JRAOPIAJPO&J?KNLKN=PA@
%AH@>U1=J1=J!ARAHKLIAJPOAND=@=J@&$ KNLKN=PEKJAND=@ =J@NAOLA?PERAHU
%AH@>U(QILQH=J0EANN=I=OĠ*
0@JD@
%AH@>U*AN?D=JP#ENI)P@
%AH@>U-=?Eł?)=J@0@JD@
%AH@>U-=?Eł?)=J@0@JD@ AOSAHH)EIEPA@=J@11!0@JD@ =J@NAOLA?PERAHU
%AH@>U0P$EHAO%KPAH)EIEPA@
%AH@>U0P$EHAO%KPAH &J?
21 INVESTMENTS IN JOINT VENTURES
Group
2016 2015
RM’000 RM’000
At cost
IKQJPOKSEJC>UFKEJPRAJPQNA

$NKQLOOD=NAKBLKOP=?MQEOEPEKJNAOQHPO=J@NAOANRAO
P!A?AI>AN
0AP KQP >AHKS =NA FKEJP RAJPQNAO KB PDA $NKQL =O =P !A?AI>AN 1DA FKEJP RAJPQNAO =O HEOPA@ >AHKS D=RA OD=NA ?=LEP=H
?KJOEOPEJCOKHAHUKBKN@EJ=NUOD=NAO SDE?D=NADAH@@ENA?PHU>UPDA$NKQL

21 INVESTMENTS IN JOINT VENTURES (CONTINUED)
1DANA=NAJK?KJPEJCAJPHE=>EHEPEAONAH=PEJCPKPDA$NKQLOEJPANAOPEJFKEJPRAJPQNAO

Name of company Nature of business incorporation 2016 2015
% %
H=?G-A=NH)EIEPA@ Property investment $QANJOAU
NUOP=H-NKLANPUOE= KIL=JU)EIEPA@ Property development and Thailand

construction
Crystal
Property Asia
Black Pearl Company
Limited Limited
2016 2016
RM’000 RM’000

Ġ
+APHKOOBKNPDAłJ=J?E=HUA=N Ġ
Ġ


Ġ
Ġ

Ġ
Ġ

1KP=HJKJ?QNNAJPHE=>EHEPU Ġ

+KJ?QNNAJP=OOAPO
+APĠHE=>EHEPEAO
=OOAPO Ġ


Crystal
Property Asia
Black Pearl Company
Limited Limited
2015 2015
RM’000 RM’000

Ġ
Ġ


Ġ
Ġ

Ġ
+KJ?QNNAJP=OOAPO
+APĠHE=>EHEPEAO
=OOAPO Ġ

Reconciliation of summarised financial information
/A?KJ?EHE=PEKJ KB PDA OQII=NEOA@ łJ=J?E=H EJBKNI=PEKJ LNAOAJPA@ PK PDA ?=NNUEJC =IKQJP KB EPO EJPANAOP EJ FKEJP RAJPQNAO EO OAP KQP
>AHKSġ
Crystal
Property Asia
Black Pearl Company
Limited Limited Total
2016 2016 2016
RM’000 RM’000 RM’000
+APĠHE=>EHEPEAO
=OOAPO=O=P'=JQ=NU Ġ

#KNAECJAT?D=JCA@EBBANAJ?AO Ġ

Ġ
Ġ
+APĠHE=>EHEPEAO
=OOAPO=O=P!A?AI>AN Ġ

&JPANAOPEJFKEJPRAJPQNAOĠ

0D=NAKBJAPĠHE=>EHEPEAO
=OOAPO Ġ

Amounts owing to corporate shareholders
=NNUEJC=IKQJPKBEJPANAOPEJFKEJPRAJPQNAO

Reconciliation of summarised financial information (continued)
/A?KJ?EHE=PEKJ KB PDA OQII=NEOA@ łJ=J?E=H EJBKNI=PEKJ LNAOAJPA@ PK PDA ?=NNUEJC =IKQJP KB EPO EJPANAOP EJ FKEJP RAJPQNAO EO OAP KQP
>AHKSġĠ?KJPEJQA@
Crystal
Property Asia
Black Pearl Company
Limited Limited Total
2015 2015 2015
RM’000 RM’000 RM’000
+APĠHE=>EHEPEAO
=OOAPO=O=P'=JQ=NU Ġ

#KNAECJAT?D=JCA@EBBANAJ?AO
Ġ
Ġ
+APĠHE=>EHEPEAO
=OOAPO=O=P!A?AI>AN Ġ

&JPANAOPEJFKEJPRAJPQNAOĠ

0D=NAKBJAPĠHE=>EHEPEAO
=OOAPO Ġ

Amounts owing to corporate shareholders
=NNUEJC=IKQJPKBEJPANAOPEJFKEJPRAJPQNAO
1DA@AP=EHOKBPDAFKEJPRAJPQNAO=NA=OBKHHKSOġ

% %
* H=?G-A=NH)EIEPA@ $QANJOAU Property investment
* H=?GBNE=NO)EIEPA@ $QANJOAU Property investment
* NUOP=H-NKLANPUOE= KIL=JU)EIEPA@ Thailand Property development and

construction
Notes:
%AH@>U3ANKGAU0@JD@
%AH@>UH=?G-A=NH)EIEPA@
%AH@>U*=FAOPE?-=PD0@JD@

22 AVAILABLE-FOR-SALE FINANCIAL ASSETS
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Non-current
P'=JQ=NU

Additions
+APHKOOAOPN=JOBANPKAMQEPU Ġ
Ġ
Ġ
Ġ
Impaired Ġ

"T?D=JCA@EBBANAJ?AO
P!A?AI>AN
R=EH=>HABKNO=HAłJ=J?E=H=OOAPOEJ?HQ@APDABKHHKSEJCġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
2JMQKPA@OD=NAOEJ*=H=UOE=

R=EH=>HABKNO=HAłJ=J?E=H=OOAPO=NA@AJKIEJ=PA@EJPDABKHHKSEJC?QNNAJ?EAOġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
/EJCCEP*=H=UOE=
20!KHH=N


23 CONCESSION RECEIVABLES
Group
2016 2015
RM’000 RM’000
+KJ?QNNAJP
Current

1DA $NKQL D=O AJPANA@ EJPK OANRE?A ?KJ?AOOEKJ =NN=JCAIAJPO SEPD PDA CKRANJIAJP KB PDA -AKLHAO /ALQ>HE? KB DEJ= PK ?KJOPNQ?P
=J@ KLAN=PA S=OPA S=PAN PNA=PIAJPLH=JPO BKN = LANEK@ N=JCEJC BNKI PK UA=NO 1DA PANIO KB =NN=JCAIAJP=HHKSO PDA $NKQL PK
I=EJP=EJ=J@I=J=CAPDAOAPNA=PIAJPLH=JPO=J@NA?AERA?KJOE@AN=PEKJ>=OA@KJQO=CA=J@N=PAO=O@APANIEJA@>UPDACN=JPKNBKNPDA
AJPENA@QN=PEKJKBPDA?KJ?AOOEKJOQ>FA?PPK=IEJEIQIS=PANRKHQIA?=H?QH=PA@>=OA@KJPDAS=OPAS=PANPNA=PIAJPLH=JPOJKNI=H
?=L=?EPU
1DA$NKQLNA?KCJEOAOPDA?KJOE@AN=PEKJNA?AERA@KNNA?AER=>HA=O=łJ=J?E=H=OOAPPKPDAATPAJPPD=PEPD=O=JQJ?KJ@EPEKJ=HNECDPPK
NA?AERA?=ODKN=JKPDANłJ=J?E=H=OOAPBKNPDA?KJOPNQ?PEKJ=J@KLAN=PEJCOANRE?AO
Group
2016 2015
RM’000 RM’000
#=ENR=HQA
1DA B=EN R=HQAO =NA >=OA@ KJ ?=OD ŃKSO @EO?KQJPA@ >=OA@ KJ PDA @EO?KQJP N=PA KB Ġġ
1DA B=EN R=HQAO =NA SEPDEJ
HARAHKBPDAB=ENR=HQADEAN=N?DU
24 DEFERRED TAX
!ABANNA@P=T=OOAPO=J@HE=>EHEPEAO=NAKBBOAPSDAJPDANAEO=HAC=HHUAJBKN?A=>HANECDPPKOAPKBB?QNNAJPP=T=OOAPO=C=EJOP?QNNAJPP=T
HE=>EHEPEAO=J@SDAJPDA@ABANNA@P=TAONAH=PAPKPDAO=IAP=T=QPDKNEPU
1DABKHHKSEJC=IKQJPO @APANIEJA@=BPAN=LLNKLNE=PAKBBOAPPEJC =NAODKSJEJPDAOP=PAIAJPOKBłJ=J?E=HLKOEPEKJġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
!ABANNA@P=T=OOAPO
!ABANNA@P=THE=>EHEPEAO Ġ

Ġ
Ġ
Ġ
!ABANNA@P=THE=>EHEPEAOĠJAP
Ġ
Ġ
Ġ
Ġ

24 DEFERRED TAX (CONTINUED)
1DAIKRAIAJPOEJ@ABANNA@P=T=OOAPO=J@HE=>EHEPEAOKBPDA$NKQL=J@ KIL=JU@QNEJCPDAłJ=J?E=HUA=N=NA=OBKHHKSOġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
P'=JQ=NU Ġ

Ġ
Ġ
Ġ
NA@EPA@Ġ D=NCA@
PKOP=PAIAJPOKB?KILNADAJOERA
income
LNKLANPU LH=JP=J@AMQELIAJP=J@EJRAOPIAJP
properties Ġ

EJRAJPKNEAOLNKLANPU@ARAHKLIAJP?KOPO Ġ

/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A
Shares
LNKREOEKJO=J@KPDANO Ġ

QJQPEHEOA@P=THKOOAO Ġ

D=NCA@PKAMQEPUġ
/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A
0D=NAO QLKJEOOQ=J?A Ġ
Ġ
QNNAJ?UPN=JOH=PEKJ@EBBANAJ?A Ġ

P!A?AI>AN Ġ

Ġ
Ġ
Ġ

24 DEFERRED TAX (CONTINUED)
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
0Q>FA?PPKEJ?KIAP=Tġ
!ABANNA@P=T=OOAPOĠ>ABKNAKBBOAPPEJC
LNKLANPU LH=JP=J@AMQELIAJP

LNKREOEKJO=J@KPDANO
QJQPEHEOA@P=THKOOAO

,BBOAPPEJC Ġ
Ġ

!ABANNA@P=T=OOAPOĠ=BPANKBBOAPPEJC

!ABANNA@P=THE=>EHEPEAOĠ>ABKNAKBBOAPPEJC
LNKLANPU LH=JP=J@AMQELIAJP=J@EJRAOPIAJPLNKLANPEAO Ġ

Ġ
Ġ
Ġ
LNKLANPU@ARAHKLIAJP?KOPO Ġ
Ġ

/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A0D=NAO Ġ
Ġ
Ġ
Ġ
LNKREOEKJO=J@KPDANO Ġ
Ġ

Ġ
Ġ
Ġ
Ġ
QNNAJ?UPN=JOH=PEKJ@EBBANAJ?A Ġ
Ġ

Ġ
Ġ
Ġ
Ġ
,BBOAPPEJC
!ABANNA@P=THE=>EHEPEAOĠ=BPANKBBOAPPEJC
Ġ
Ġ
Ġ
Ġ
!ABANNA@ P=T =OOAPO =NA NA?KCJEOA@ BKN P=T HKOOAO ?=NNEA@ BKNS=N@ PK PDA ATPAJ@ PDA NA=HEO=PEKJ KB NAH=PA@ P=T >AJAłPO PDNKQCD BQPQNA
P=T=>HALNKłPEOLNK>=>HA
1DA=IKQJPOKB@A@Q?PE>HAPAILKN=NU@EBBANAJ?AO=J@QJQOA@P=THKOOAOĠ=HHKBSDE?DD=RAJKATLENU
BKNSDE?DJK@ABANNA@P=T=OOAP
EONA?KCJEOA@EJPDAOP=PAIAJPOKBłJ=J?E=HLKOEPEKJ=NA=OBKHHKSOġ
Group
2016 2015
RM’000 RM’000
2JQPEHEOA@P=THKOOAO

!A@Q?PE>HAPAILKN=NU@EBBANAJ?AO

!ABANNA@P=T=OOAPOJKPNA?KCJEOA@=PĠġ


25 FINANCIAL ASSETS AT FAIR VALUE THROUGH PROFIT OR LOSS
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
.QKPA@OD=NAOQJEPPNQOP
DAH@BKNPN=@EJCEJ*=H=UOE=
.QKPA@>KJ@OKQPOE@A*=H=UOE=
.QKPA@OD=NAOKQPOE@A*=H=UOE=

D=JCAOEJB=ENR=HQAOKBłJ=J?E=H=OOAPO=PB=ENR=HQAPDNKQCDLNKłPKNHKOO=NANA?KN@A@EJPDAEJ?KIAOP=PAIAJPO1DAB=ENR=HQAKB
AMQEPUOA?QNEPEAOEO>=OA@KJPDAEN?QNNAJPMQKPA@LNE?AOEJ=J=?PERAI=NGAP
26 AMOUNTS OWING FROM/(TO) ASSOCIATES AND JOINT VENTURES
Group
2016 2015
RM’000 RM’000
IKQJPOKSEJCBNKI=OOK?E=PAO

)AOOġHHKS=J?ABKNEIL=ENIAJP Ġ
Ġ

IKQJPOKSEJCBNKIFKEJPRAJPQNAO
Amounts owing to associates Ġ

Ġ
1DA =IKQJPO KSEJC BNKI =OOK?E=PAO =J@ FKEJP RAJPQNAO NALNAOAJP =@R=J?AO SDE?D =NA QJOA?QNA@ EJPANAOP BNAA Ġġ EJPANAOP BNAA

=J@L=U=>HAKJ@AI=J@ AT?ALPBKN=J=IKQJPKSEJCBNKI=OOK?E=PAKB/* ĠġJEH
SDE?D?=NNEAOEJPANAOP=P=N=PAKB
ĠġJEH
LAN=JJQI
1DA=IKQJPOKSEJCPK=OOK?E=PAO=NAQJOA?QNA@ EJPANAOPBNAA=J@NAL=U=>HAKJ@AI=J@

27 RECEIVABLES AND CONTRACT ASSETS
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Ġ
1N=@A=J@KPDANNA?AER=>HAO
Trade receivables

)AOOġ-NKREOEKJBKNEIL=ENIAJP Ġ
Ġ

Other receivables

)AOOġ-NKREOEKJBKNEIL=ENIAJP Ġ
Ġ

&JLQPP=T
Deposits
Prepayments
Accrued billing in relation to rental income

Ġ
KJPN=?P=OOAPOEJNAH=PEKJPKġ
LNKLANPU@ARAHKLIAJP

Total
1DA?=NNUEJC=IKQJPOKBPN=@A=J@KPDANNA?AER=>HAO=O=P!A?AI>AN=J@!A?AI>AN=LLNKTEI=PA@PDAENB=ENR=HQAO
NA@EPPANIOKBPN=@ANA?AER=>HAOKBPDA$NKQLN=JCA@BNKIPK@=UOĠġPK@=UO

O=P!A?AI>AN EJ?HQ@A@EJPN=@ANA?AER=>HAOEO=J=IKQJPKB/* Ġġ/*

>AEJCOP=GADKH@ANOQI
BKNLNKLANPU@ARAHKLIAJP
O=P!A?AI>AN=J@!A?AI>AN =HH=IKQJPOEJKPDANNA?AER=>HAO=NA?QNNAJP
1DA NAI=EJEJC ?KJPN=?PQ=H >EHHEJCO PK ?QOPKIANO BNKI LNKLANPU @ARAHKLIAJP =?PEREPEAO =IKQJPA@ PK /* Ġġ
/*
=J@SEHH>A>EHHA@LNKCNAOOERAHUQLKJPDABQHłHIAJPKB?KJPN=?PQ=HIEHAOPKJAOJKPSEPDOP=J@EJCEB?KJPNKHKBPDA=OOAPO
D=OJKP>AAJPN=JOBANNA@PKPDA?QOPKIANO1DA?KJPN=?PQ=H>EHHEJCOLANEK@BKNLNKLANPU@ARAHKLIAJPN=JCAO>APSAAJPKUA=NO

27 RECEIVABLES AND CONTRACT ASSETS (CONTINUED)
Ġ
1N=@A=J@KPDANNA?AER=>HAO
O =P !A?AI>AN PN=@A NA?AER=>HAO BKN PDA $NKQL KB /* Ġġ /*
SANA L=OP @QA >QP JKP
EIL=ENA@1DAOANAH=PAPK=JQI>ANKB?QOPKIANOBKNSDKIPDANAEOJKNA?AJPDEOPKNUKB@AB=QHP D=RAIAPPDA$NKQLO?NA@EP
=LLNKR=HLKHE?EAO=J@=NAIKJEPKNA@KJ=JKJCKEJC>=OEO1DA=CAEJCKBPDAOAPN=@ANA?AER=>HAOEO=OBKHHKSOġ
Group
2016 2015
RM’000 RM’000
1N=@ANA?AER=>HAOL=OP@QA>QPJKPEIL=ENA@ġ
2LPKIKJPDO
>KRAIKJPDO

O =P !A?AI>AN PN=@A =J@ KPDAN NA?AER=>HAO KB /* Ġġ /*
SANA EIL=ENA@ 1DA =CAEJC KB
PDAOANA?AER=>HAOS=O=OBKHHKSOġ
Group
2016 2015
RM’000 RM’000
Above 6 months
*KRAIAJPKJPDA$NKQLOLNKREOEKJBKNEIL=ENIAJPKBPN=@A=J@KPDANNA?AER=>HAOSANA=OBKHHKSOġ
Group
2016 2015
RM’000 RM’000
P'=JQ=NU

-NKREOEKJBKNEIL=ENIAJPKBNA?AER=>HAO
/A?AER=>HAOSNEPPAJKBB@QNEJCPDAłJ=J?E=HUA=N=OQJ?KHHA?PA@ Ġ
Ġ
2JQOA@=IKQJPONARANOA@ Ġ
P!A?AI>AN
1DA ?NA=PEKJ =J@ NARANO=H KB LNKREOEKJ BKN EIL=ENIAJP D=RA >AAJ EJ?HQ@A@ EJ PDA EJ?KIA OP=PAIAJPOIKQJPO ?D=NCA@ PK PDA
LNKREOEKJ=??KQJP=NACAJAN=HHUSNEPPAJKBB SDAJPDANAEOJKATLA?P=PEKJKBNA?KRANU=@@EPEKJ=H?=OD1DAKPDAN?H=OOAOSEPDEJ
PN=@A=J@KPDANNA?AER=>HAO@KJKP?KJP=EJEIL=ENA@=OOAPO
1DAI=TEIQIATLKOQNAPK?NA@EPNEOG=O=P!A?AI>AN=J@!A?AI>ANEOPDA?=NNUEJCR=HQAKBA=?D?H=OOKB
NA?AER=>HAOIAJPEKJA@=>KRA

27 RECEIVABLES AND CONTRACT ASSETS (CONTINUED)
Ġ
KJPN=?P=OOAPO
1DA?KJPN=?P=OOAPO=J@?KJPN=?PHE=>EHEPEAO=O=P!A?AI>AN=J@!A?AI>ANSANAJKPEIL=?PA@>UOECJEł?=JP
?D=JCAOEJ?KJPN=?PPANIO
Group
2016 2015
RM’000 RM’000
+AP?=NNUEJC=IKQJPKB?KJPN=?P=OOAPO=J@HE=>EHEPEAOEO=J=HUOA@=OBKHHKSOġ
P'=JQ=NU
?KJPN=?P=OOAPO
?KJPN=?PHE=>EHEPEAO Ġ
Ġ

-NKLANPU@ARAHKLIAJP=J@?KJOPNQ?PEKJNARAJQANA?KCJEOA@@QNEJCPDAłJ=J?E=HUA=N
)AOOġEHHEJCO@QNEJCPDAłJ=J?E=HUA=N Ġ
Ġ
P!A?AI>AN
P!A?AI>AN
?KJPN=?P=OOAPO
?KJPN=?PHE=>EHEPEAOĠ+KPA
Ġ

/ARAJQA NA?KCJEOA@ EJ PDA ?QNNAJP łJ=J?E=H UA=N AJ@A@ !A?AI>AN BKN PDA $NKQL PD=P S=O EJ?HQ@A@ EJ PDA ?KJPN=?P
HE=>EHEPUBKNLNKLANPU@ARAHKLIAJP=O=P'=JQ=NUEO/* Ġ'=JQ=NUġ/*

28 CASH AND CASH EQUIVALENTS
=OD=J@?=ODAMQER=HAJPOEJ?HQ@A@EJPDAOP=PAIAJPOKB?=ODŃKSO?KILNEOAKBPDABKHHKSEJCġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
!ALKOEPOSEPDHE?AJOA@>=JGO

=OD=J@>=JG>=H=J?AO

Ġ+KPAĠ=

)AOOġ/AOPNE?PA@ =ODĠ+KPAĠ>
Ġ
Ġ
Ġ
Ġ

28 CASH AND CASH EQUIVALENTS (CONTINUED)
Ġ=
=JG>=H=J?AODAH@QJ@ANPDA%KQOEJC!ARAHKLIAJP??KQJPONALNAOAJPNA?AELPOBNKILQN?D=OANOKBNAOE@AJPE=HLNKLANPEAOHAOO
L=UIAJPO KN SEPD@N=S=HO LNKRE@A@ QJ@AN 0A?PEKJ KB PDA %KQOEJC !ARAHKLIAJP Ġ KJPNKH =J@ )E?AJOEJC
IAJ@IAJP ?P
DAH@=P?=HHSEPD>=JGO=J@=NA@AJKIEJ=PA@EJ/EJCCEP*=H=UOE=
1DASAECDPA@=RAN=CAABBA?PERAEJPANAOPN=PAOKB>=JG>=H=J?AOQJ@AN%KQOEJC!ARAHKLIAJP??KQJPO@QNEJCPDAłJ=J?E=HUA=N
SANAĠġ
LAN=JJQI
Ġ>
/AOPNE?PA@ =OD
!ALKOEPO LHA@CA@ D=RA >AAJ LH=?A@ SEPD HE?AJOA@ >=JGO =O OA?QNEPEAO BKN ?ANP=EJ OA?QNA@ EJPANAOP >A=NEJC >=JG >KNNKSEJCO KB
PDA$NKQL=J@KBPDA KIL=JUĠ+KPA
=J@=NAJKP=R=EH=>HABKNQOA>UPDA$NKQL=J@PDA KIL=JU
&J?HQ@A@EJPDA$NKQLO@ALKOEPOLH=?A@SEPDHE?AJOA@>=JGOEO=J=IKQJPKB/* Ġġ/*

SDE?DEO
I=EJP=EJA@=O=!A>P0ANRE?A/AOANRA??KQJPSEPD=B=?EHEPU=CAJPPK?KRAN=IEJEIQIKBIKJPDOEJPANAOPBKN=0UJ@E?=PA@
#EJ=J?EJC#=?EHEPUCN=JPA@PK=OQ>OE@E=NU &$/A=H"OP=PA&JRAOPIAJP1NQOPĠ+KPAĠ>
=J@/* Ġġ+EH

CN=JPA@
PK0KQPDGAU*AC=I=HH0@JD@Ġ+KPAĠ?
!ALKOEPOSEPDHE?AJOA@>=JGOKBPDA$NKQL=J@PDA KIL=JU=O=P!A?AI>AN>KPDD=RA=J=RAN=CAI=PQNEPULANEK@KB
@=UOĠġ@=UO
=J@@=UOĠġ@=UO
NAOLA?PERAHU
=JG>=H=J?AO=NA@ALKOEPODAH@=P?=HHSEPDHE?AJOA@>=JGO=J@A=NJJKEJPANAOP
1DASAECDPA@=RAN=CAABBA?PERAEJPANAOPN=PAOKB@ALKOEPOSEPDHE?AJOA@>=JGO=O=P!A?AI>ANSANA=OBKHHKSOġ
Group Company
2016 2015 2016 2015
% % % %
!ALKOEPOSEPDHE?AJOA@>=JGOġ
/EJCCEP*=H=UOE=
20!KHH=N
29 ASSET CLASSIFIED AS HELD-FOR-SALE
1DA@EOLKO=HKB EPEPAH"TLNAOO(Q=H=)QILQN>UPDA$NKQLOOQ>OE@E=NU AJPN=H/AREASĠ*

0@JD@S=O?KILHAPA@EJ*=U
,J QCQOP $NA=P 2JEKJ -NKLANPEAO 0@J D@ AJPANA@ EJPK = ?KJ@EPEKJ=H O=HA =J@ LQN?D=OA =CNAAIAJP BKN PDA @EOLKO=H KB
/AJ=EOO=J?A(Q=H=)QILQN%KPAHBKN=?=OD?KJOE@AN=PEKJKB/*IEHHEKJ
O=P!A?AI>AN JKP=HH?KJ@EPEKJOLNA?A@AJPD=RA>AAJBQHłHHA@ DAJ?APDADKPAHLNKLANPU=J@CKK@SEHHSANANA?H=OOEłA@PK

JKJ?QNNAJP=OOAP?H=OOEłA@=ODAH@BKNO=HA1DAO=HAS=OOQ>OAMQAJPHU?KILHAPA@KJ'=JQ=NU1DAIKRAIAJPO@QNEJCPDA
łJ=J?E=HUA=NNAH=PEJCPKJKJ?QNNAJP=OOAP?H=OOEłA@=ODAH@BKNO=HA=NA=OBKHHKSOġ
Group
2016 2015
RM’000 RM’000
P'=JQ=NU
KILHAPEKJKB@EOLKO=H Ġ

1N=JOBANNA@BNKILNKLANPU LH=JP=J@AMQELIAJPOĠ+KPA

1N=JOBANNA@BNKICKK@SEHHĠ+KPA

P!A?AI>AN

30 SHARE CAPITAL
Group and Company Group and Company

2016 2015
Number of Number of
shares Value shares Value
‘000 RM‘000 ‘000 RM’000
Authorised
,N@EJ=NUOD=NAOKB/*A=?Dġ
PPDA>ACEJJEJC=J@AJ@KBPDAłJ=J?E=HUA=N

KB/*A=?Dġ
PPDA>ACEJJEJC=J@AJ@KBPDAłJ=J?E=HUA=N
Issued and fully paid

,N@EJ=NUOD=NAOKB/*A=?Dġ
PPDA>ACEJJEJCKBPDAłJ=J?E=HUA=N
&OOQA@@QNEJCPDAłJ=J?E=HUA=N
PPDAAJ@KBPDAłJ=J?E=HUA=N
/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A0D=NAOKB

/*A=?DĠļ/ -0
ġ
&OOQA@@QNEJCPDAłJ=J?E=HUA=N
KJRANPA@@QNEJCPDAłJ=J?E=HUA=N Ġ
Ġ

!QNEJC PDA łJ=J?E=H UA=N PDA KIL=JU EJ?NA=OA@ EPO EOOQA@ =J@ L=E@QL KN@EJ=NU OD=NA ?=LEP=H BNKI /* ?KILNEOEJC KB
KN@EJ=NUOD=NAOKB/*A=?DPK/* ?KILNEOEJCKB KN@EJ=NUOD=NAOKB/*A=?D>US=U
KB?KJRANOEKJKB / -0EJPK KN@EJ=NUOD=NAOKB/*A=?D=P?KJRANOEKJLNE?AKB/*
1DALNAIEQI=NEOEJCBNKIPDA?KJRANOEKJKB/* D=O>AAJ?NA@EPA@PK0D=NA-NAIEQI
1DAJASKN@EJ=NUOD=NAON=JGL=NEL=OOQEJ=HHNAOLA?POSEPDPDAATEOPEJCKN@EJ=NUOD=NAOKBPDA KIL=JU
!AP=EHOKBPDA/ -0EOOQA@EOOAPKQPEJ+KPA
31 SHARE PREMIUM
Ġ
??KQJPEJC>=OEO
Group and Company

2016 2015
RM’000 RM’000

KJRANPA@BNKI/ -0EJPKKN@EJ=NUOD=NAO

31 SHARE PREMIUM (CONTINUED)
Ġ
0P=PQPKNU>=OEO EJ=??KN@=J?ASEPD KIL=JEAO?P
Company
2016 2015
RM’000 RM’000

KJRANOEKJKB/ -0EJPKKN@EJ=NUOD=NAO
,N@EJ=NUOD=NAO
/ -0 Ġ

/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A0D=NAOEOOQA@@QNEJCPDAłJ=J?E=HUA=N
32 TREASURY SHARES
&J PDA ?QNNAJP łJ=J?E=H UA=N OD=NADKH@ANO KB PDA KIL=JU >U =J KN@EJ=NU NAOKHQPEKJ L=OOA@ =P PDA JJQ=H $AJAN=H *AAPEJC KJ
*=U =LLNKRA@PDA KIL=JUOLH=JPKLQN?D=OAEPOKSJOD=NAOQLPK=I=TEIQIKBKBPDAEOOQA@=J@L=E@QL?=LEP=HKB
PDA KIL=JU1DA!ENA?PKNOKBPDA KIL=JU=NA?KIIEPPA@PKAJD=J?EJCPDAR=HQAKBPDA KIL=JUPKEPOOD=NADKH@ANO=J@>AHEARA
PD=PPDANALQN?D=OALH=J?=J>A=LLHEA@EJPDA>AOPEJPANAOPKBPDA KIL=JU=J@EPOOD=NADKH@ANO
!QNEJCPDAłJ=J?E=HUA=N PDA KIL=JU@E@JKPNALQN?D=OA@EPOKN@EJ=NUOD=NAO
O=P!A?AI>AN =PKP=HKB Ġġ

KN@EJ=NUOD=NAOKB/*A=?DSANADAH@=OPNA=OQNUOD=NAO1DA
?KOPKBPNA=OQNUOD=NAO=O=P!A?AI>AN=J@!A?AI>ANEOOQII=NEOA@=OBKHHKSOġ
Total consideration Average cost

Number of shares paid/cost per share
2016/2015 (RM) (RM)
At 1 January/31 December
1DANALQN?D=OAPN=JO=?PEKJOSANAłJ=J?A@>UEJPANJ=HHUCAJAN=PA@BQJ@O1DAOD=NAONALQN?D=OA@=NA>AEJCDAH@=OPNA=OQNUOD=NAOEJ
=??KN@=J?ASEPD0A?PEKJKBPDA KIL=JEAO?P =J@?=NNEA@=PLQN?D=OA?KOP1DA KIL=JUD=OPDANECDPPK@EOPNE>QPAPDAOA
OD=NAO=O@ERE@AJ@OPKNAS=N@OD=NADKH@ANO=J@KNNAOAHHPDAOD=NAOOPNA=OQNUOD=NAO PDANECDPO=PP=?DA@=OPKRKPEJC @ERE@AJ@O
=J@L=NPE?EL=PEKJEJKPDAN@EOPNE>QPEKJEOOQOLAJ@A@
O=P!A?AI>AN PDAJQI>ANKBKQPOP=J@EJCKN@EJ=NUOD=NAOEJEOOQA=BPANPDAOAPPEJCKBBPNA=OQNUOD=NAO=C=EJOPAMQEPUS=O
Ġġ
KN@EJ=NUOD=NAOKB/*A=?D
33 REDEEMABLE CONVERTIBLE CUMULATIVE PREFERENCE SHARES
,J#A>NQ=NU PDA KIL=JUEOOQA@ / -0=P=JEOOQALNE?AKB/*A=?D
1DAI=EJBA=PQNAOKBPDA/ -0=NA=OBKHHKSOġ
ĠE
1DA / -0 OD=HH >A ?KJRANPE>HA PK JAS KN@EJ=NU OD=NAO KB $KH@EO =P = łTA@ ?KJRANOEKJ LNE?A KB /* =P PDA KLPEKJ KB PDA
DKH@AN =P=JUPEIA?KIIAJ?EJCBNKI@=PAKBHEOPEJCQLPK=J@EJ?HQ@EJCPDAI=PQNEPU@=PAKBUA=NOBNKIPDAEOOQA@=PAĢ
ĠEE
1DA KIL=JU D=O =J KLPEKJ PK NA@AAI PDA / -0 BNKI PDA PDEN@ =JJERANO=NU KB PDA EOOQA @=PA KB PDA / -0 QL PK PDA @=U
EIIA@E=PAHULNA?A@EJCPDAI=PQNEPU@=PA=J@=JU/ -0JKPNA@AAIA@KN?KJRANPA@OD=HH>A=QPKI=PE?=HHU?KJRANPA@EJPKJAS
KN@EJ=NUOD=NAOKB$KH@EOĢ
ĠEEE
1DA DKH@ANO KB PDA / -0 OD=HH D=RA PDA NECDP PK NA?AERA = OAIE=JJQ=H LNABANAJPE=H @ERE@AJ@ =P PDA N=PA KB =J@
BNKIUA=NPK =J@NAOLA?PERAHU4DANAPDANAEOJK@EOPNE>QP=>HALNKłP PDAAJPEPHAIAJPPKPDALNABANAJPE=H@ERE@AJ@OD=HH>A
=??QIQH=PA@

33 REDEEMABLE CONVERTIBLE CUMULATIVE PREFERENCE SHARES (CONTINUED)
1DA I=EJ BA=PQNAO KB /A@AAI=>HA KJRANPE>HA QIQH=PERA -NABANAJ?A 0D=NAO =P =J EOOQA LNE?A KB /* A=?D Ġļ/ -0
=NA =O
BKHHKSOġĠ?KJPEJQA@
ĠER
1DA/ -0SEHH?=NNUJKNECDPPKRKPA=P=JUCAJAN=HIAAPEJCKBPDA KIL=JUAT?ALPSEPDNAC=N@OPKPDABKHHKSEJCġ
Ġ=
SDAJPDA@ERE@AJ@KNL=NPKBPDA@ERE@AJ@KJPDA/ -0EOEJ=NNA=NOBKNIKNAPD=JOETĠ
IKJPDOĢ
Ġ>
KJ=LNKLKO=HPKNA@Q?APDA KIL=JUOOD=NA?=LEP=HĢ
Ġ?
KJ=LNKLKO=HBKNPDA@EOLKO=HKBPDASDKHAKBPDA KIL=JUOLNKLANPU >QOEJAOO=J@QJ@ANP=GEJCĢ
Ġ@
KJ=LNKLKO=HPD=P=BBA?PONECDPO=PP=?DA@PKPDA/ -0Ģ
ĠA
KJ=LNKLKO=HPKSEJ@QLPDA KIL=JUĢ=J@
ĠB
@QNEJCPDASEJ@EJCQLKBPDA KIL=JU
ĠR
1DA / -0 OD=HH N=JG L=NE L=OOQ =IKJC PDAIOAHRAO =J@ SEHH N=JG =DA=@ EJ NAC=N@O PK L=UIAJP KB @ERE@AJ@O EJ =HH ?H=OOAO KB
OD=NAOKBPDA KIL=JU
ĠRE
1DA / -0 OD=HH N=JG EJ LNEKNEPU PK PDA $KH@EO 0D=NAO EJ =JU @EOPNE>QPEKJ KB =OOAPO EJ PDA ARAJP KB HEMQE@=PEKJ @EOOKHQPEKJ KN
SEJ@EJCQLKB$KH@EO
1DAJAPLNK?AA@ONA?AERA@D=RA>AAJOLHEP>APSAAJPDAHE=>EHEPU=J@AMQEPU?KILKJAJP
1DA/ -0NA?KCJEOA@EJPDAOP=PAIAJPOKBłJ=J?E=HLKOEPEKJEOOQII=NEOA@=OBKHHKSOġ
Group and Company

2016 2015
RM’000 RM’000
)E=>EHEPU?KILKJAJPġ
P'=JQ=NU
PPDA@=PAKBEOOQ=J?A
IKNPEO=PEKJKBEJPANAOPATLAJOAĠ+KPA

/ -0@ERE@AJ@OL=E@Ġ+KPA
Ġ
Ġ
Converted into Ordinary shares Ġ

P!A?AI>AN
/ALNAOAJPA@>Uġ
Current
+KJ?QNNAJP

1DAB=ENR=HQAKBPDAHE=>EHEPU?KILKJAJPKBPDA/ -0=P!A?AI>AN=IKQJPA@PK/* Ġġ

1DAB=EN
R=HQAEO?=H?QH=PA@QOEJC?=ODŃKSO@EO?KQJPA@=P=N=PA>=OA@KJPDA>KNNKSEJCON=PAKBĠġ
=J@=NASEPDEJ)ARAH
KBPDAB=ENR=HQADEAN=N?DU

34 OTHER RESERVES
Share Available- Exchange

option for-sale fluctuation
reserve reserve reserve Total
RM’000 RM’000 RM’000 RM’000
Group
2016
P'=JQ=NU

?QNNAJ?UPN=JOH=PEKJ@EBBANAJ?AO Ġ
Ġ
Ġ
P!A?AI>AN Ġ

2015
P'=JQ=NU

?QNNAJ?UPN=JOH=PEKJ@EBBANAJ?AO
Ġ
"TA?QPERAO0D=NA,LPEKJ0?DAIA
P!A?AI>AN
Ġ=
Share option reserve
1DA$NKQLOOQ>OE@E=NU &$ KNLKN=PEKJAND=@Ġļ&$

EILHAIAJPA@=J"TA?QPERAO0D=NA,LPEKJ0?DAIAĠļ"0,0
KRAN&$O
OD=NAOSDE?D?=IAEJPKABBA?PKJ*=UBKN=LANEK@KBUA=NOPK*=U1DA"0,0EOCKRANJA@>UPDAU)=SO
SDE?DSANA=LLNKRA@>UPDAOD=NADKH@ANO=P=J"TPN=KN@EJ=NU$AJAN=H*AAPEJCDAH@KJ*=U1DAI=EJBA=PQNAOKBPDA
"0,0=NA=OBKHHKSOġ
ĠE
1DAAHECE>HALANOKJO=NAOAHA?PA@!ENA?PKNOKNATA?QPERAOKBPDAOQ>OE@E=NEAOKBPDA$NKQLSDKD=RA>AAJ?KJłNIA@=J@
OANRA@=O=!ENA?PKNKNSDKD=O>AAJEJPDAAILHKUIAJPSEPDEJPDA&$$NKQLBKN=PHA=OPUA=N>ABKNAPDAKBBAN@=PA
1DAOAHA?PEKJKBAHECE>HALANOKJOOD=HH>A=PPDA@EO?NAPEKJKBPDA,LPEKJO KIIEPPAA
ĠEE
1DA=CCNAC=PAJQI>ANKBJAS&$OD=NAOPD=PI=U>AKBBANA@=J@=HHKPPA@PK=JUAHECE>HALANOKJOD=HH>A@APANIEJA@=P
PDA@EO?NAPEKJKBPDA,LPEKJO KIIEPPAAOQ>FA?PPKPDABKHHKSEJCġ
=
PDA=CCNAC=PAJQI>ANKB&$OD=NAO=HHK?=PA@OD=HHJKPAT?AA@PDAI=TEIQIJQI>ANKB&$OD=NAO=R=EH=>HABNKI
the ESOS Scheme; and
>
PDAJQI>ANKB&$OD=NAO=HHK?=PA@EOOQ>FA?PPKPDAI=TEIQI=HHKS=>HA=HHKPIAJPKBJAS&$OD=NAO
ĠEEE
1DAPKP=HJQI>ANKBOD=NAOPK>AEOOQA@QJ@ANPDA"0,0OD=HHJKPAT?AA@EJ=CCNAC=PAKBPDAPKP=HEOOQA@=J@L=E@QL
OD=NA?=LEP=HĠAT?HQ@EJCPNA=OQNUOD=NA
KB&$=P=JULKEJPKBPEIA@QNEJCPDAPAJQNAKBPDA"0,0
ĠER
+KKLPEKJOD=HH>ACN=JPA@LQNOQ=JPPKPDA"0,0KJKN=BPANPDAPD=JJERANO=NUKBPDA@=PAKJSDE?DPDA"0,0>A?=IA
ABBA?PERA
ĠR
1DA ATAN?EOA LNE?A KB /* BKN A=?D JAS KN@EJ=NU &$O OD=NA EO ?=H?QH=PA@ >=OA@ KJ PDA SAECDPA@ =RAN=CA I=NGAP
LNE?A MQKP=PEKJ KB PDA OD=NAO BKN PDA łRA Ġ
I=NGAP @=UO EIIA@E=PAHU LNA?A@EJC PDA @=PA KJ SDE?D PDA KLPEKJO =NA
CN=JPA@

34 OTHER RESERVES (CONTINUED)
Ġ=
Share option reserveĠ?KJPEJQA@
ĠRE
1DAKLPEKJOCN=JPA@QJ@AN"0,0=NAJKP=OOECJ=>HA
ĠREE
1DA JAS OD=NAO EOOQA@ QLKJ PDA ATAN?EOA KB =J KLPEKJ SEHH >A OQ>FA?P PK =HH PDA LNKREOEKJO KB &$O *AIKN=J@QI =J@
NPE?HAO KB OOK?E=PEKJ =J@ PDA *=EJ *=NGAP )EOPEJC /AMQENAIAJPO KB QNO= 0A?QNEPEAO =J@ OD=HH N=JG L=NE L=OOQ EJ =HH
NAOLA?POSEPDPDAPDAJATEOPEJCEOOQA@KN@EJ=NUOD=NAOKB&$ O=RAPD=PPDAUSEHHJKPAJPEPHAPDADKH@ANOPDANAKBPKNA?AERA
=JUNECDPOKN>KJQOEOOQAKN@ERE@AJ@OKN@EOPNE>QPEKJOSDAJPDAAJPEPHAIAJP@=PALNA?A@AOPDA@=PAKBPDAEOOQAKBOQ?D
JASOD=NAO
1DAB=ENR=HQA=O=PPDACN=JP@=PAKBOD=NAKLPEKJOCN=JPA@@QNEJCPDALNAREKQOłJ=J?E=HUA=NS=O@APANIEJA@QOEJCPDAH=?G
0?DKHAOR=HQ=PEKJIK@AH P=GEJCEJPK=??KQJPPDAPANIO=J@?KJ@EPEKJOQLKJSDE?DPDAKLPEKJOSANACN=JPA@1DAEJLQPOPKPDA
IK@AHQOA@SANA=OBKHHKSOġ
IGB Group
2015
!ERE@AJ@UEAH@Ġ

"TLA?PA@RKH=PEHEPUĠ

/EOGBNAAEJPANAOPN=PAĠ

"TLA?PA@HEBAKBKLPEKJĠUA=NO
UA=NO
0D=NALNE?A=P@=PAKBCN=JPĠ/*

"TAN?EOALNE?AKBKLPEKJĠ/*

#=ENR=HQAKBKLPEKJ=P@=PAKBCN=JPĠ/*

1DA ATLA?PA@ =RAN=CA HEBA KB KLPEKJO EO >=OA@ KJ DEOPKNE?=H EJBKNI=PEKJ SDE?D I=U JKP JA?AOO=NEHU >A EJ@E?=PERA KB PDA BQPQNA
ATAN?EOA L=PPANJ PD=P I=U K??QN 1DA ATLA?PA@ RKH=PEHEPU NAŃA?PO PDA =OOQILPEKJO >=OA@ KJ PDA DEOPKNE?=H RKH=PEHEPU KJ PDA
=OOQILPEKJOPD=PPDEOEOEJ@E?=PERAKBBQPQNAPNAJ@OSDE?DI=U=HOKJKPJA?AOO=NEHU>APDA=?PQ=HKQP?KIA
*KRAIAJPOEJPDAJQI>ANKBOD=NAKLPEKJOKQPOP=J@EJC=J@PDAATAN?EOALNE?A=NA=OBKHHKSOġ
IGB Group
Exercise price Number of
option (RM) options
2016/2015
P'=JQ=NU
$N=JPA@
P!A?AI>AN
O=P!A?AI>AN=J@!A?AI>AN =HH KLPEKJO=NAATAN?EO=>HA
Ġ>
!QNEJCPDALNAREKQOłJ=J?E=HUA=NAJ@A@!A?AI>AN PDA$NKQLD=O@AOECJ=PA@=JAPEJRAOPIAJPDA@CABKN>KNNKSEJCO
=IKQJPEJCPK$-IEHHEKJKN/EJCCEP*=H=UOE=AMQER=HAJPKB/*IEHHEKJSDE?DS=OQOA@PKBQJ@=JEJRAOPIAJPEJ=FKEJP
RAJPQNA1DA>KNNKSEJCOSANABQHHUNAL=E@EJPDA?QNNAJPłJ=J?E=HUA=N=J@PDAJAPEJRAOPIAJPDA@CAS=O@EO?KJPEJQA@

34 OTHER RESERVES (CONTINUED)
Available-
for-sale reserve
RM’000
Company
2016
P'=JQ=NU
+AP?D=JCAEJB=ENR=HQAO Ġ
P!A?AI>AN Ġ
2015
P'=JQ=NU
+AP?D=JCAEJB=ENR=HQAO Ġ
P!A?AI>AN
35 RETAINED EARNINGS
2J@ANPDAOEJCHAPEANP=TOUOPAISDE?D?=IAEJPKABBA?PBNKIPDAUA=NKB=OOAOOIAJP ?KIL=JEAO=NAJKPNAMQENA@PKD=RAP=T
?NA@EPO QJ@AN 0A?PEKJ KB PDA &J?KIA 1=T ?P BKN @ERE@AJ@ L=UIAJP LQNLKOAO !ERE@AJ@O L=E@ QJ@AN PDEO OUOPAI =NA P=T
ATAILPEJPDAD=J@OKBPDAOD=NADKH@ANO
36 PAYABLES AND CONTRACT LIABILITIES
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Non-current
Ġ
1N=@A=J@KPDANL=U=>HAO
!ALKOEPONA?AERA@BNKIPAJ=JPO=J@?QOPKIANO

Current
Ġ
1N=@A=J@KPDANL=U=>HAO
Trade payables
Other payables
,QPLQPP=T
Accruals
!ALKOEPONA?AERA@BNKIPAJ=JPO=J@?QOPKIANO
!ALKOEPONA?AERA@BNKIO=HAKB=DKPAHLNKLANPU
!ABANNA@NARAJQA
Ġ
KJPN=?PHE=>EHEPEAOEJNAH=PEKJPKġ
LNKLANPU@ARAHKLIAJPĠ+KPA

Total

36 PAYABLES AND CONTRACT LIABILITIES (CONTINUED)
NA@EPPANIOKBPN=@AL=U=>HAON=JCA@BNKIPK@=UOĠġPK@=UO

&J?HQ@A@EJPN=@A=J@KPDANL=U=>HAOKBPDA$NKQLEONAPAJPEKJOQIKB/* Ġġ/*

1DAB=ENR=HQAKBPDAJKJ?QNNAJPLKNPEKJKB@ALKOEPONA?AERA@BNKIPAJ=JPO=PPDANALKNPEJC@=PA=LLNKTEI=PAOPDAEN?=NNUEJCR=HQA=O
PDAEIL=?PKB@EO?KQJPEJCEOJKPOECJEł?=JP
37 HIRE-PURCHASE AND FINANCE LEASE PAYABLES
Group
2016 2015
RM’000 RM’000
*EJEIQIL=UIAJPOġ
-=U=>HASEPDEJUA=N
-=U=>HA>APSAAJ=J@UA=NO

)AOOġ#QPQNAłJ=J?A?D=NCAO Ġ
Ġ
-NAOAJPR=HQAKBHE=>EHEPEAO
-NAOAJPR=HQAKBHE=>EHEPEAOġ
Current
-=U=>HASEPDEJUA=N 44
+KJ?QNNAJP
-=U=>HA>APSAAJ=J@UA=NO

#EJ=J?AHA=OAHE=>EHEPEAO=NAABBA?PERAHUOA?QNA@=OPDANECDPOPKPDAHA=OA@=OOAPONARANPPKPDAHAOOKNOEJPDAARAJPKB@AB=QHP
1DAEJPANAOPN=PAOBKNPDAłJ=J?E=HUA=NN=JCA@BNKIPKĠġPK
LAN=JJQIO=P!A?AI>AN
PDAABBA?PERAEJPANAOPN=PA=LLHE?=>HAPKPDADENALQN?D=OA=J@łJ=J?AHA=OAL=U=>HAOS=OĠġ
LAN=JJQI

38 INTEREST BEARING BANK BORROWINGS
Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Non-current
0A?QNA@ġ
/ARKHREJC?NA@EPO Ġ=

1ANIHK=JO Ġ>

*A@EQI1ANI+KPAO Ġ?

Current
0A?QNA@ġ

1ANIHK=JO Ġ>

2JOA?QNA@ġ

Total

1ANIHK=JO Ġ>

*A@EQI1ANI+KPAO Ġ?

1DA?=NNUEJC=IKQJPOKBPDA$NKQLO=J@PDA KIL=JUO>KNNKSEJCO=NA@AJKIEJ=PA@EJPDABKHHKSEJC?QNNAJ?EAO=NA=OOP=PA@>AHKSġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Revolving credits
/*
$-
2!
20!

Term loans
/*
Medium Term Notes

/*
Total

38 INTEREST BEARING BANK BORROWINGS (CONTINUED)
1DA?QNNAJ?ULNKłHA=J@SAECDPA@=RAN=CAABBA?PERAEJPANAOPN=PAOLAN=JJQIKBPDA>KNNKSEJCO=NA=OBKHHKSOġ
Group Company
2016 2015 2016 2015
% % % %
Revolving credits
/*
$-
2!
20!
Term loans
/*
Medium Term Notes

/*
Estimated fair values
1DA?=NNUEJC=IKQJPO=J@B=ENR=HQAOKBPDA>KNNKSEJCOBKNPDA$NKQL=J@PDA KIL=JU=NA=OBKHHKSOġ
2016 2015
Carrying Fair Carrying Fair
amount value amount value
RM’000 RM’000 RM’000 RM’000
Group
/ARKHREJC?NA@EPO

Term loans
*A@EQI1ANI+KPAO

Company
/ARKHREJC?NA@EPO
1DAB=ENR=HQAKB>KNNKSEJCOEOAOPEI=PA@>=OA@KJ@EO?KQJPA@?=ODŃKSOQOEJCLNAR=EHEJCI=NGAPN=PAOBKN>KNNKSEJCOSEPDOEIEH=N
NEOGOLNKłHA=J@SEPDEJHARAHKBPDAB=ENR=HQADEAN=N?DU

Maturity profile Total

carrying
Group <1 year 1-2 year 2-5 years amount
RM’000 RM’000 RM’000 RM’000
2016
/ARKHREJC?NA@EPOġ
#HK=PEJCEJPANAOPN=PA OA?QNA@
#HK=PEJCEJPANAOPN=PA QJOA?QNA@
1ANIHK=JO OA?QNA@ġ
#HK=PEJCEJPANAOPN=PA
#ETA@EJPANAOPN=PA
*A@EQI1ANI+KPAO OA?QNA@ġ

2015
/ARKHREJC?NA@EPOġ
#HK=PEJCEJPANAOPN=PA QJOA?QNA@
1ANIHK=JO OA?QNA@ġ
#ETA@EJPANAOPN=PA

Maturity profile Total

carrying
Company <1 year 1-2 year 2-5 years amount
RM’000 RM’000 RM’000 RM’000
2016
/ARKHREJC?NA@EPOġ
2015
/ARKHREJC?NA@EPOġ

Ġ=
/ARKHREJC?NA@EPO
1DA KIL=JUOA?QNA@=/ARKHREJC NA@EPĠĺ/

QLPK/* SEPD=PAJQNAKBUA=NOBNKI,?PK>AN
=J@>A=NO=ŃK=PEJCEJPANAOPN=PAKB=CCNAC=PAABBA?PERA?KOPKBBQJ@O=J@=I=NCEJKBĠġ
LAN=JJQI
1DA =>KRA >=JGEJC B=?EHEPEAO =NA OA?QNA@ >U S=U KB = *AIKN=J@QI KB !ALKOEP KRAN OD=NAO EJ = OQ>OE@E=NU EJ?HQ@EJC
>QP JKP HEIEPA@ EJ =HH ?=OAO PK >KJQO OD=NAO NECDPO OD=NAO =J@ KPDAN JAS OD=NAO KN NECDPO AJPEPHAIAJPO =P = IEJEIQI
?KRAN=CAKB=PHA=OPPEIAO
,PDANPD=JPDA/ =>KRA PDAKPDAN/ OKBPDA$NKQL=NAOA?QNA@>US=UKBġ
ĠE
#ETA@ ?D=NCA KJ PDA BNAADKH@ H=J@ KB = OQ>OE@E=NU ?KIL=JU PKCAPDAN SEPD = OPKNAU ?KIIAN?E=H >QEH@EJC
?KJOPNQ?PA@PDANAKJĠ+KPA
Ģ
ĠEE
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39 AMOUNTS OWING FROM/(TO) SUBSIDIARIES
1DA=IKQJPOKSEJCBNKIOQ>OE@E=NEAO=NAQJOA?QNA@ NAL=U=>HAKJ@AI=J@=J@?=NNUEJPANAOPN=PAOKBĠġPK

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PKĠġ


40 DIVIDENDS
1DA@ERE@AJ@OKJKN@EJ=NUOD=NAO=J@/A@AAI=>HA KJRANPE>HA QIQH=PERA-NABANAJ?A0D=NAOL=E@KN@A?H=NA@>UPDA KIL=JUSANA

=OBKHHKSOġ
2016 2015
Gross Amount of Gross Amount of
dividend dividend, dividend dividend,
per share net of tax per share net of tax
% RM % RM

0EJCHAPEAN
0EJCHAPEAN
4
Ordinary shares
#ENOPEJPANEIOEJCHAPEAN
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41 RENTALS RECEIVABLES UNDER NON-CANCELLABLE OPERATING LEASE
1DA$NKQLHA=OAOKQPEPOEJRAOPIAJPLNKLANPEAO=J@LNKLANPU LH=JP=J@AMQELIAJPQJ@ANKLAN=PEJCHA=OAO1DABQPQNAIEJEIQIHA=OA
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Group
2016 2015
RM’000 RM’000
)AOOPD=JUA=N

APSAAJUA=NPKUA=NO
*KNAPD=JUA=NO


42 CAPITAL COMMITMENTS
Group
2016 2015
RM’000 RM’000
LLNKRA@=J@?KJPN=?PA@BKNġ
,PDANO
LLNKRA@>QPJKP?KJPN=?PA@BKNġ

43 SIGNIFICANT RELATED PARTY DISCLOSURES
(AUI=J=CAIAJPLANOKJJAH=NAPDKOALANOKJOD=REJC=QPDKNEPU=J@NAOLKJOE>EHEPUBKNLH=JJEJC @ENA?PEJC=J@?KJPNKHHEJCPDA=?PEREPEAO
KBPDA$NKQL @ENA?PHUKNEJ@ENA?PHU
(AUI=J=CAIAJPLANOKJJAHKBPDA$NKQL=J@KBPDA KIL=JU=NAPDA"TA?QPERA!ENA?PKNO=J@OAJEKNI=J=CAIAJPKBPDA$NKQL=J@
KBPDA KIL=JU
(AUI=J=CAIAJP?KILAJO=PEKJEO=OBKHHKSOġ
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
0=H=NEAO >KJQO=J@=HHKS=J?AO

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,PDANODKNPPANI>AJAłPO

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L=NPUPN=JO=?PEKJO=J@>=H=J?AO1DANAH=PA@L=NPUPN=JO=?PEKJO@AO?NE>A@>AHKSSANA?=NNEA@KQPKJPANIO=J@?KJ@EPEKJO=CNAA@SEPD
PDANAH=PA@L=NPEAO

43 SIGNIFICANT RELATED PARTY DISCLOSURES (CONTINUED)
Related party Relationship
$ EPU HQ>%KPAH0@JD@ OOK?E=PAĠQLPK+KRAI>AN
"HAIAJPO*A@E?=H#EPJAOO0@JD@ĠBKNIANHUGJKSJ OOK?E=PAĠQLPK+KRAI>AN
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Notes:
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QJ@ANNAJKQJ?A=>HANECDPEOOQAEJ$ EPURE=
?=OD NAOQHPEJCEJ$ EPU>A?KIEJC=OQ>OE@E=NUBNKI=J=OOK?E=PA=O=P!A?AI>AN
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AMQEPUEJPANAOPKB"HAIAJPO*A@E?=H#EPJAOO0@JD@ĠBKNIANHUGJKSJ=O"HAIAJPO$UI0@JD@
Ġļ"*#
BNKI1NELHA
%=HHI=NG 0@J D@ = SDKHHUKSJA@ OQ>OE@E=NU KB PDA KIL=JU 0Q>OAMQAJPHU KJ !A?AI>AN "&%0 D=O =?MQENA@
PDANAI=EJEJCAMQEPUEJPANAOPOEJ"*# NAOQHPEJCEJ"*#>A?KIEJC=SDKHHUKSJA@OQ>OE@E=NUBNKI=J=OOK?E=PA=O=P
!A?AI>AN
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2016 2015
RM’000 RM’000
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0PN=OO*A@E=0@JD@
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4=D0AKJCĠ*=H=U=
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$ EPU HQ>%KPAH0@JD@
"HAIAJPO*A@E?=H#EPJAOO0@JD@ĠBKNIANHUGJKSJ=O"HAIAJPO$UI0@JD@


43 SIGNIFICANT RELATED PARTY DISCLOSURES (CONTINUED)
1DAOECJEł?=JPNAH=PA@L=NPUPN=JO=?PEKJO@QNEJCPDAłJ=J?E=HUA=N=NA=OBKHHKSOġĠ?KJPEJQA@
Company
2016 2015
RM’000 RM’000
@R=J?AOPKOQ>OE@E=NEAOġ
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NAL=UIAJP
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Group
2016 2015
RM’000 RM’000
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Company
2016 2015
RM’000 RM’000
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44 TRANSACTIONS WITH NON-CONTROLLING INTERESTS
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Acquisition of additional interest in a subsidiary
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45 SIGNIFICANT EVENTS POST REPORTING DATE
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46 APPROVAL OF FINANCIAL STATEMENTS
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47 DISCLOSURE OF REALISED AND UNREALISED RETAINED PROFITS
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Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
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STATEMENT BY DIRECTORS
Pursuant to Section 169(15) of the Companies Act, 1965
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TAN LEI CHENG TAN BOON LEE

!&/" 1,/ !&/" 1,/
STATUTORY DECLARATION
Pursuant to Section 169(16) of the Companies Act, 1965
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LEONG KOK CHI
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INDEPENDENT AUDITORS' REPORT
to the Members of Goldis Berhad
REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS
Our opinion
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What we have audited
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Basis for opinion
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Independence and other ethical responsibilities
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Our audit approach
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Key audit matters
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REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (CONTINUED)
Key audit matter How our audit addressed the Key audit matter
Accounting for Property Development Activities
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budgeted property development costs to assess whether
the total estimated costs to completion has been properly
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Information other than the financial statements and auditors’ report thereon
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Responsibilities of the directors for the financial statements
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REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (CONTINUED)
Auditors’ responsibilities for the audit of the financial statements
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PK ?KIIQJE?=PA SEPD PDAI =HH NAH=PEKJODELO =J@ KPDAN I=PPANO PD=P I=U NA=OKJ=>HU >A PDKQCDP PK >A=N KJ KQN EJ@ALAJ@AJ?A =J@ SDANA
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OP=PAIAJPO KB PDA $NKQL =J@ KB PDA KIL=JU BKN PDA ?QNNAJP UA=N =J@ =NA PDANABKNA PDA GAU =Q@EP I=PPANO 4A @AO?NE>A PDAOA I=PPANO EJ
KQN =Q@EPKNO NALKNP QJHAOO H=S KN NACQH=PEKJ LNA?HQ@AO LQ>HE? @EO?HKOQNA =>KQP PDA I=PPAN KN SDAJ EJ ATPNAIAHU N=NA ?EN?QIOP=J?AO SA
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REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS
&J=??KN@=J?ASEPDPDANAMQENAIAJPOKBPDA KIL=JEAO?P EJ*=H=UOE= SA=HOKNALKNPPDABKHHKSEJCġ
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KBSDE?DSAD=RA=?PA@=O=Q@EPKNOD=RA>AAJLNKLANHUGALPEJ=??KN@=J?ASEPDPDALNKREOEKJOKBPDA?P
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=NAEJBKNI=J@?KJPAJP=LLNKLNE=PA=J@LNKLANBKNPDALQNLKOAOKBPDALNAL=N=PEKJKBPDAłJ=J?E=HOP=PAIAJPOKBPDA$NKQL=J@SA
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1DA=Q@EPKNONALKNPOKJPDAłJ=J?E=HOP=PAIAJPOKBPDAOQ>OE@E=NEAO@E@JKP?KJP=EJ=JUMQ=HEł?=PEKJKN=JU=@RANOA?KIIAJPI=@A
QJ@AN0A?PEKJĠ
KBPDA?P
OTHER REPORTING RESPONSIBILITIES
1DAOQLLHAIAJP=NUEJBKNI=PEKJOAPKQPEJ+KPAEO@EO?HKOA@PKIAAPPDANAMQENAIAJPKBQNO=*=H=UOE=0A?QNEPEAOAND=@=J@EOJKPL=NP
KBPDAłJ=J?E=HOP=PAIAJPO1DA@ENA?PKNO=NANAOLKJOE>HABKNPDALNAL=N=PEKJKBPDAOQLLHAIAJP=NUEJBKNI=PEKJEJ=??KN@=J?ASEPD$QE@=J?A
KJ0LA?E=H*=PPAN+K !APANIEJ=PEKJKB/A=HEOA@=J@2JNA=HEOA@-NKłPOKN)KOOAOEJPDA KJPATPKB!EO?HKOQNA-QNOQ=JPPKQNO=*=H=UOE=
0A?QNEPEAO AND=@ )EOPEJC /AMQENAIAJPO =O EOOQA@ >U PDA *=H=UOE=J &JOPEPQPA KB ??KQJP=JPO Ġļ*& $QE@=J?A
=J@ PDA @ENA?PERA KB QNO=
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$QE@=J?A=J@PDA@ENA?PERAKBQNO=*=H=UOE=0A?QNEPEAOAND=@
OTHER MATTERS
1DEO NALKNP EO I=@A OKHAHU PK PDA IAI>ANO KB PDA KIL=JU =O = >K@U EJ =??KN@=J?A SEPD 0A?PEKJ KB PDA KIL=JEAO ?P EJ
*=H=UOE==J@BKNJKKPDANLQNLKOA4A@KJKP=OOQIANAOLKJOE>EHEPUPK=JUKPDANLANOKJBKNPDA?KJPAJPKBPDEONALKNP
PRICEWATERHOUSECOOPERS SOO HOO KHOON YEAN

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Chartered Accountants Chartered Accountant
(Q=H=)QILQN
LNEH

LIST OF TOP TEN MAJOR PROPERTIES BY VALUE HELD BY GOLDIS GROUP
as at 31 December 2016
Group Net Book

Age of Date of Value As At
Building Acquisition/ 31 Dec 2016
Location/Address Tenure (Years) Description/Existing use Revaluation RM’000
KNJANKB'=H=J0QHP=J #NAADKH@ NKKIO/AJ=EOO=J?A

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4 -1%0Ġ!
)A=OADKH@ Proposed commercial
0A?PEKJ ATLENEJC development under
(Q=H=)QILQN ?KJOPNQ?PEKJGJKSJ=O*E@
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5 *E@3=HHAU EPU )A=OADKH@ 0DKLLEJC?KILHATGJKSJ

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(Q=H=)QILQN PKCAPDANSEPD ?=N
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6 *E@3=HHAU EPU )A=OADKH@ NKKIO EPEPAH%KPAH*E@

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hotel
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O=JJKQJ?A@PKQNO=*=H=UOE= PDALNKLKOA@@EOLKO=HKB/AJ=EOO=J?A(Q=H=)QILQN%KPAHS=O?KILHAPA@EJ'=JQ=NU

ANALYSIS OF SHAREHOLDINGS
as at 20 March 2017
ORDINARY SHARES
+KKB&OOQA@,N@EJ=NU0D=NAO# ġ

3KPEJCNECDPO ġ ,JARKPALANKN@EJ=NUOD=NA
"T?HQ@EJC KN@EJ=NUOD=NAO>KQCDP>=?G>UPDA KIL=JU=J@NAP=EJA@=OPNA=OQNUOD=NAO=O=P*=N?D
DISTRIBUTION OF SHAREHOLDINGS
Range of Shareholdings No. of Shareholders %# No. of Shares Held %#
)AOOPD=J

PK
PK
PK
PKHAOOPD=JKBEOOQA@?=LEP=H
=J@=>KRAKBEOOQA@OD=NAO 6
Total
THIRTY (30) LARGEST SHAREHOLDERS
No. Name No. of Shares Held %#
1=J DEJ+=I0@JD@
4=D0AKJCĠ*=H=U=
1N=@EJC K0@JD@
1=J(EI6AKS0@JD@
4 %0 +KIEJAAOĠOEJC
0@JD@
Exempt an for The HongKong and Shanghai Banking Corporation Limited
5 %0 +KIEJAAOĠOEJC
0@JD@
Exempt an for Bank Julius Baer & Co. Ltd. (Singapore Bch)
6 1=J DEJ+=I0@JD@
&*$NKQL+KIEJAAOĠOEJC
0@JD@
Exempt an for DBS Bank Ltd
%)+KIEJAAOĠOEJC
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN4=JC1=G KIL=JU)EIEPA@
4=D0AKJCĠ*=H=U=
1N=@EJC K0@JD@
*=U>=JG0A?QNEPEAO+KIEJAAOĠ1AIL=P=J
0@JD@
*=U>=JG(EI"JC0A?QNEPEAO-PA)P@BKN1=J(EI6AKS0@JD@
4=D0AKJC"JPANLNEOAO0@JD@
)+KIEJAAOĠ1AIL=P=J
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN!=PK1=J DEJ+=I
&*0" +KIEJAAOĠOEJC
0@JD@
&*BKN4=JC1=G KIL=JU)EIEPA@
0?=JOPAHH0@JD@
1=J)AE DAJC

+)60&0,#0%/"%,)!&+$001*/ %Ġ?KJP@
No. Name No. of Shares Held %#
!=PK1=J DEJ+=I
&*0" +KIEJAAOĠOEJC
0@JD@
&*BKN4=JC1=G KIL=JU)EIEPA@
%)&+KIEJAAOĠOEJC
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN4=JC1=G KIL=JU)EIEPA@
!=PK1=J DEJ+=I
H=OOH=JP0@JD@
-Q>HE?+KIEJAAOĠ1AIL=P=J
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN1=J DEJ+=I0@JD@
4=D0AKJCĠ*=H=U=
1N=@EJC K0@JD@
&*0" +KIEJAAOĠ1AIL=P=J
0@JD@
&*BKN4=JC1=G*=FQF=U=0@JD@
)+KIEJAAOĠ1AIL=P=J
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN1=J DEJ+=I0@JD@
1=J(EI6AKS0@JD@
I=J=DN=U=1NQOPAAOAND=@

-Q>HE?0I=HH?=L#QJ@
1AJP=JC"I=O0@JD@

-Q>HE?0PN=PACE?0I=HH?=L#QJ@
%)+KIEJAAOĠ1AIL=P=J
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN4=JC1=G*=FQF=U=0@JD@
SUBSTANTIAL SHAREHOLDERS
Number of Shares Held

Name Direct %# Indirect* *%#
1=J DEJ+=I0@JD@
1=J(EI6AKS0@JD@
-=QHEJA1=J0Q=P*EJC
1KJU1=J DKKJ(A=P
4=D0AKJCĠ*=H=U=
1N=@EJC K0@JD@
1=JKKJ0AJC
)AA%EJC!ARAHKLIAJP)EIEPA@
4=JC1=G KIL=JU)EIEPA@
%0 %KH@EJCOLH?
%0 #EJ=J?AĠ+APDANH=J@O

%0 -NER=PA=JGEJC%KH@EJCOĠ0QEOOA
0
%0 &JPANJ=PEKJ=H1NQOPAA)EIEPA@
+KPAġ
* Deemed interest pursuant to Section 8 of the Companies Act, 2016.

+)60&0,#0%/"%,)!&+$001*/ %Ġ?KJP@
STATEMENT OF DIRECTORS’ INTERESTS IN THE COMPANY AND RELATED CORPORATION
The Company
Name Direct %# Indirect* *%#
1=J)AE DAJC

!=PQG1=J(EI)AKJC
!=Q@*=DEJ>@QHH=D
1=JKKJ)AA
!=JEAH6KJC DAJ&
1=J*AE0E=J
IGB Corporation Berhad

Number of Shares Held Options over
Name Direct % Indirect* *% Ordinary Shares
1=J)AE DAJC

!=PQG1=J(EI)AKJC
1=JKKJ)AA
!=JEAH6KJC DAJ&
IGB Real Estate Investment Trust (‘IGB REIT’)

Number of Units Held
Name Direct % Indirect* *%
1=J)AE DAJC

!=PQG1=J(EI)AKJC
1=JKKJ)AA
!=JEAH6KJC DAJ&
GTower Sdn Bhd

Name Direct %
1=J)AE DAJC

1=JKKJ)AA
1=J*AE0E=J
+KPAġ

+)60&0,#0%/"%,)!&+$001*/ %Ġ?KJP@
REDEEMABLE CONVERTIBLE CUMULATIVE PREFERENCE SHARES (“RCPS”)
+KKB&OOQA@/ -0 ġ

3KPEJC/ECDPO ġ 1DA / -0 DKH@ANO OD=HH JKP ?=NNU =JU NECDP PK RKPA =P =JU CAJAN=H IAAPEJC KB PDA KIL=JU AT?ALP BKN
PDANECDPPKRKPAEJLANOKJKN>ULNKTUKN>U=PPKNJAU=POQ?DIAAPEJC=O=OAL=N=PA?H=OOEJA=?DKBPDA
BKHHKSEJC?EN?QIOP=J?AOġ
Ġ=
SDAJPDA@ERE@AJ@KNL=NPKBPDA@ERE@AJ@KJPDA/ -0EOEJ=NNA=NOBKNIKNAPD=JOETĠ
IKJPDOĢ
Ġ>
KJ=LNKLKO=HPKNA@Q?APDA KIL=JUOOD=NA?=LEP=HĢ
Ġ?
KJ=LNKLKO=HBKNPDA@EOLKO=HKBPDASDKHAKBPDA KIL=JUOLNKLANPU >QOEJAOO=J@QJ@ANP=GEJCĢ
Ġ@
KJ=LNKLKO=HPD=P=BBA?PONECDPO=PP=?DA@PKPDA/ -0Ģ
ĠA
KJ=LNKLKO=HPKSEJ@QLPDA KIL=JUĢ=J@
ĠB
@QNEJCPDASEJ@EJCQLKBPDA KIL=JU
DISTRIBUTION OF RCPS HOLDINGS
Range of RCPS holdings No. of RCPS holders % No. of RCPS Held %
)AOOPD=J

PK
PK
PK
PKHAOOPD=JKBEOOQA@?=LEP=H 54
=J@=>KRAKBEOOQA@OD=NAO 6
Total
THIRTY (30) LARGEST RCPS HOLDERS
No. Name No. of RCPS Held %
&*0" +KIEJAAOĠ1AIL=P=J
0@JD@
&*BKN4=JC1=G*=FQF=U=0@JD@
1=J DEJ+=I0@JD@
4=D0AKJCĠ*=H=U=
1N=@EJC K0@JD@
4 1=J(EI6AKS0@JD@
5 %0 +KIEJAAOĠOEJC
0@JD@
Exempt an for The HongKong and Shanghai Banking Corporation Limited
6 %0 +KIEJAAOĠOEJC
0@JD@
Exempt an for Bank Julius Baer & Co. Ltd (Singapore Bch)
1=J DEJ+=I0@JD@
&*$NKQL+KIEJAAOĠOEJC
0@JD@
Exempt an for DBS Bank Ltd
4=D0AKJCĠ*=H=U=
1N=@EJC K0@JD@
*=U>=JG0A?QNEPEAO+KIEJAAOĠ1AIL=P=J
0@JD@
*=U>=JG(EI"JC0A?QNEPEAO-PA)P@BKN1=J(EI6AKS0@JD@
)+KIEJAAOĠ1AIL=P=J
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN!=PK1=J DEJ+=I
1=J)AE DAJC
!=PK1=J DEJ+=I

+)60&0,#0%/"%,)!&+$001*/ %Ġ?KJP@
No. Name No. of RCPS Held %

-Q>HE?0I=HH?=L#QJ@
!=PK1=J DEJ+=I
0?=JOPAHH0@JD@

-Q>HE?0PN=PACE?0I=HH?=L#QJ@
%0 +KIEJAAOĠOEJC
0@JD@
Exempt an for Credit Suisse
H=OOH=JP0@JD@
1AJP=JC"I=O0@JD@
)+KIEJAAOĠ1AIL=P=J
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN4=D0AKJCĠ*=H=U=
1N=@EJC K0@JD@
!=O=N*QPE=N=Ġ*
0@JD@
1=JKKJ)AA
*=U>=JG+KIEJAAOĠ1AIL=P=J
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN4=D0AKJCĠ*=H=U=
1N=@EJC K0@JD@
1=J(EI6AKS0@JD@
!=PEJ DKU4KN)EJ
*=H=UOE=+KIEJAAOĠ1AIL=P=J
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN4=D0AKJC"JPANLNEOAO0@JD@
*&!#I=J=D&JRAOPIAJP+KIEJAAOĠOEJC
0@JD@
-HA@CA@OA?QNEPEAO=??KQJPBKN KJJEA DAJC4=E(=
DIRECTORS’ RCPS HOLDINGS
Number of RCPS Held

Name Direct % Indirect* *%
1=J)AE DAJC

!=PQG1=J(EI)AKJC
!=Q@*=DEJ>@QHH=D
1=JKKJ)AA
1=J*AE0E=J
+KPAġ

1DEOL=CAD=O>AAJEJPAJPEKJ=HHUHABP>H=JG

PROXY FORM CDS account no.
CDS account no. of authorized nominee (1)
&4A +/& +K KIL=JU+K
KB
>AEJC=IAI>ANĠO
KB$KH@EOAND=@ DANA>U=LLKEJP
+/& +K KIL=JU+K KB
=J@KN +/& +K KIL=JU+K
KB
KN B=EHEJC DEIDAN PDA D=ENI=J KB PDA *AAPEJC =O IUKQN LNKTU PK RKPA BKN IAQO KJ IUKQN >AD=HB =P PDA 0ARAJPAAJPD JJQ=H $AJAN=H
*AAPEJCKBPDA KIL=JUPK>ADAH@=PPDA(H=JC/KKI *AVV=JEJA#HKKN $1KSAN '=H=J1QJ/=V=G (Q=H=)QILQNKJ1DQNO@=U
*=U=PLI=J@=P=JU=@FKQNJIAJPPDANAKB*UKQNLNKTUEOPKRKPA=OEJ@E?=PA@>AHKSġ
First Proxy Second Proxy

Resolution For Against For Against
,N@EJ=NU/AOKHQPEKJ -=UIAJPKB!ENA?PKNOBAAO
,N@EJ=NU/AOKHQPEKJ -=UIAJPKB!ENA?PKNO>AJAłPO
,N@EJ=NU/AOKHQPEKJ /AAHA?PEKJKB!=PK0ANE/K>ANP1=J DQJC*AJC
,N@EJ=NU/AOKHQPEKJ /AAHA?PEKJKB*N)AA D=EJC%Q=P
,N@EJ=NU/AOKHQPEKJ /A=LLKEJPIAJPKB*AOONO-NE?AS=PANDKQOA KKLANO
,N@EJ=NU/AOKHQPEKJ /A=LLKEJPIAJPKB!=PQG1=J(EI)AKJC
,N@EJ=NU/AOKHQPEKJ /A=LLKEJPIAJPKB"J?EG!=Q@*=DEJ>@QHH=D
,N@EJ=NU/AOKHQPEKJ QPDKNEV=PEKJBKN!ENA?PKNOPKEOOQAOD=NAO
,N@EJ=NU/AOKHQPEKJ -NKLKOA@ /AJAS=H KB 0D=NADKH@ANO *=J@=PA BKN PDA KIL=JU PK
Purchase its Own Shares
-HA=OA EJ@E?=PA PDA I=JJAN EJ SDE?D UKQ I=U SEOD UKQN RKPAO PK >A ?=OP SEPD =J ļ5 EJ PDA =LLNKLNE=PA OL=?AO =>KRA 2JHAOO RKPEJC
EJOPNQ?PEKJO=NAOLA?EłA@PDANAEJ PDALNKTUSEHHRKPAKN=>OP=EJBNKIRKPEJC=ODAODAPDEJGOłP
Dated this @=UKB #KN=LLKEJPIAJPKBPSKLNKTEAO LAN?AJP=CAKB

OD=NADKH@EJCOPK>ANALNAOAJPA@>UPDALNKTEAOġ
+KKBOD=NAO Percentage
-NKTU
0ECJ=PQNA KIIKJ0A=HKB*AI>AN +KKBOD=NAODAH@
-NKTU
1AH+Kġ Total
Notes:
1. Applicable to shares held through a nominee account.
,JHU@ALKOEPKNOSDKOAJ=IAO=LLA=NKJPDA/A?KN@KB!ALKOEPKNU=O=P*=UOD=HH>AAJPEPHA@PK=PPAJ@ OLA=G=J@RKPA=PPDAIAAPEJC
3. A member entitled to attend and vote at the meeting is entitled to appoint not more than two (2) proxies to attend and to vote in his stead. A proxy
I=U>QPJAA@JKP>A=IAI>ANKBPDA KIL=JU1DANAEOJKNAOPNE?PEKJ=OPKPDAMQ=HEł?=PEKJKBPDALNKTU
4DANA=IAI>AN=LLKEJPOPSKĠ
LNKTEAO PDA=LLKEJPIAJPOD=HH>AEJR=HE@QJHAOODAOLA?EłAOPDALNKLKNPEKJKBDEOOD=NADKH@EJCOPK>ANALNAOAJPA@
by each proxy.
4DANA=IAI>ANKBPDA KIL=JUEO=J=QPDKNEVA@JKIEJAA=O@AłJA@QJ@ANPDA0A?QNEPEAO&J@QOPNUĠ AJPN=H!ALKOEPKNEAO
?P EPI=U=LLKEJP
not more than two (2) proxies in respect of each securities account it holds with ordinary shares of the Company standing to the credit of the said
securities account.
4DANA = IAI>AN KB PDA KIL=JU EO =J ATAILP =QPDKNEVA@ JKIEJAA =O @AłJA@ QJ@AN PDA 0A?QNEPEAO &J@QOPNU Ġ AJPN=H !ALKOEPKNEAO
?P SDE?D
DKH@OKN@EJ=NUOD=NAOEJPDA KIL=JUBKNIQHPELHA>AJAł?E=HKSJANOEJKJAĠ
OA?QNEPEAO=??KQJPĠļKIJE>QO=??KQJP
PDANAEOJKHEIEPPKPDAJQI>AN
KBLNKTEAOSDE?DPDAATAILP=QPDKNEVA@JKIEJAAI=U=LLKEJPEJNAOLA?PKBA=?DKIJE>QO=??KQJPEPDKH@O
1DAEJOPNQIAJP=LLKEJPEJC=LNKTUOD=HH>AEJSNEPEJCQJ@ANPDAD=J@KBPDA=LLKEJPANKNKBDEO=PPKNJAU@QHU=QPDKNEVA@EJSNEPEJCKNEBPDA=LLKEJPANEO
=?KNLKN=PEKJ AEPDANĠ=
QJ@ANEPO?KIIKJOA=HKNĠ>
QJ@ANPDAD=J@KB=@QHU=QPDKNEVA@KBł?ANKN=PPKNJAU=J@EJPDA?=OAKBĠ>
>AOQLLKNPA@>U=
?ANPEłA@PNQA?KLUKBPDANAOKHQPEKJ=LLKEJPEJCOQ?DKBł?ANKN?ANPEłA@PNQA?KLUKBPDALKSANKB=PPKNJAU
-QNOQ=JPPKL=N=CN=LDKBPDA*=EJ*=NGAP)EOPEJC/AMQENAIAJPOKBQNO=*=H=UOE=0A?QNEPEAOAND=@ =HHPDANAOKHQPEKJOOAPKQPEJPDA+KPE?A
shall be put to vote by poll.
1DA-NKTU#KNIOD=HH>A@ALKOEPA@=PPDA0D=NA/ACEOPN=NKBPDA KIL=JU 1NE?KN&JRAOPKN&OOQEJC%KQOA0ANRE?AO0@JD@ 2JEP )ARAH
1KSAN 3ANPE?=HQOEJAOO0QEPA RAJQA =JCO=N0KQPD +K '=H=J(ANEJ?DE (Q=H=)QILQN JKPHAOOPD=JBKNPUAECDPĠ
DKQNO>ABKNAPDA
time appointed for holding the meeting.
BłT
stamp
The Company Secretaries

Goldis Berhad Ġ2
?K1NE?KN&JRAOPKN&OOQEJC%KQOA0ANRE?AO0@JD@
2JEP )ARAH 1KSAN
3ANPE?=HQOEJAOO0QEPA RAJQA =JCO=N0KQPD
+K '=H=J(ANEJ?DE
(Q=H=)QILQN
2nd fold here
1st fold here

Goldis AR 2016

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Management Discussion and Analysis 02

CONTENTS Statement of Corporate Governance

1. Overview of Goldis Berhad (“Goldis” or “the Company”)

2. Delivering Sustained Results

3. Key Financial Highlights

EPS (RM) NET ASSETS (RM’000)

2 GOLDIS BERHAD (515802-U)

NET ASSETS PER SHARE (RM) NET GEARING (TIMES)

Revenue# 1,268,792 1,114,871 1,291,302 1,278,218 1,255,473

-NKłP=PPNE>QP=>HAPKKN@EJ=NUAMQEPUDKH@ANO 99,346 100,667 102,165 109,105 165,027

Capital and reserves attributable to equity holders/

#KN PDA łJ=J?E=H UA=N AJ@A@  !A?AI>AN Ġļ#6

Annual Report / 2016 3

Property Development Segment

0ARAN=H=OOAPOSANA@EOLKOA@KBEJPDAUA=N J=IAHU 1DA/AJ=EOO=J?A(Q=H=)QILQN%KPAH EPEPAH"TLNAOO(Q=H=)QILQN=J@*E?=O=%KPAH

Property Investment and Management, Commercial Segment

Property Investment and Management, Retail Segment

+AS>N=J@O=P*3*EJ?HQ@A@$K+KK@HA%KQOA "HE=JPK*=GA2L ,=GHAU (-ANBKNI=J?A 0PNE@A/EPA ,>ANI=EJ (EP(=P DK?KH=PKNU /=U

4 GOLDIS BERHAD (515802-U)

(a) Mid Valley City Southpoint (Parcel 3)

*E@ 3=HHAU EPU 0KQPDLKEJP Ġ-=N?AH 

(b) Mid Valley Southkey

(c) Pangkor Island Resort

Other Operating Segments

Water Treatment in China

Annual Report / 2016 5

IT & Data Analyst

(a) Market Risk

6 GOLDIS BERHAD (515802-U)

(i) Foreign currency exchange risk

(ii) Cash ﬂow interest rate risk

(b) Competition Risk

(c) Human Capital Risk

(d) Regulatory & Compliance Risk

(e) Information Technology (“IT”) Risk

(f) Terrorist Threat

Annual Report / 2016 7

(g) Malpractice Risk

(h) Credit risk

(i) Price Risk

(j) Liquidity and cash ﬂow risk

(k) Capital Risk Management

6. Moving Forward Sustainably and with Conﬁdence

8 GOLDIS BERHAD (515802-U)

BOARD OF DIRECTORS PRINCIPAL BANKERS

Non-Executive Chairman & Non-Independent Non-Executive Director %KJC)AKJC=JGAND=@

Independent Non-Executive Directors AUDITORS

Non-Independent Executive Directors

STOCK EXCHANGE LISTING

REGISTERED OFFICE DATE OF INCORPORATION

Suite 28-03, Level 28, GTower 1 June 2000

Annual Report / 2016 9

+,1& "&0%"/"6$&3"+PD=PPDA0ARAJPAAJPDJJQ=H$AJAN=H*AAPEJCKB$KH@EOAND=@SEHH>ADAH@=PPDA(H=JC/KKI *AVV=JEJA#HKKN

3. 1K=LLNKRAPDAL=UIAJPKB!ENA?PKNO>AJAłPOQLPK=J=IKQJPKB/* BNKI'=JQ=NU Ordinary Resolution 2

(a) Dato’ Seri Robert Tan Chung Meng Ordinary Resolution 3

5. 1KNA=LLKEJP*AOONO-NE?AS=PANDKQOA KKLANO=O=Q@EPKNO=J@PK=QPDKNEOAPDA!ENA?PKNOPKłTPDAEN Ordinary Resolution 5

(a) Datuk Tan Kim Leong Ordinary Resolution 6

10 GOLDIS BERHAD (515802-U)

By Order of the Board

Chow Lai Ping

Leong Kok Chi

Annual Report / 2016 11

,N@EJ=NU/AOKHQPEKJ EBL=OOA@ SEHH=HOK=QPDKNEVAPDA?KJPEJQ=PEKJKB!=PQG1=J(EI)AKJCEJKBł?ABNKIPDA@=PAKBPDEOIAAPEJC

#KN PDA łJ=J?E=H UA=N AJ@A@ !A?AI>AN Ġļ#6

+AS>N=J@O=P3EJ?HQ@A@$K+KK@HA%KQOA "HE=JPK*=GA2L ,=GHAU (-ANBKNI=J?A 0PNE@A/EPA ,>ANI=EJ (EP(=P DK?KH=PKNU /=U

*E@ 3=HHAU EPU 0KQPDLKEJP Ġ-=N?AH

Non-Executive Chairman & Non-Independent Non-Executive Director %KJC)AKJC=JGAND=@

+,1& "&0%"/"6$&3"+PD=PPDA0ARAJPAAJPDJJQ=H$AJAN=HAAPEJCKB$KH@EOAND=@SEHH>ADAH@=PPDA(H=JC/KKI AVV=JEJA#HKKN

3. 1K=LLNKRAPDAL=UIAJPKB!ENA?PKNO>AJAłPOQLPK=J=IKQJPKB/* BNKI'=JQ=NU Ordinary Resolution 2

5. 1KNA=LLKEJP*AOONO-NE?AS=PANDKQOA KKLANO=O=Q@EPKNO=J@PK=QPDKNEOAPDA!ENA?PKNOPKłTPDAEN Ordinary Resolution 5

,N@EJ=NU/AOKHQPEKJ EBL=OOA@ SEHH=HOK=QPDKNEVAPDA?KJPEJQ=PEKJKB!=PQG1=J(EI)AKJCEJKBł?ABNKIPDA@=PAKBPDEOIAAPEJC

,JHU@ALKOEPKNOSDKOAJ=IAO=LLA=NKJPDA/A?KN@KB!ALKOEPKNU=O=P*=UOD=HH>AAJPEPHA@PK=PPAJ@ OLA=G=J@RKPA=PPDAIAAPEJC

4DANA=IAI>ANKBPDA KIL=JUEO=J=QPDKNEVA@JKIEJAA=O@AłJA@QJ@ANPDA0A?QNEPEAO&J@QOPNUĠ AJPN=H!ALKOEPKNEAO

-QNOQ=JPPKL=N=CN=LDKBPDA=EJ=NGAP)EOPEJC/AMQENAIAJPOKBQNO=*=H=UOE=0A?QNEPEAOAND=@ =HHPDANAOKHQPEKJOOAPKQPEJPDA+KPE?A

1DA-NKTU#KNIOD=HH>A@ALKOEPA@=PPDA0D=NA/ACEOPN=NKBPDA KIL=JU 1NE?KN&JRAOPKN&OOQEJC%KQOA0ANRE?AO0@JD@ 2JEP )ARAH

#KNIAI>ANOLNKTEAOSDKL=NGPDAENRADE?HAO=P$1KSAN LHA=OAAJOQNAPDAL=NGEJCPE?GAPEOOP=ILA@łNOP=PPDANACEOPN=PEKJ?KQJPAN>ABKNALNK?AA@EJC

!=PQG1=J(EI)AKJCĤ1=J DKJC*EJS=O=LLKEJPA@PKPDAK=N@KBPDA KIL=JUKJ'=JQ=NU%AEO=#AHHKSIAI>ANKBPDA

%AEOPDA D=ENI=JKBPDA/AIQJAN=PEKJ=J@"0,0 KIIEPPAAO=J@=IAI>ANKBPDAQ@EP=J@+KIEJ=PEKJ KIIEPPAAO

!=PK0ANE/K>ANP1=J DQJC*AJCS=O=LLKEJPA@PKPDAK=N@KBPDA KIL=JUKJ!A?AI>AN%AD=OR=OPATLANEAJ?AEJLNKLANPU

)AA D=EJC%Q=PS=O=LLKEJPA@PKPDAK=N@KBPDA KIL=JUKJ!A?AI>AN%AEO=BAHHKSIAI>ANKBPDAOOK?E=PEKJKB D=NPANA@

%AOP=NPA@DEO?=NAAN=O=J=Q@EPKNEJ SEPDAOONO%=J=ł=D/=OH=JKD=I=@1KQ?DA/KOO *=H=UOE=>ABKNAFKEJEJC PDAłJ=J?E=H

&J DAFKEJA@%KJC)AKJC NA@EPAND=@=O$NKQL DEAB#EJ=J?E=H,Bł?AN=J@H=PANFKEJA@%KJC)AKJC=JGAND=@=O DEAB,LAN=PEJC

)AKJC(KG DES=O=LLKEJPA@=OPDA DEAB#EJ=J?E=H,Bł?ANKJ=U%AEO= D=NPANA@??KQJP=JP=J@=IAI>ANKBPDA=H=UOE=J

%AEO=HOK=IAI>ANKBPDA"TA?QPERA KIIEPPAAKBPDA KIL=JU%AOP=NPA@DEO?=NAANSEPD%=J=ł=D/=OH=J=J@*KD=I=@EJ=J@

DQ=0AJC6KJCDKH@O==?DAHKNKB"?KJKIE?OBNKIKJ=OD2JERANOEPU QOPN=HE= =J@==OPANEJQOEJAOO@IEJEOPN=PEKJBNKI N=JłAH@

)EI$EG D=UDKH@O==?DAHKNKB0?EAJ?AEJ EREH"JCEJAANEJCBNKI2JERANOEPUKB*AILDEO 2JEPA@0P=PAO%AEO=CN=@Q=PAIAI>ANKBPDA

,JLNEH KQN$NKQL DEAB"TA?QPERA,Bł?ANĠļ ",

z *N)AA D=EJC%Q=PĠ D=ENI=J&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Datuk Tan Kim Leong Ġ0AJEKN&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Encik Daud Mah bin Abdullah Ġ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Encik Daud Mah bin Abdullah Ġ D=ENI=J&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Datuk Tan Kim Leong Ġ0AJEKN&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z *N)AA D=EJC%Q=PĠ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Mr Tan Boon Lee Ġ+KJ&J@ALAJ@AJP"TA?QPERA!ENA?PKN

z Ms Tan Lei Cheng Ġ+KJ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

Ġ,J'=JQ=NU *O1=J)AE DAJCS=ONA@AOECJ=PA@=O=+KJ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Datuk Tan Kim Leong Ġ D=ENI=J0AJEKN&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Encik Daud Mah bin AbdullahĠ&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Encik Daud Mah bin Abdullah Ġ D=ENI=J&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN

z Datuk Tan Kim Leong Ġ0AJEKN&J@ALAJ@AJP+KJ"TA?QPERA!ENA?PKN