Unsdg Sam

CUTTING
THROUGH
THE MIGHTY
WATERS
Make a Beeline
for the RM3 Billion
Revenue Goal
RULE OVER
THE SURGING SEA
CROSSOVER
ANNUAL REPORT 2023
WE BRAVE DANGERS TO EXPLORE
POSSIBILITIES IN UNKNOWN LANDS
Nothing can stand in our way
02 ANNUAL REPORT 2023 SAM ENGINEERING & EQUIPMENT (M) BERHAD 03
CONTENTS
GROUP FINANCIAL CORPORATE GOVERNANCE
04 HIGHLIGHTS 59 OVERVIEW STATEMENT
OUR BOARD OF AUDIT COMMITTEE

10 DIRECTORS 77 REPORT
OUR MANAGEMENT STATEMENT ON RISK MANAGEMENT

18 TEAM 82 AND INTERNAL CONTROL
CORPORATE OTHER
21 INFORMATION 86 INFORMATION
GROUP STRUCTURE STATEMENT OF DIRECTORS’

22 AND ACTIVITIES 88 RESPONSIBILITY
MANAGEMENT DISCUSSION FINANCIAL

23 AND ANALYSIS 89 STATEMENTS
SUSTAINABILITY ANALYSIS OF
29 STATEMENT 201 SHAREHOLDINGS
A TEAM WITH A DESIRE,

PARTICULARS OF
58 PROPERTIES
A DREAM AND READY

FOR ACTION
OUR EVERY STEP

COUNTS TO
REACHING OUR GOAL
GROUP FINANCIAL GROUP FINANCIAL

HIGHLIGHTS HIGHLIGHTS
for the financial year ended 31 March 2023 for the financial year ended 31 March 2023
Financial Year Ended Financial Year Ended
2023 2022 2021 2020 2019 2023 2022 2021 2020 2019
REVENUE (RM’ 000) 1,445,358 1,147,645 873,681 938,667 754,966 DIVIDEND PER SHARE (Sen) 2.50 3.50 2.76 3.69 7.26
PROFIT BEFORE TAX (RM’ 000) 114,971 100,451 81,848 99,651 94,797 CASH AND CASH EQUIVALENTS (RM’ 000) 21,045 31,063 16,107 14,792 23,992
PROFIT FOR THE YEAR (RM’ 000) 88,849 75,455 59,699 79,823 78,513 NET ASSETS PER SHARE (RM) 1.50 1.28 1.16 1.13 0.99
BASIC EARNINGS PER SHARE (Sen) 16.41 13.94 11.04 14.76 14.52 RETURN ON EQUITY (%) 11.8 11.4 9.7 13.9 15.6
DILUTED EARNINGS PER SHARE (Sen) 16.41 13.94 11.04 14.76 14.52
REVENUE PROFIT BEFORE TAX DIVIDEND PER SHARE CASH AND CASH EQUIVALENTS
(RM’ 000) (RM’ 000) (Sen) (RM’ 000)
1,445,358 114,971 7.26
100,451 99,651
1,147,645 94,797
81,848 31,063
938,667 3.50 3.69
873,681 2.76 23,992
2.50 21,045
754,966
16,107 14,792
2023 2022 2021 2020 2019 2023 2022 2021 2020 2019 2023 2022 2021 2020 2019 2023 2022 2021 2020 2019
PROFIT FOR THE YEAR BASIC EARNINGS PER SHARE NET ASSETS PER SHARE RETURN ON EQUITY
(RM’ 000) (Sen) (RM) (%)
16.41
88,849 14.76 14.52 1.50
13.94
79,823 78,513 1.28
75,455
11.04 1.16 1.13
15.6
59,699 0.99 13.9
11.8 11.4
9.7
2023 2022 2021 2020 2019 2023 2022 2021 2020 2019 2023 2022 2021 2020 2019 2023 2022 2021 2020 2019
RM2 BILLION
REVENUE IS WITHIN
STRIKING DISTANCE
THE PLAN OF
THE DILIGENT LEADS
TO ABUNDANCE
We set our sights on the next 2 peaks - RM2 Billion and
RM3 Billion in Revenue
EMPOWERMENT
AND INCLUSIVITY
AS IRON SHARPENS IRON,

SO WE SHARPEN ONE
ANOTHER TO BUILD
RESILIENCE IN THE TEAM
OUR BOARD OUR BOARD

OF DIRECTORS OF DIRECTORS
DATUK DR. YM TUNKU AFWIDA

TAN KAI HOE PETER LIM HEE SENG SHUM SZE KEONG BINTI DATO’ TUNKU NG CHEE KIET SURESH NATARAJAN
WONG LAI SUM
ABDUL MALEK
OUR BOARD OUR BOARD

OF DIRECTORS OF DIRECTORS
TAN KAI HOE PETER LIM HEE SENG DATUK DR. SURESH NATARAJAN
Non-Independent Non-Executive Chairman Executive Director and Chief Executive Officer WONG LAI SUM Independent Non-Executive Director
Age 57 Gender Male Age 61 Gender Male Independent Non-Executive Director Age 62 Gender Male
Nationality Singaporean Nationality Singaporean Nationality Singaporean
Date of Appointment 26 August 2015 Date of Appointment 1 January 2022 Age 68 Gender Female Date of Appointment 1 July 2020
Nationality Malaysian
Date of Appointment 1 October 2016
Academic / Professional Qualification(s) Academic / Professional Qualification(s) Board Committee Membership(s)
• Bachelor of Arts (Physics) University of • Bachelor of Mechanical Engineering (First Class • Risk & Sustainability Committee (Chairman)
Cambridge, UK Honours), Queen’s University Belfast, UK. Board Committee Membership(s) • Nominating & Remuneration Committee
• Master of Science (Management) Stanford • Master of Business Administration, University of • Audit Committee
University, USA Leicester, UK. • Nominating & Remuneration Committee (Chairman) Academic / Professional Qualification(s)
• Bachelor of Science in Electrical Engineering,
Present Directorship(s) and/or Appointment(s) Present Directorship(s) and/or Appointment(s) Academic / Professional Qualification(s) University of Illinois, Urbana-Champaign
• Deputy Chairman & Director, Singapore • Director, SAM (Suzhou) Co., Ltd. • PhD Business, University Malaya • Master of Science in Electrical Engineering,
Aerospace Manufacturing Pte. Ltd. • Master in Public Administration (MPA), University University of Illinois, Urbana-Champaign
• President & Chief Executive Officer/Director, Malaya • Business Administration and Management,
Accuron Technologies Limited • Bachelor of Science (Hons) Biochemistry, University General from University of Michigan – Stephen
• Chairman, Singapore Red Cross Council Malaya M. Ross School of Business
• Chairman, Singapore Accreditation Council • Business Administration and Management,
• Board Member, SkillsFuture Singapore Agency YM TUNKU AFWIDA Present Directorship(s) and/or Appointment(s) General from Nanyang Technological University/
• Advisory Council Member, Lifelong Learning University of California, Berkeley
Endowment Fund
BINTI DATO’ TUNKU • Independent Non-Executive Director, Tasco Berhad
• Independent Non-Executive Chairman, Milux
ABDUL MALEK Corporation Berhad Present Directorship(s) and/or Appointment(s)
• Principal for the Central Campus, Institute of
Independent Non-Executive Director
Past Directorship(s) and/or Appointment(s) Technical Education (ITE), Singapore
Age 58 Gender Female • Chief Executive Officer of Malaysia External Trade
SHUM SZE KEONG Nationality Malaysian Development Corporation (MATRADE) Past Directorship(s) and/or Appointment(s)
• Deputy Principal, Institute of Technical Education
Non-Independent Non-Executive Director Date of Appointment 1 January 2020 • Director, Malaysia Petroleum Resources Council
(MPRC) (ITE), Singapore
Age 61 Gender Male • Director & Trustee, Malaysia Furniture Promotion • Strategy Officer, Applied Materials Worldwide
Board Committee Membership(s) Council (MFPC) Operations, Singapore
Nationality Singaporean • Deputy Director, Singapore Economic
Date of Appointment 4 March 2008 • Audit Committee (Chairman) • Director, MyCEB (Tourism)
• Co-Chairman, Professional Services Development Development Board
Academic / Professional Qualification(s) Council, Malaysia (PSDC)
Board Committee Membership(s) • Bachelor of Science (Honours) in Economics and • Adviser, National Export Council (MATRADE)
• Audit Committee Accountancy, City University London, UK • Director, Port Klang Authority
• Risk & Sustainability Committee • Member, Malaysian Institute of Accountants (MIA) • Economic Adviser, Minister of Transport, Ministry of
• Nominating & Remuneration Committee • Qualified Chartered Accountant, ICAEW Transport Malaysia NG CHEE KIET
• Conjoint Professor (Practice), Faculty of Business,
Academic / Professional Qualification(s) University of Newcastle, Australia Independent Non-Executive Director
Present Directorship(s) and/or Appointment(s)
• Bachelor of Science in Aeronautical Engineering, • Independent Non-Executive Director, Telekom • Associate Professor, Faculty of Business, Tunku Abdul Age 53 Gender Male
Embry Riddle Aeronautical University, USA Malaysia Berhad Rahman University of Management & Technology
• Singapore Business Advisory Group, University of Nationality Malaysian
• Independent Non-Executive Director, DXN Date of Appointment 1 March 2022
Present Directorship(s) and/or Appointment(s) Holdings Berhad Newcastle
• General Manager, Shum Enterprises Pte. Ltd. • Independent Non-Executive Director, ENRA • Research Fellow, Tunku Abdul Rahman University of
• Director, Singapore Aerospace Manufacturing Group Berhad Management & Technology Board Committee membership(s)
Pte. Ltd. • Independent Non-Executive Chairman, Affin • Director, PRG Holdings Berhad • Audit Committee
Hwang Investment Bank Berhad • Adviser, Faculty of Business and Accountancy, • Risk & Sustainability Committee
Past Directorship(s) and/or Appointment(s) University Malaya
• Head Aerospace, Industry Development Division, Past Directorship(s) and/or Appointment(s) * Save as disclosed, the above Directors have no family Academic / Professional Qualification(s)
Singapore Economic Development Board • Independent Non-Executive Director, Gamuda relationship with any Director and/or major shareholder of • Bachelor of Economics (Accounting), Monash
• Executive Director, Grande Holdings Ltd. Berhad SAM Engineering & Equipment (M) Berhad (“SAMEE”), have University, Australia
no conflict of interest or potential conflict of interest, including • Chartered Accountant, Malaysian Institute of
• Consultant, Grande Group Limited interest in any competing business with SAMEE, have not
• Independent Non-Executive Director, Lafe been convicted for any offences within the past five years and Accountants (MIA)
Corporation Limited have no public sanction or penalty imposed by the relevant
regulatory bodies during the financial year ended 31 March Present Directorship(s) and/or Appointment(s)
2023. Details of the Directors’ attendance at Board Meetings • Independent Non-Executive Director, New Hoong
for the financial year ended 31 March 2023 are set out in the
Corporate Governance Overview Statement on pages 61 to 62 Fatt Holdings Berhad
of this Annual Report.
AN UNWAVERING
COMMITMENT AND
TEAMWORK
THE SAM SPIRIT

IN ACTION
TEAM SPIRIT IS KEY TO

UNLOCKING ENDLESS
POSSIBILITIES
OUR MANAGEMENT OUR MANAGEMENT

TEAM TEAM
PETER TEH NG TUNG KONG FOO

LIM MUN LING BOON KEAT KIN HOE, SUH CHIN, WAH JIN,
HEE SENG Chief Financial Officer, Chief Operating Officer, TIMOTHY ERIC LARRY
SAMEE Group SAMEE Group General Manager General Manager General Manager
Age 52 Gender Female Age 55 Gender Male Age 48 Gender Male Age 48 Gender Male Age 48 Gender Male
Nationality Malaysian Nationality Malaysian Nationality Singaporean Nationality Malaysian Nationality Singaporean
Details are disclosed in the profile of Academic / Professional Academic / Professional Academic / Professional Academic / Professional Academic / Professional
Directors on page 12. Qualification(s) Qualification(s) Qualification(s) Qualification(s) Qualification(s)
• Bachelor of Accountancy (Honours), • Master of Science (Mechatronics • Bachelor of Engineering (Mechanical), • Master of Science (Mechanical • Bachelor of Engineering
Northern University of Malaysia, Engineering), De Montfort University of Malaya, Malaysia Engineering), University Science of (Mechanical Engineering), Nanyang
Malaysia University, Leicester, UK. • Master of Science (Applied Finance), Malaysia, Malaysia Technological University
• Chartered Accountant, Malaysian Nanyang Technological University, • Post Graduate Diploma in Financial
Institute of Accountants (MIA) Singapore Management, Singapore Institute
of Management
Working Experience Working Experience Working Experience Working Experience Working Experience
• Joined SAMEE on 21 August 2017 • Joined SAMEE on 17 April 2006 • Joined SAMEE on 1 August 2021 • Joined SAMEE on 2 October 2006 • Joined SAMEE on 14 February 2022
Present Directorship(s) and/or Present Directorship(s) and/or Present Directorship(s) and/or Present Directorship(s) and/or Present Directorship(s) and/or
Appointment(s) Appointment(s) Appointment(s) Appointment(s) Appointment(s)
• Listed entity: Nil • Listed entity: Nil • Listed entity: Nil • Listed entity: Nil • Listed entity: Nil
• Other public company(ies): Nil • Other public company(ies): Nil • Other public company(ies): Nil • Other public company(ies): Nil • Other public company(ies): Nil
THE JOY OF ACHIEVEMENT COMES FROM

* Save as disclosed, the management team has no family relationship with any Director and/or major shareholder of
SAM Engineering & Equipment (M) Berhad (“SAMEE”), has no conflict of interest or potential conflict of interest,
including interest in any competing business with SAMEE, has not been convicted for any offences within the past five
THE THRILL OF OUR CREATIVE EFFORT years and has no public sanction or penalty imposed by the relevant regulatory bodies during the financial year ended
31 March 2023.
CORPORATE
INFORMATION
BOARD NOMINATING & SHARE

OF DIRECTORS REMUNERATION REGISTRAR
Non-Independent
COMMITTEE Securities Services (Holdings)
Non-Executive Chairman Sdn Bhd
Mr. Tan Kai Hoe Chairman 197701005827 (36869-T)
Datuk Dr. Wong Lai Sum Suite 18.05, MWE Plaza,
Executive Director and No. 8, Lebuh Farquhar,
Chief Executive Officer Members 10200 George Town, Penang.
Mr. Peter Lim Hee Seng Mr. Shum Sze Keong Tel : 604 - 263 1966
Mr. Suresh Natarajan Fax : 604 - 262 8544
Non-Independent Email : info@sshsb.com.my
Non-Executive Director
Mr. Shum Sze Keong
COMPANY
Independent SECRETARIES AUDITORS
Non-Executive Directors KPMG PLT
YM Tunku Afwida Binti Dato’ Ms. Yeow Sze Min (LLP0010081 - LCA & AF 0758)
Tunku Abdul Malek (SSM PC No. 201908003120, Level 18, Hunza Tower,
Datuk Dr. Wong Lai Sum MAICSA 7065735) 163E, Jalan Kelawai,
Mr. Suresh Natarajan 10250 Penang.
Mr. Ng Chee Kiet Ms. Chew Peck Kheng Tel : 604 - 375 1800
(SSM PC No. 202008001118, Fax : 604 - 238 2222
LS0009559)
AUDIT COMMITTEE
PRINCIPAL
Chairman
YM Tunku Afwida Binti Dato’
REGISTERED BANKERS
Tunku Abdul Malek OFFICE
Citibank Berhad
Members Suite 18.05, MWE Plaza, Hong Leong Bank Berhad
Mr. Shum Sze Keong No. 8, Lebuh Farquhar, United Overseas Bank (Malaysia)
Mr. Ng Chee Kiet 10200 George Town, Bhd
CREATING AN
Datuk Dr. Wong Lai Sum Penang. United Overseas Bank (Thai)
Tel : 604 - 263 1966 Public Company Limited
Fax : 604 - 262 8544
ENVIRONMENT THAT
Email : info@sshsb.com.my
RISK & ISSUED AND
SUSTAINABILITY PAID-UP CAPITAL
ENCOURAGES CURIOSITY
COMMITTEE PRINCIPAL PLACE
(As at 31 March 2023)
OF BUSINESS RM214,784,016
Chairman
FOR A SHARED VISION

Mr. Suresh Natarajan Plot 17, Hilir Sungai Keluang Tiga,
Bayan Lepas Free Industrial Zone,
Members Phase IV, 11900 Penang.
COMPANY
Mr. Shum Sze Keong
Mr. Ng Chee Kiet
Tel : 604 - 643 6789 WEBSITE
Fax : 604 - 644 7017
www.sam-malaysia.com
GROUP STRUCTURE MANAGEMENT DISCUSSION

AND ACTIVITIES AND ANALYSIS
SAM MEERKAT (M) SDN. BHD. LKT TECHNOLOGY SDN. BHD.
(199501035687 (364889-X)) (199701002612 (418108-T)) The Group achieved another record year with a total
revenue of RM1,445.4 million and Profit Before Tax (“PBT”)
Design and assembly of modular or Design and manufacture of precision
of RM115.0 million in FY2023.
complete machine and equipment. tools and machinery parts.
Aerospace
ACTIVE DORMANT
Revenue from the Aerospace business increased
AVITRON PRIVATE LIMITED significantly, by 30.7% to RM329.1 million from the previous
MEERKAT INTEGRATOR SDN. BHD.
(201116715M)
financial year. The increase was contributed by higher
(199901005092 (479992-T))
demand for our casing and aerostructure products, as
Manufacture and assembly of aircraft Design, manufacture and assembly of the Aviation industry starts to recover from the COVID-19
equipment, spares, components and metal and non-metal ergonomic pandemic. Although our Aerospace business still recorded
precision engineering parts. workstations and electronic products. a loss before tax of RM1.9 million in FY2023, this loss was
primarily attributable to lower revenue in the first two
ACTIVE DORMANT quarters of the financial year as well as higher utility tariff
and interest expenses.
MEERKAT PRECISION SDN. BHD. LKT INTEGRATION SDN. BHD.

(199301010852 (265589-V)) (199701039756 (455256-X))
Equipment
Manufacture of aircraft and other related Development and production of
equipment parts, spares, components computer process control system for The Equipment business achieved 24.6% higher revenue to RM1,116.3 million than the previous financial year’s, with strong
and precision engineering parts, printed circuit board handling system demand from the semiconductor industry. PBT increased by 4.3%, to RM116.9 million as compared with previous financial
precision and engineering components. and component assembly line. year. The start-up cost of our expansion project in Thailand, escalation of manpower costs and higher interest expenses
SAM ENGINEERING & have lowered the Group PBT.
EQUIPMENT (M) BERHAD ACTIVE DORMANT
(199401012509 (298188-A))
Group
SAM TECHNOLOGIES (M) SDN. BHD. LKT AUTOMATION SDN. BHD. The Group’s total revenue of RM1,445.4 million is 25.9% higher than previous financial year’s. PBT increased 14.4% year-on-
(201201023397 (1007889-D)) (198101009607 (75724-W)) year to RM115.0 million while Profit After Tax (“PAT”) increased by 17.7% to RM88.8 million.
Design and manufacture of engineering Design and assembly of automation
The Group invested RM222.9 million in FY2023 mainly for capacity expansion of Equipment business in Thailand.
equipment and automation solutions equipment complete with equipment
ranging from process test handlers, control software.
The Group ended the year with a projected order book of RM4.8 billion.
material handling systems, vision
inspection systems and factory DORMANT
automation.
Revenue Profit Before Tax
DORMANT SAM TOOLING TECHNOLOGY (RM’ Million) (RM’ Million)
SDN. BHD.
(199301011085 (265822-D))
SAM PRECISION (M) SDN. BHD.
(197801006200 (43230-K))
Design, development and manufacture 1,445.4 116.9
of trim and form dies and suspension 115.0 112.1
Fabrication of precision tools and tooling for hard disk drive parts. 100.5
machinery parts and manufacture of 1,116.3 1,147.6
aircraft and other equipment parts, ACTIVE
spares, components and precision 895.8
engineering parts.
SAM PRECISION (THAILAND) LIMITED
(0145543000048)
ACTIVE
Manufacture of dies, jigs and parts and 329.1
cutting tools for disk drives, electronics, 251.8
semi-conductor and assembly of modular
MEERKAT TECHNOLOGY
or complete machine and equipment. -1.9
PTE. LTD. -11.6
(200008724 Z)
ACTIVE FY2023 FY2022 FY2023 FY2022
Sales of electronic components
Aerospace Equipment Total Aerospace Equipment Total
DORMANT
MANAGEMENT DISCUSSION MANAGEMENT DISCUSSION

AND ANALYSIS AND ANALYSIS
FINANCIAL POSITION FINANCIAL POSITION (Cont’d)

TOTAL ASSETS EMPLOYED CAPITAL EXPENDITURE
As at 31 March 2023, the Group’s total assets increased 33.2% to RM1,607.6 million. The increase of total assets was mainly The Group continued to invest for its long-term growth, with capital expenditure of RM222.9 million for FY2023.
to support growth in our businesses and increases in our property, plant and equipment and inventories. The increase in
property, plant and equipment is mainly for our expansion in Thailand. BANKING FACILITIES
As at 31 March 2023, RM484.4 million or 56.5% of facilities had been utilised.
DEBT RATIO
Total Assets Employed
(RM’ Million) Net Gearing and Interest Cover Ratios
The Group’s net gearing ratio was 0.56 time as at 31 March 2023 and interest cover ratio was 9 times in FY2023.
Cash & Cash Equivalents
Contract Assets The Group’s total borrowings increased to RM479.5 million as at 31 March 2023 (31 March 2022: RM211.0 million). The
FY2023 1,607.6 increase in borrowings was mainly used to finance the purchase of property, plant and equipment for the expansion in
Inventories
Thailand and working capital requirement to support the growth in business.
Trade Receivables &
Other Receivables
Other Current Assets (RM’ Million) FY2023 FY2022
FY2022 1,207.2 Property, Plant and

Equipment Operating activities before changes in working capital 189.9 151.2
Right-of-use Assets Changes in working capital (193.1) (178.3)
0 300 600 900 1,200 1,500 1,800
Income tax paid (29.2) (25.1)
Net cash from operating Activities (32.4) (52.2)
CASH FLOWS
CAPITAL EMPLOYED AND SOURCE OF FUNDS
Operating Activities
The capital employed as at 31 March 2023 was RM928.0 million, an increase of RM185.1 million from RM742.9 million as at
31 March 2022. The increase came mainly from the increase in borrowings, retained earnings from current year’s profit and The Group generated net cash from operating activities before changes in working capital of RM189.9 million in FY2023,
increase in translation reserve arising from the weakening of the Malaysian Ringgit against United States Dollar. which is used to fund the increase in working capital requirement of RM193.1 million to support the growth in business.
Investing Activities
Capital Employed Net cash used in investing activities of RM222.4 million was used primarily for the investment in property, plant and
(RM’ Million) equipment of RM222.9 million.
Financing Activities
Share Capital
Net inflow from financing activities of RM224.6 million was mainly attributed to drawdown of bank borrowings of RM268.5
Retained Earnings
FY2023 928.0 million offset by payment of FY2022 interim dividend of RM18.9 million, payment of lease liabilities of RM9.8 million and
Reserves payment of interest of RM15.2 million.
Non current liabilities
The Group ended the year with cash and cash equivalents of RM21.0 million, a decrease of RM10 million from 31 March
2022.
FY2022 742.9
0 200 400 600 800 1,000

MANAGEMENT DISCUSSION MANAGEMENT DISCUSSION

AND ANALYSIS AND ANALYSIS
FINANCIAL POSITION (Cont’d)
Cash Flows
(RM’ Million)
FY2023
Financing FY2022
Activities
Investing
Activities
Operating
Activities
-250 -200 -150 -100 -50 0 50 100 150 200 250
CUSTOMERS AND OPERATION INITIATIVES

DIVIDEND
PROGRAMMES Aerospace
Dividend Per Share Aerospace FY2023 was a challenging year as the world faced increased
An interim single-tier dividend of 2.50 sen per ordinary
share was declared in May 2023, representing 15% of our (Sen) operating costs and supply chain disruptions, contributed
The steady recovery of air passenger travel over the by shortage of labour, the impact of the Russia-Ukraine
net profit. Based on the average share price for the month 7.26* entire financial year enables the revenue of our Aerospace
of June 2023 of RM4.66, the dividend per share of 2.50 sen conflict, high inflation and high interest rates. With the
business to increase by 30.7% in FY2023. This increase in increased demand for our aerospace business, we focused
translates to a dividend yield of 0.54%. demand was for a broad range of commercial and business on retaining our core talents and hiring sufficient manpower
jet products, with the strongest recovery for products used to support customer needs. Initiatives to improve our
in the single-aisle aircraft of Airbus 320neo and Boeing
productivity and to keep abreast with latest manufacturing
737Max. The production rate of twin-aisle aircraft such as
technologies through digitisation and automation continue
the Airbus 350 and Boeing 787 are expected to pick up in
to be our core focus, as we endeavour to stay ahead of
the coming year.
competition.
Equipment
3.50
3.69* Equipment
We have achieved another record year of revenue RM1.1
2.76* billion for our Equipment business, a 24.6% increase In FY2023, we made significant progress in our expansion
2.50 over FY2022’s record. Although there was a softening in in Thailand. Besides the 2 factories already at the Rojana
our data storage business segment, it was offset by the Industrial Park, we have acquired a new 1,000,000 ft2 site in
contribution from new product launches and increase in Ban Bueng, Chon Buri province. This further increases our
our Semiconductor Front-end content. We are actively production capacities in tandem of our anticipated needs
working with our equipment customers to support their in the coming years.
growing needs and introduction of new product lines to
meet our strategic and growth expectations. Our first factory at Rojana is into its second year of its
operation and we are scheduling another 2 factories (one
in Rojana and one in Ban Bueng) to start mass production
FY2023 FY2022 FY2021 FY2020 FY2019 in FY2024. By replicating our manufacturing capability in
Thailand, it also fulfils our strategic intent to develop a
robust Business Continuity Plan (BCP), we safeguard our
customer needs.
*Adjusted to reflect the bonus issue exercise on 3 March
2022 We have also relocated our businesses at the Wang Noi
(Ayutthaya) factory into our Rojana facility in Ayutthaya.
MANAGEMENT DISCUSSION
AND ANALYSIS
SUSTAINABILITY
OUTLOOK
Aerospace
STATEMENT
Global air passenger traffic has exhibited steady recovery in the past year. The International Air Transport Association1
reported that air passenger travel has recovered to 88% of pre-pandemic level (2019) as of March 2023. This is largely
contributed by the reopening of China and easing of travel restrictions. In addition, Asia Pacific carriers have also experienced
strong recovery with a significant increase in international passengers between the region and the rest of the world.
Airbus and Boeing have delivered a total of 1,141 aircraft in 2022, a 17% increase from 2021. Forecast International Inc.2
estimated that commercial aircraft production in 2023 would be in the order of 1,200 to 1,300 aircraft. The combined order
backlog of Airbus and Boeing commercial aircraft remained healthy at approximately 12,600 units3 as of 31 March 2023.
This translates to a backlog of 9.1 years for Airbus and 6.6 years for Boeing at pre-pandemic 20184 delivery rates.
The demand for single aisle aircraft products remains strong. However, the Aerospace industry is suffering from some
supply chain issues as materials suppliers face challenges in ramping production rate back to pre-pandemic levels. We are
monitoring the situation, actively engaging our customers and suppliers to mitigate risks and optimise our production.
1
International Air Transport Association (IATA) represents some 300 airlines comprising 83% of global air traffic.
2
Forecast International Inc is a provider of market intelligence forecasting, proprietary research and consulting services
for the worldwide Aerospace, Defence, Electronics and Power Systems industries.
3
Boeing’s order backlog figures refers to unfilled orders before ASC 606 adjustment.
4
Aircraft deliveries in 2022 was partially affected by the suspension of deliveries of Boeing 787 due to concerns raised
by FAA, hence 2018 delivery rates were used for the comparison.
Equipment
According to Semiconductor Equipment and Material International (SEMI), global fab equipment spending has achieved
a record high of USD98 billion in 2022. Due to the weaken chip demand and higher inventory of consumer devices, fab Letter from Management This Statement reflects our great journey and commitment
equipment spending in 2023 is forecasted to decline to USD76 billion, before recovering to USD92 billion in 2024. to creating sustainable value for all our stakeholders and
Sustainability is a key outlook in everything we do at reports on the progress of our initiatives on Economic,
Notwithstanding the short-term dip, the long-term business drivers of semiconductor industry remained intact. Mega trends SAM Engineering & Equipment Berhad (“SAMEE”). We Environmental, Social and Governance (“EESG”) during
in digitalisation and electrifications will continue to spur growth in cloud computing, high-speed network connectivity, proudly present our sixth annual Sustainability Statement FY2023. The Statement also shows how SAMEE will
artificial intelligence (AI) and electric vehicles, thus fuelling demand for semiconductor chips. Governmental efforts and (“Statement”) for the financial year ending 31 March 2023 strive to deliver long-term and responsible value to our
initiatives to onshore the production of semiconductor chips in the US, EU zone, Japan, Korea and Taiwan, have also (“FY2023”). shareholders and stakeholders.
triggered increased spending in semiconductor production equipment.
SAMEE strongly believes that to perform our business The Malaysian sustainability reporting ecosystem has
We are expanding our production capacity in Thailand in response to our customers’ demand forecasts and commitments. We sustainably, the commitment and involvement on both developed significantly over the past ten years, going from
are working closely with customers and suppliers to mitigate risks and will continue to pursue new business opportunities internal and external stakeholders are of the utmost a mostly incipient stage to one where all listed issuers are
that meet our strategic and business requirements. importance. We worked together in harmony with each of engaged in sustainability-related activities and statements.
our stakeholders to achieve our business goals and ensure Due to this circumstance, we prepared the Statement in
that we contribute positively to sustainability in terms of compliance with the Main Market Listing Requirements
the economy, environment and social agenda that we live of Bursa Malaysia Securities Bhd (“Bursa Securities”), with
in today and for the betterment of future generations. reference to the third edition of the published Sustainability
Reporting Guide.
We revised our Quality Policy to emphasise Human Factors
in our pursuit of sustainability, creating an open reporting As SAMEE always strives to go above and beyond, we
culture and continuous improvement in health, safety, make use of the United Nations’ Sustainable Development
productivity and product safety. Independent audits are Goals (“SDG”), Global Reporting Initiatives (“GRI”)
conducted annually to ensure the effectiveness of policies Standards and follow international best practices for
and work procedures across all the sites. We embrace sustainability frameworks, standards and guidelines to do
the mindset that “Quality Is Everyone’s Responsibility,” our sustainability practices and reporting more meaningful
promoted through a top-down Quality Campaign and and pertinent. We envisioned to follow the Task Force
orientation module for new hires. These actions drive our on Climate-related Financial Disclosures (“TCFD”) in
commitment to sustainability, maintaining high-quality the upcoming reporting cycle in order to position our
standards and are complemented by our Quality Incentive organisation better in facing the risks posed by climate
Scheme that rewards employees. change.
SUSTAINABILITY SUSTAINABILITY
STATEMENT STATEMENT
About the Statement Over the years, our organisation has established a sustainability policy, put governance structures in place and aligned our
efforts with the UN SDGs making tremendous progress in our sustainable framework. SAMEE is well-positioned to continue
This Statement covers the sustainability performance of SAMEE and its Group of companies during the financial year ended contributing favourably to sustainability initiatives in the future by concentrating on EESG concerns and improving its
31 March 2023. The scope will cover the business operations of SAMEE in Malaysia, Singapore and Thailand. sustainability content. Currently, we express our values explicitly through our inclusion of the sustainability journey within
the EESG framework.
Our Sustainability framework and standards are in accordance with the following guidance and framework of Bursa
Securities Sustainability Listing Requirements and Bursa Securities’ Sustainability Reporting Guide 3rd edition. We adopt Sustainability Governance Structure
the international practices, the Global Reporting Initiative (“GRI”) Standards 2021 and United Nations’ Sustainable
Development Goals (“UN SDGs”) to facilitate our sustainability disclosure. We recognise the importance of aligning with SAMEE believes in the importance of a proper and functional governance structure. Our governance structure ensures
the TCFD recommendations and are actively working towards integrating them into our sustainability framework, as part of transparency, accountability, clearly defined roles and effective decision-making for sustainability strategies and
our ongoing commitment to enhancing our climate risk assessment and disclosure practices. implementation.
• Guides on key economic, business, environmental and social

Board of Directors
issues
• Ensures practices in sustainability are incorporated into all critical
decision-making processes and implementations
OUR FOCUS • Approving the sustainability and risk management framework
ON SUSTAINABILITY • Deliberates on sustainability and risk governance issues
SAMEE is committed to conducting its businesses with the long-term view of achieving sustainable benefits for itself and
its stakeholders. Hence, we are constantly monitoring, learning, deliberating and preparing to thrive on the industry trends,
operating challenges and stakeholder expectations to produce long-term value for the Group’s shareholders, stakeholders • Review and recommend sustainability strategies and performance
and the community around us. Risk & Sustainability Committee
targets for SAMEE on a Group basis.
Sustainability Milestones
SAMEE has made significant progress in its sustainability journey over the past few years. SAMEE has set ambitious goals
for FY2023, encompassing several key milestones. Our target over the next 3 years was to reduce 10% of GHG emissions • Sustainability Committee Working Group (“SCWG”), comprising
Sustainability Committee Working Group
intensity each year. The Company has launched several new initiatives to enhance our EESG performance, including the heads and members of our business units and divisions oversees
Water Management Plan, rainwater harvesting, operational reduction, solar panel installation, carpooling system, recycling the implementation, monitoring and delivery of the ESG initiatives
programmes and operational sustainability via our newly added Zirconium line for our Thailand operation. SAMEE also and performance.
focuses on improving and advancing our employees and their safety by implementing new policies, such as the Restriction
Figure 2: Sustainability Governance Structure of SAMEE
of Hazardous Substance (“RoHs”) Policy and the Employment Policy. We experienced significant growth in our sustainability
efforts and EESG milestones in FY2023 and we will continue to prioritise our commitment to sustainability and EESG as we
grow and innovate.
SAMEE’s proven governance structure adds value to stakeholders in all business and sustainability aspects. Sustainability
is integrated into our daily strategy while we facilitate sustainability-related work with employees, partners, shareholders,
government, customers, community and media. We are dedicated to upholding sound corporate governance, consistently
upholding high moral standards in all facets of our operations and abiding by all applicable laws and regulations in the
2015 2016 2017 2018 2019 2020 2021 2022 2023 jurisdictions in which we conduct business.
Sustainability Strategies to Our first Covered 15 Sustainability Emphasise Sustaining Enhancing Target to
Policy in the promote Sustainability material Governance on ESG and sustainability reduce 10% Sustainability Approach
Group’s sustainability Report which topics for Structure Environment UN SGDs material to of GHG
corporate address sustainability and al Social & agenda 16 topics emissions The EESG pillars of sustainability form the foundation of SAMEE’s Sustainability Policy (“Policy”) and we focus priority
strategies pillars of alignment Governance during intensity per on governance considerations to reinforce our commitment to sustainability. The focus is on integrating economic,
Economic, towards as well as pandemic year in the environmental, social and governance elements into daily operations while coordinating our actions with the SDGs of the
Environment UN SDGs UN SDGs COVID-19 next 3 years United Nations.
and Social
(“EES”) and
In terms of approach and efforts, we ensure that all of our internal stakeholders are aware of our commitment to sustainability.
its initiative
For this reason, we continue to host pertinent sustainability-related workshops and talks for our internal stakeholders,
particularly our heads of divisions and departments and we integrated our sustainability approach and initiatives into our
Figure 1: Sustainability Milestones orientation programme for our new employees to ensure we have a consistent and shared understanding of the sustainability
initiatives and measures embraced by SAMEE.
We promote our sustainability principle and practices: Awareness, Comprehension, Commitment, Action, Evaluation and
Monitoring among our leaders and internal and external stakeholders to achieve our sustainable goals.
STATEMENT STATEMENT
Our current stakeholder engagement approach is as follows:

Sustainability Framework Board Governance on EESG
Table 1: SAMEE’s Stakeholder Engagement
Strategy Messaging
• EESG Risks and • Ensure alignment of EESG Stakeholders Areas of Interest / Concerns Engagement Channels Sub-Group Frequency
opportunities integrated messaging and activities
into SAMEE’s long-term with the company’s Internal Stakeholders
strategy purpose and shareholders’
interests
• EESG performance Employees / • Update on the current and • Periodic and ad-hoc • Directors • Annually
of monitoring, i.e., Management / future directions of SAMEE meetings and interactions • Management • Quarterly
Economics milestones and goals Directors • Update on the current and • Workshop discussions • Permanent staff • Monthly
projected performance of • Weekly coordinating meeting • Contract staff • Weekly
Risk Assessment Reporting SAMEE and Weekly operation • Ongoing
• Opportunities for healthy meeting
• Oversight on sustainability • Communication platform career growth, upskilling, • Quarterly employee
materiality for the company’s EESG and learning & development communication session
disclosure
• Allocation of oversight • Update on the current and • Quarterly management
of the risks to full board/ future plans for the working meeting
individual committees environment, especially • Annual Management Retreat/
on job security, health and Conference
safety • Board and Board Committee
• Safeguarding human rights meetings
and a humane & respectful • Plant/Factory visits
2 workplace environment • Learning and development
1 Comprehension programmes
Awareness
• Value Creation Programme
• Corporate volunteering
programmes
Society Environment 3 • Induction training
Commitment
6 • Employee performance
Monitoring appraisal
• Employee Engagement
Surveys
4 • SAMEE eHub App on
5 Action Smartphones
Evaluation • HR participates in Career
Talks during SAMEE
Career Day and career fairs
organised by Perkeso and
Learning Institutions
Figure 3: Sustainability Framework and Board Governance on EESG
Shareholders / • Current and projected • Timeliness and periodic • Shareholders • Annually
Investors growth opportunities and Bursa announcements • Investors • Quarterly
Stakeholder Engagement threats • Analysts/fund managers • Financial • Ongoing
• Funding needs presentations and briefing Institutions
SAMEE practices holistic and consistent stakeholder engagement with businesses, organisations and people with a • Risk management • Analyst reports on SAMEE
stake or an influence in our daily business activities and long-term business planning. We believe open and transparent • Corporate governance • Media write-ups on SAMEE
communication is key to maintaining stakeholder trust. This enables us to share our vision and commitment to a sustainable • ESG-compliant and initiatives • Annual General Meeting
future and we treat this as one of the critical success factors for our business survival and growth plan. • Board representation and • SAMEE Annual Report
diversity
In our effort to achieve maximum impact, SAMEE strives to achieve long-term partnerships with stakeholders in our employee
and community programmes, government authorities, customers, suppliers and the media. For instance, business and
trade associations such as the Federation of Malaysian Manufacturers (“FMM”) and the Malaysia Semiconductor Industry
Association (“MSIA”).
We have assessed, prioritised and engaged with our stakeholders to ensure that we have identified and considered all
the relevant stakeholders to further our sustainability approach and our business strategy, thereby realising a long-term
business plan.
STATEMENT STATEMENT
Stakeholders Areas of Interest / Concerns Engagement Channels Sub-Group Frequency Stakeholders Areas of Interest / Concerns Engagement Channels Sub-Group Frequency
External Stakeholders
Regulators • Meeting of all required • On-site inspection • Health • Ongoing
operating licenses and • Safekeeping and availability of and Safety
Customers • Product & technology • Periodic and ad-hoc meetings • Customers • Annually regulations records for audit Department
development and and interactions representatives • Quarterly • Compliance of all • Correspondences with • Department of
collaboration • Periodic and surprise • Monthly requirements from local regulators Environment
• Quality & reliability of quality control and audit by • Weekly councils and authorities (e.g., • Dialogues with regulators • Labour Relations
products & services with customers • Ongoing DOSH & DOE) • Participation of dialogues and Department
assurances • Monthly Operation Review • Anti-Bribery & Corruption forums
• Projected orders and • Quarterly Business Review • Human rights
commitments • Conduct a Customer • Ensuring all employees are
• Timeline and timeliness in Satisfaction Survey protected by all relevant
delivery labour laws and requirements
• Warranties and claims • Hiring of only legitimate
• Customer service foreign workers
• Pricing issues and trends • Fair treatment of all
• International & specific employees
standards and ESG- • Availability of whistle-
compliant blowing channels and
• Human/labour rights and protection for whistleblower
safety
• Business Continuity Planning
on delivery Collection aging/ Media • Financial reporting • Media Release • Social media • Ongoing
schedule • Transparency • Media Interview • Newspapers
• Business continuity • Press Conference
Business • Product & technology • Periodic and ad-hoc meetings • Trade • Annually
Partners / development and and interactions associations • Quarterly
Suppliers / collaboration • Periodic and surprise quality • Roundtables • Ongoing
Trade • Quality & reliability of control and audit on suppliers We also periodically conduct Employee Engagement Surveys to assess the views of our employees on several factors,
Associations products & services with • Monthly Operation Review including the work environment, compensation and benefits, job satisfaction and supervisory support. Although conducted
assurances • Quarterly Business Review anonymously, the results allow us to allocate resources and target relevant actions toward the employee category or site
• Projected orders and • Participation in suppliers’ that most require it.
commitments Customer Satisfaction Survey
• Timeline and timeliness in
delivery
• Warranties and claims
• Customer service
• Pricing issues and trends
• International & specific
standards and ESG-
compliant
• Human/labour rights and
safety
• Business Continuity Planning
on supply
• Payment aging/schedule
Community • Volunteering projects • Initiatives & partnerships with • Local • Ongoing

• Donations in kind and NGOs surrounding
monetary • Institution/University community
• Health, safety and internship programme • Local
environmental initiatives • Corporate volunteering government
programmes (Blood Donation, • Local charities
Orphanage Visit, Cleaning &
Painting event)
STATEMENT STATEMENT
Materiality Assessment At SAMEE, we strongly support the United Nations’ Sustainable Development Goals (“UN SDGs”)’s 2030 Global Goals,
where the 17 identified Goals are to lead communities, corporations and governments into creating a better world for all
SAMEE performed a materiality assessment during the financial year ended 31 March 2022. The materiality assessment of us.
ensures that material matters are relevant and will remain relevant until the next materiality assessment. This will definitely
enhance our approach in managing the sustainability risks and opportunities posed to our business and helps us in ensuring During the FY2023, we updated the relevance of our chosen United Nations’ SDGs by conducting an internal survey with
that we prioritise the issues that have the greatest impact on the economy, society and the environment. the members of the SCWG to identify the SDGs that are most relevant to SAMEE by taking into consideration our material
matters, business strategies, principal risks, stakeholder influence and effects on our community. The 4 SDGs that were
In FY2022, we identified 16 material matters through a comprehensive materiality assessment, reflecting their utmost identified as the most relevant are as follows:
relevance to our business. To ensure ongoing relevance to our business, stakeholders and industry, we conducted
a validation process involving a thorough internal review and discussion. The 14 material topics were presented to the Table 2: SAMEE’s Top 4 SDGs
Board of Directors, where each item underwent detailed consideration and sought the board’s approval for inclusion. The
management has streamlined the material topics from 16 to 14 for FY2023. This strategic adjustment underscores the
Sustainable Key Stakeholders
company’s commitment to aligning its reporting efforts with the most relevant and impactful issues for the reporting period.
Development Goals Definition Impacted Targets
The material topics are further categorised into sustainability themes as follows:
Ensure healthy lives • Employees • To reduce the number of man-hour lost/

Our Environmental and promote well- • Management employees from work hazardous with 20% by
Our Business Performance Our People
Management being for all at all • Directors 2025 and 30% by 2030.
ages • Community
1. Customer Satisfaction & 6. Waste & Hazardous Materials 2. Employee Well-Being Health &
Relationship Management Safety
4. Product & Service Quality 13. Climate Change & Environmental 3. Ethics & Compliance Promote sustainable • Customers • To protect labour rights and promote safe and
Issues economic growth, • Investors/ secure working environments for all workers,
7. Economic Performance 5. Labour Practices & Rights full and productive Shareholders including migrant workers by having enhanced
14. Energy Management employment and • Employees policy and awareness by complying with
8. Supply Chain Management 11. Attracting, Developing, Rewarding
& Retaining Employees decent work for all • Community Responsible Business Alliance (“RBA”) labour
9. Cybersecurity & IT Resource • Media rights requirements in the following areas:
Management (ERP System) 12. Employee Learning & Development - Young Workers
10. Technology, Innovation & - Wages and Benefits
Development - Humane Treatment
- Non-Discrimination/Non-Harassment and
- Freedom of Association
Take urgent action • Customers • Reduce 10% of GHG emissions intensity in the
to combat climate • Community next 3 years
Influence on Stakeholder Assessments and Decisons
change and its • Vendors/ • Introduce solar panels to one of our factories by
8 1 impacts Suppliers end of 2023
High
9 23
4
6 5
10 7
11
12 Ensure sustainable • Customers • RoHS Compliance
13 14 consumption and • Vendors/ • Conflict Mineral Compliance
production patterns Suppliers
Medium
OUR BUSINESS
PERFORMANCE
Low
SAMEE is a Malaysian-based global technology company

that delivers high-quality products and services that
exceed customer expectations at competitive prices. We
Low Medium High are committed to aligning with sustainable development
Significance of Company’s Economic, Environmental and Social Impacts goals and driving technological advancement across
divisions. In addition, we prioritise supporting local
communities, employing locals and sourcing from reliable
suppliers. Understanding evolving customer needs is
Figure 4: Our top 14 material topics crucial to our success and we strive to maintain a robust
supply chain for sustainable growth.
STATEMENT STATEMENT
Certifications
SAMEE maintains the required certifications to ensure world-class quality products and services that meet stringent aviation
PRODUCT & Our employees are mandated to embrace this quality
culture at SAMEE that drives high standards of work and equipment manufacturing requirements. Our operations are certified with internationally recognised industry standards,
SERVICE QUALITY ethics, integrity and quality performance. SAMEE has enhancing customer confidence.
implemented an initiative called the Quality Incentive
SAMEE prioritises product and service relevance, Scheme to further cultivate a strong quality culture. This Table 4: SAMEE’s Certifications
sustainability in manufacturing and quality control to meet programme is designed to reward direct employees who
customers’ specifications and international standards. are committed to quality and meet training requirements. No. Our Certifications
SAMEE ensures the highest product quality by empowering The scheme operates quarterly, with payouts granted
process owners for quality control and leveraging advanced when targets for quality performance and compliance
technology for enhanced operational efficiency throughout with training requirements are achieved. This initiative 1. ISO 9001:2015 Quality Management System (“QMS”)
product and service development. aims to incentivise and recognise employees for their 2. ISO 13485:2018 Quality Management System for Medical Device Manufacturing
contributions to maintaining high-quality standards within
All our operations revolve around the framework the organisation. SAMEE fosters a “Quality Is Everyone’s 3. AS9100 Rev.D. Quality Management System for use by aviation, space and defense organisations
prescribed by our Quality Policy and Manual. During Responsibility” mindset through a top-down approach.
FY2023, we revised our policy to include Human Factors, This includes a Quality Campaign led by top management 4. NADCAP Certification for Non-Destructive Testing, Chemical Processes, Laboratory, Welding, Heat Treatment,
emphasising the importance of an open reporting culture. and a Quality Module integrated into New Hire Orientation Coating and specialised machining
We also prioritise continuous improvement efforts to to instil this commitment. 5. Civil Aviation Authority of Singapore (“CAAS”) Singapore Airworthiness Requirements 21 (“SAR21”) Production
enhance employee well-being, productivity and overall Organisation Approval
organisational performance, ultimately upholding the To maintain high-quality standards and prevent quality
highest standards of product safety. issues, SAMEE conducts rigorous risk and impact Documents from our quality management system, such as quality procedures and work instructions, provide guidance to
analysis using the Process Failure Mode Effect Analysis employees for the effective implementation of processes, practices and operations. Furthermore, various types of training
methodology. We evaluate potential process failures and are undertaken by our employees throughout the year and regular refresher training updates employees on key areas to
risks, developing strategies to mitigate their impact on maintain the highest quality standards.
the product. Below are some other measures to maintain
product quality at our operations. We regularly review our internal processes, including conducting periodic product and process audits, continuous
improvement initiatives, assessing risks and implementing response plans. Independent Audit or Surveillance applies to
all sites to identify deviations from policies, procedures, work instructions and opportunities for further improvement. We
also consistently monitor our quality performance with internal indicators that are reported and reviewed regularly. Visual
dashboards and electronic monitors are available at each workstation for employees to monitor and be aware of the latest
Table 3: SAMEE’s Measures To Maintain Product Quality quality performance.
Procedures in maintaining Description

product quality
TECHNOLOGY, INNOVATION & DEVELOPMENT
Counterfeit Control The materials and parts we use are only sourced from reputable and designated sources.
SAMEE strives to lead in innovation and technology, driving efficiency and delivering value through Project ARK (Automation,
Hazardous Substance The policy has been established to ensure compliance with the European Union Directive Reduction, Knowledge). This hallmark initiative enhances automation, reduces waste and safeguards manufacturing
Management 2011/65/EU on the restriction of the use of certain Hazardous Substances in electrical knowledge.
and electronic equipment (“RoHS”).
We undertake strategic projects to maintain a competitive edge, leveraging computer simulation software to optimise
Calibration Our machines and tools are calibrated periodically by external parties to ensure our production parameters and increasing automation to reduce labour dependency. Coordinated measuring equipment and
products meet customer requirements and standards. wireless inspection gauges are networked in our facilities to conduct constant statistical analysis on captured inspection
Material Integrity Direct materials and standard components are validated through Certificate of data that will allow us to maintain and improve our product quality. Dashboards are displayed at our workplaces to provide
Conformance (“COC”) provided by the suppliers. real-time feedback on our production. SAMEE continues to invest in relevant innovation and technology in its operations
to enhance operational efficiency.
Product Testing & Buyoff Our products are verified and tested to ensure all functions meet the stipulated criteria
Check and specifications before shipment. Driving Technology & Innovation with Our Stakeholders
In our efforts to fully understand the needs and expectations of our customers, SAMEE continues to value the opportunities
to collaborate and partner with our customers and suppliers to achieve higher efficiency and transparency in the supply
chain network.
As Artificial Intelligence (“AI”), 5G technology and the Internet of Things (“IoT”) continue to drive the semiconductor
market and create new business opportunities, we continue to develop higher accuracy and precision turning and milling
capabilities to be able to support new requirements in the front end of semiconductor and communication industries.
The latest investment in mill-turn and turn-milling machines allows SAMEE to manufacture even more complex parts than
existing 5-axis machining centres. These machines are more efficient because they can produce parts with a lower cycle
time.
STATEMENT STATEMENT
Our initiatives to enable continuous improvement of our product and service quality are as follows: Our IT team works to ensure the integrity of our IT systems.
They protect the system through robust internal controls
Table 5: Our Initiatives in FY2023 and engaging external partnerships. Their responsibilities
are listed in Table 7 below.
No. Our Initiatives
Table 7: Actions by the IT Department
1. Development and implementation of an in-house tooling management system (“TMS”) to reduce inventory
holding and optimisation of tooling purchase Actions by the IT Department
2. Optimisation of the process and cutting tools life to reduce tooling inventory and costs
Developing and implementing effective IT security
3. Develop and implement Customer Relationship Management System (“CRM”) for NPI, e-quotation, contract processes.
review and FAI process
Implementing technological upgrades, improvements
4. Continuous efforts in the development of Robotic Welding System and Robotic Polishing System and major changes in the information security
environment.
5. Digitisation of Work Instruction
Serving as a focal point of contact for IT cybersecurity.
6. Development of technology roadmap and system enhancement for the warehouse management system, as well as
supply chain management system
CYBERSECURITY Overseeing information security audits, whether
performed internally or by third-party providers.
& IT MANAGEMENT Assessing current IT architecture for vulnerabilities,
weaknesses and possible upgrades or improvements.
In our continuous effort of digitisation and utilising cyber
technology, SAMEE always remain cautious and vigilant Managing and configuring physical security, disaster
ECONOMIC PERFORMANCE to the growing potential cybersecurity risks that are ever recovery and data backup procedures.
present, especially as our customers are mainly multi- Developing IT security-related policies, standards
SAMEE achieved a record revenue of RM1,445 million in FY2023, an increase of 26% from the previous financial year. For national corporations (“MNCs”) and key players in their and procedures, testing and security incident reporting
more information on the economic performance, please refer to the Management Discussion & Analysis section in the respective industries. processes.
Company’s Annual Report under pages 23 to 28.
As a result, we continue to place great importance on Providing cybersecurity awareness training to all
our internal control framework to protect the privacy and employees of the SAMEE Group of Companies.
CUSTOMER SATISFACTION security of data, information and intellectual properties
belonging to us and our stakeholders. We have established For our day-to-day operations, we continue to emphasise
a range of policies related to cybersecurity and IT the importance of implementing internal mitigative
We strive to achieve long-term growth through customer relationships and satisfaction from existing customers while
management and we constantly review, upgrade and measures such as antivirus, endpoint protection and firewall
expanding our new customer base. Our Quality Policy played an important role in guiding us and enabling us to gain the
improvise to ensure that they are up-to-date and that our protection and 24-hour real-time monitoring and detection
trust and confidence of our customers, who demand a very high-quality standard as they operate in critical industries.
employees are aware of the latest threats. The policies are of malicious network traffic. Our IT team constantly test the
as follows: effectiveness of our IT processes and systems while they
We assigned dedicated programme leaders to both existing and new customers, serving as a central point of contact for
also conduct regular IT asset management and audits of
product or programme issues. Additionally, we offer on-site support to foster stronger relationships and actively contribute
Table 6: Policies related to cybersecurity and IT our systems.
to customer product development. We actively participate in improvement programmes, on-site reviews and production
management
reviews to reduce turnaround time and address issues effectively. To ensure customer satisfaction, we actively seek feedback
We conduct cybersecurity training for all employees at
through annual surveys and review scorecards from key customers. We use this input to strengthen areas of praise, address
our operations to ensure they are aware of the imminent
areas of concern and act upon constructive suggestions. Scorecards help us measure performance across quality, lead time, No. Policies
existing and potential cybersecurity risks, precautions
responsiveness, cost competitiveness and after-sales support.
implemented and our Standard Operating Procedures
1. Acceptable Use Policy (“SOP”) in dealing with such risks. All new hires are also
We engage strategically with our customers through Quarterly Business Reviews (“QBR”) involving senior management.
required to be briefed on our IT Policy, procedures and
These reviews help us assess performance, understand evolving needs and identify future requirements. By analysing 2. IT Cybersecurity and Incident Response Policy the appropriate use of IT services during their orientation.
strengths, weaknesses, opportunities and risks, we aim to improve customer service and position ourselves as their preferred
3. Network Security Policy Cybersecurity news and updates are constantly shared
supplier for future growth.
with all employees via our SAMEE e-Hub mobile app.
4. Computing System Usage Policy
During FY2023, we continue to receive excellent ratings in our customer satisfaction.
5. Mobile Device Policy
6. IT Physical Security Policy
7. Data Classification and Protection Policy
8. Identity Access Management Policy
9. IT Risk Management Policy
STATEMENT STATEMENT
To prevent data loss, we follow the 3-2-1 Backup Rule – to SAMEE’s suppliers are guided by the following procedures In our efforts to motivate a healthy business relation with our suppliers, SAMEE conducts Global Supplier Ethics Training
keep at least 3 copies of data, 2 copies on different storage and documents: (“GSET”) for our suppliers.
platforms and 1 copy offsite. We also ensure that all our
systems require identity access to secure our information. • Quality Procedure Local Suppliers
In addition, we have also performed some cybersecurity- • Purchasing Policy
related initiatives below. • New Vendor Selection and Registration SAMEE makes every effort to support and grow the local economies. SAMEE always prioritises purchasing its material needs
• Vendor Performance Review domestically unless local suppliers are unable to meet the stringent requirements, especially quality, price and delivery
• Approval Authorisation Policy terms, set by the Group.
i. Upgraded all our firewalls from the traditional
• Quality Surveillance
firewall to next-gen firewalls with advanced features
• Environment, Health & Safety – Chemical and Hazardous During FY2023, total purchases from local vendors increased by 16%, in terms of value, on the back of a 26% increase in
of deep packet inspection, intrusion prevention and
Materials total revenue. The local purchase amounted to 39% of the total purchase by the Group, compared to 45% in the previous
threat intelligence to protect from sophisticated
• Anti-bribery and corruption policy financial year. The drop is largely due to an increase in the sales of products that use more overseas suppliers, as specified
attacks.
by the customers.
ii. Upgraded email protection from simple email We are in compliance with our customers’ requirement
filtering to Advanced Threat Protection (“ATP”) and to ensure their utmost satisfaction, we have taken
to protect against advanced and targeted email measures to ensure that our products are RoHS compliance
attacks. and Conflict Mineral Compliance. In FY2023, SAMEE
completed the submission of the Supplier Compliance
iii. Implemented 2FA/MFA for Email Accounts, VPN/
remote access and external facing IT applications.
Letter to our suppliers and added the policies into our
system. OUR ENVIRONMENTAL
iv. Configured VPN/remote access restricted by
Supplier Screening
MANAGEMENT
selected countries.
v. Conducted multiple Cybersecurity Awareness SAMEE assesses the quality of our supplier’s products SAMEE recognises that every step taken related to our
Training for managers and executives. and the availability of ISO management systems and business impacts on the environment, be it positive or
vi. Consistently published cybersecurity-related certifications. To date, 100% of our material suppliers negative. In order to ensure a minimal negative impact on
information and tips via different channels of the declare sourcing from conflict-free nations. Basically, we the environment and the compliance of our activities to the
corporate memo, SAMEE eHub mobile apps, digital take priority in encouraging our suppliers in managing and relevant environmental laws and regulations, we formulate
signage, SAMEE Portal and screensaver. minimising any actual or potential risks of non-compliance, our own Environment Policy that promotes environmental
environmental, or social issues, such as labour rights and responsibility, resource conservation and responsible
In FY2023, there was zero personal data protection standards, issues related to environmental management consumption. A periodic update of our Environment
incidents and losses of customer data. and issues pertaining to business ethics and integrity. Policy is undertaken to ensure that it meets the latest
requirements in terms of sustainability matters.
The Procurement Department of SAMEE plays a critical
role in displaying the strict integrity and ethics of the SAMEE recognises the severity of climate change and its
associated adverse impacts on our operations, the natural
SUPPLY CHAIN whole Group. Prior to the appointment of a supplier, our
Procurement Department will ensure that the supplier environment and human society. Therefore, we monitor
MANAGEMENT agrees to our terms and conditions, including our Code and optimise our greenhouse gas (“GHG”) emissions and
of Conduct, governing laws stipulated in our Purchase consider climate change in our sustainability and business
Supplier partnerships are vital to SAMEE’s business Order (“PO”) forms and to our material, product and strategies.
success and we recognise supply chain disruptions as a finishing requirements, specifications and regulatory
significant risk. We prioritise sustainable and responsible obligations. Each business segment is required to comply
supply chain management to ensure stable sourcing, cost with requirements stipulated by the specific industry and
competitiveness and efficient delivery of quality products undertake requirements specified by key stakeholders,
and services. Strengthening the supply chain is essential such as our customers.
for business continuity planning and aligns with UN SDG
12: Responsible Consumption and Production. Supplier Engagement
WASTE & HAZARDOUS MATERIAL MANAGEMENT
We also extended the risk mitigation plan of our supply We send our suppliers an annual supplier performance
chain management for critical materials to multiple sources scorecard audit checklist to keep our suppliers informed As SAMEE continues to expand, its production capacity increases accordingly, the Group experience higher production
to minimise the impact on our supply chain. All our key of what is important to us. We also conduct on-site annual activities. As a result, an inevitable increase in the total amount of scheduled waste disposed and effluent released incurred.
materials suppliers and contractors are also required and supplier audits on our top-sending suppliers to safeguard We have adopted various proactive measures to reduce the negative impact of waste. At each of our manufacturing
have agreed to supply parts adhering to our standards by the highest standards in our supply chain. We use the facilities, we have established and implemented processes and procedures for the disposal of industrial and hazardous
issuing and signing a Letter of Conformance for the parts Vendor Audit Programme (“VAP”) checklist and Quality waste, including sludge, used activated carbon, contaminated rags and containers, as well as non-hazardous waste such as
they built for us. Management Systems (“QMS”) checklist to perform food waste and office waste. In FY2023, we added a zirconium line in our new production line in Thailand sites, replacing
our supplier audits annually. Findings from the audit the existing phosphating process, targeting to start the line by July 2023. Using zirconium, zinc as a hazardous waste will
are communicated to the supplier, which they are then be eliminated.
required to communicate its action plans and enact them
within a specific timeline if any issues of non-conformance Our production and waste management processes are effectively monitored and managed by exceptional management
are identified. systems and experienced personnel.
STATEMENT STATEMENT
Table 8: Management of scheduled waste

Total Amount Of Effluent Effluent Intensity
(Kilolitres) (Kilolitres per RM Million Net Revenue)
54,927
38.01
Licensed waste Appropriate Trained and On-site Waste Lowering

contractors waste storage experienced inspections Reduction consumption of 24.62
on-site personnel coolant used
20.21
Only licensed All hazardous Our facility Regular Wastewater We lower the
waste contractors waste is stored team is inspections are generated from consumption of 22,519
are engaged and appropriately experienced performed by our chemical coolant through 21,194
in the collection labelled on-site and appropriately facility personnel line was fully machinery
and disposal of to prevent waste skilled. Our on waste storage treated through and process
hazardous waste, contamination Facility officer for and other our wastewater optimisation,
as authorised by and leakage. Scheduled Waste facilities to ensure treatment plant coolant was
local regulators. Management the appropriate and recycled on time, FY2023 FY2022 FY2021 FY2023 FY2022 FY2021
attended the handling of minimum waste thus lowering the
following scheduled waste. was generated. volume of spent
course: Certified coolant. Figure 6: Effluent Discharged
Environmental
Professional in
Scheduled Waste
Management
ENERGY MANAGEMENT
(“CePSWaM”). In light of the trend toward decarbonisation, companies should focus more on the source and management of energy,
reducing their own and supply chain GHG emissions and contributing to creating a low-carbon or even net-zero society.
This year, we disposed off a total of 444.16 metric tonnes of hazardous waste, with an increase of 158.5 metric tonnes due SAMEE has continued monitoring and disclosing our energy consumption for years and started reporting GHG emissions
to a new manufacturing facility added to the scope. The intensity of hazardous waste this year was 0.31 metric tonnes per this year, aiming to reduce its own emissions by reduction of energy consumption.
million revenue.
Energy Consumption
Total Scheduled Waste Disposed Waste Intensity As a production-oriented company, SAMEE has multiple facilities including, factories and offices, significant energy
(Metric Tonnes) (Metric Tonnes per RM Million Net Revenue) consumption is inevitable. In the production process, we improve energy efficiency through equipment update, process
optimisation and mass production. Our newly set up Zirconium line in Thailand which is replacing the existing phosphating
444.16 process, operates at ambient temperature thus minimising energy consumption. In addition, we encourage employees to
control the air-conditioning temperature in the working area and switch off lights and air-conditioning when there are no
occupants in a certain area especially during long breaks and after working hours. We are seeing a drop in energy intensity
0.33 over the last few years.
0.31
285.29 284.66
0.26
Electricity Consumption Energy Intensity
(MWh) (MWh per RM Million Net Revenue)
39,226
33,368 34.33
29,554 30.00
27.14
FY2023 FY2022 FY2021 FY2023 FY2022 FY2021
Figure 5: Scheduled Waste Disposed
During the production process of SAMEE, a significant amount of effluent will be generated particularly for our aerospace FY2023 FY2022 FY2021 FY2023 FY2022 FY2021
segment. We are committed to ensuring that the quality of effluent discharged complies with local regulations through
various management measures and minimise the environmental impact. This year, the amount of effluent discharged from
SAMEE has increased from 22,519 kilolitres in FY2022 to 54,927 kilolitres, back to pre-covid levels. Figure 7: Energy Consumption
STATEMENT STATEMENT
Water Consumption
Scope 2 GHG Emissions GHG Emissions Intensity
During the reporting period, we implemented a rainwater harvesting system at one of our sites in Malaysia, installing (Metric Tonnes of CO2 equivalent) (Metric Tonnes of CO2 equivalent
storage tanks and pipes for gardening and toilet flushing, reducing the use of fresh water. At the same time, a reverse per RM Million Net Revenue)
osmosis (“RO”) reject water recycling system was introduced at another site. An estimated average of 44 cubic meters
per day of RO recycled water will be used for toilet flushing, scrubber system and wastewater treatment plant. In our sites 20,400.01 15.18
14.12
in Singapore and Thailand, water tap inserts were installed to control water use and reduce the waste of water. We will 17,420.64
continue exploring the possibilities and options in our water management plan to implement the above initiatives at all our
sites.
Our water consumption includes both production water and domestic water. In FY2023, our water consumption was 178.01
megaliters, an increase of 34% compared to FY2022, mainly due to the addition of new factories and the increase of our
production capacity to support the growth of our businesses. We will encourage employees to cultivate awareness of water
conservation in daily management and improve the utilisation of water resources.
FY2023 FY2022 FY2023 FY2022
Total Water Consumption Water Intensity

(Megalitres) (Megalitres per RM Million Net Revenue) Figure 9: GHG EMISSIONS1
0.15
The implementation of zirconium line to our new production SAMEE Carpooling Programme
178.01 line in Thailand will reduce the electricity consumption
0.12 0.12
when it is fully operating in July 2023 as electricity is used The SAMEE Carpooling Programme encourages
to generate heat and therefore reducing carbon footprint employees to reduce our carbon footprint and contributes
132.38 in the coming future. Having explored the feasibility of towards environmental sustainability and GHG emissions
124.83
renewable energy, we have embarked on a solar panel reduction.
journey to reduce negative environmental impacts and
contribute to reducing scope 2 GHG emissions from
electricity consumption. The first solar panel system on
our site is expected to be installed and operational by the
end of 2023. In addition, we are also concerned about
GHG emissions generated outside of SAMEE. We have
encouraged our employees to participate in our Carpooling
Incentive Programme to reduce the number of vehicles on
FY2023 FY2022 FY2021 FY2023 FY2022 FY2021
the road and decrease the emission of harmful pollutants.
In daily management, we have promoted the following

Figure 8: Water Consumption measures to improve resource and energy efficiency and
reduce emissions.
SAMEE set a target to reduce its GHG emission intensity
CLIMATE CHANGE & by 10% every year for the next 3 years. We are establishing • Lower the consumption of coolant use through
machinery and process optimisation and thus, reduce
a GHG emission data tracking and management system
ENVIRONMENTAL ISSUES and disclosing GHG emissions data from FY2023. In the scheduled waste.
the future, we will further improve the coverage of data • We encourage all air conditioners at the office to
SAMEE is clearly aware that climate change will have scope, promote carbon inventory work and master the be set between 22 to 24 degrees Celsius, as per The programme was successfully launched in January
positive or negative impacts on the company’s production recommendation by the Malaysian government, to 2023 with an initial three (3) groups of carpoolers who
comprehensive carbon emissions status of our operations.
and operations. In the future, we will promote the reduce our GHG emissions. signed up. As continued efforts were being made to
In addition, we will consider the collection and calculation
identification of climate-related risks and opportunities, • Wastewater generated from the chemical line is promote environmental sustainability, we increased
of scope 3 data where feasible, to assess the carbon fully treated through our world-class wastewater
assess the potential and actual impacts of risks and to four (4) groups of carpoolers at the end of Mar
emissions of the industry and seek decarbonisation treatment plant and limited waste is generated. 2023. In the reporting period of FY2023, we have
opportunities on SAMEE and eliminate or reduce impacts opportunities from the perspective of the supply chain. • We have resumed discussion with Malaysian achieved an overall reduction in GHG emissions of
through project planning and various risk management Investment Development Authority ("MIDA") on 0.39 tCO2e based on reduced employee commuting
measures. We will take climate change into consideration the green technology incentive programme. All new miles. A good first step towards environmental
in the company’s future strategic development process buildings will take into consideration of solar panel sustainability and emissions reduction involves employee
and seek more sustainable and green strategies to develop installation readiness. commuting.
our business.
1
To calculate the GHG emissions from our purchased electricity, we adopted 1) the GHG emission intensity of Tenaga
Nasional Berhad for our operations in Malaysia, 2) the average Operating Margin (“OM”) Electricity Grid Emission Factor
from Energy Market Authority (“EMA”) for our operations in Singapore and 3) the GHG emission intensity of Electricity
Generating Authority of Thailand for our operations in Thailand.
STATEMENT STATEMENT
SAMEE’s corporate governance framework includes a Code on Business Conduct and Ethics (“Code”), an anti-bribery
and corruption policy and a whistleblowing policy. We expect employees to demonstrate integrity when interacting with
stakeholders and violating the Code is unacceptable. Reporting incidents of wrongdoing or non-compliance is encouraged.
OUR
PEOPLE To provide more detail, our Code includes policies related to Business Ethics, Standards of Conduct and Conflicts of Interest.
The Code covers the following topics:
SAMEE recognises that our employees are the most important and valuable resource and as such, we continue our ongoing
investment in our human capital.
Conflicts Anti-Bribery Gifts and Confidential
We prioritise the health and safety of our employees through implemented policies and procedures. This commitment of Interest & Corruption Entertainment Information
creates a positive work environment, attracting and retaining high-quality talent, thereby contributing to the company’s
overall success. SAMEE upholds a strong stance against unjust discrimination, prioritising human rights in our business
approach. We actively prevent sexual harassment, child labour and forced labour. Our measures, including the Code of Insider Money Compliance Whistle
Ethical Conduct and Conflicts of Interest, address discrimination and harassment, ensuring employees’ protection.
i
Trading Laundering with law and Blowing

regulations
Building strong relationships with stakeholders is fundamental for SAMEE’s sustainable growth and long-term value creation.
We emphasise establishing a strong and enriching community to achieve these goals.
Figure 10: Our Code on Business Conduct and Ethics (“Code”)
All SAMEE employees are bound to adhere to the implemented Code, which establishes behavioural principles and
responsibilities within and outside the Company. These principles are communicated and emphasised during training
sessions. Employees commit to ethical business conduct and compliance through signed SAM Employee Agreement.
CORE VALUES
Value Righteousness Commitment Serving

Creation others
Integrity Courage Compassion
ETHICS & COMPLIANCE

With the globalisation of the economy, regulations and variations in governmental and economic frameworks, it is crucial
Figure 11: Our Core Values
to establish a culture based on ethics and integrity. Our corporate governance system ensures sound risk management and
strong internal controls. Our Corporate Governance Overview Statement can be found in our Annual Report under page 59.
In FY2023, SAMEE made revisions and updates to its Enterprise Risk Management Framework in accordance with the Anti-Bribery & Corruption Policy
principles and guidelines outlined under the Committee of Sponsoring Organisation of the Treadway Commission’s Enterprise
Risk Management – Integrating with Strategy and Performance 2017 and is embedded in the Group’s management systems. SAMEE Group strictly prohibits bribery and corruption, with severe consequences for violators. Suppliers are annually
reminded of our zero-tolerance stance and are expected to comply. We encourage suppliers to report conflicts of interest.
SAMEE introduced an updated risk management framework to address material ESG concerns, regulatory compliance and Employees receive annual policy reminders and those in sensitive positions must confidentially disclose their debt position.
strategic goals. This framework aligns with enhanced corporate governance guidelines of the Malaysian Code of Corporate
Governance, released in April 2021 by the Securities Commission of Malaysia. Public Listed Companies (“PLCs”) on Bursa are required to establish policies and procedures to combat corruption and
promote whistleblowing under the Anti-Corruption Amendments. This measure defends PLCs against corporate liability for
The Board delegates the review of the risk management framework and dashboards, including significant risks and action corruption. The policies and procedures must be reviewed periodically by the Board of Directors, with a minimum frequency
plans, to the Risk and Sustainability Committee (“RSC”). The Chief Risk Officer and management staff, along with the risk of once every three years, to assess their effectiveness. The amendments also mandate that PLCs include corruption risks in
management section of business unit heads, support the RSC’s operations. SAMEE upholds ethical and honest business annual risk assessments, including those of affiliated companies.
conduct through enforced internal control policies. These policies are accessible on the Group’s website.
STATEMENT STATEMENT
The management philosophy at SAMEE has long been To enhance awareness among our employees, we engaged Grievances Mechanism
centred around the principles of “No Bribery, Zero an external consultant to conduct a workshop focused
Corruption” in all aspects of the company’s operations, on Section 17A of the MACC Act 2009. Additionally, we It is essential for employees to have a platform to express their dissatisfaction or grievances in order to address and tackle
predating the implementation of Section 17A of the MACC arranged two special briefing sessions for our Managers the problems before they can escalate and harm employee morale. We have established a policy and process for any
Act 2009. Our policies outline our ethical approach to and Section Heads, which were led by representatives employee to raise any grievances, dissatisfaction, or even a violation of our Code of Conduct. Every possible effort shall be
conducting business daily. Our Anti-Bribery and Corruption from the MACC, to provide insights on the implications of made to settle any grievance or complaint from the employees at the lowest possible level and as expeditiously as possible.
Policy can be publicly accessed on our website at the updated law for companies, as well as to raise general The substance of the grievance will be treated in strict confidence.
http://www.sam-malaysia.com. awareness about anti-bribery and corruption (“ABC”)
initiatives. We ensured that all decision-makers and Expatriate or Migrant Worker Management
All our directors have participated in training session on anti- managers in Malaysia completed an online ABC learning
corruption measures and will continue to keep themselves programme in FY2023. SAMEE maintains a policy of treating all employees equally, regardless of their gender or nationality. For instance, our non-
abreast of anti-bribery and anti-corruption policies and Malaysian employees in Malaysia are not hired on a fixed-term contract but are considered “permanent” employees on our
knowledge. SAMEE has communicated its anti-corruption payroll, which entitles them to the same benefits and terms as our Malaysian employees. They are provided with their bank
policies and procedures to all 1,972 staff members across account in Malaysia, into which we transfer their wages directly and they retain possession of their passport.
three countries, ensuring complete coverage. Additionally,
a significant portion, comprising 48% of the total workforce, Independent Verification
has also received comprehensive anti-corruption training. Whistle Blowing Policy
In our effort to improve communication and training on SAMEE follows the standard procedure of having our operations evaluated by third-party audits on an ad-hoc basis. The
anti-corruption policies and procedures, SAMEE has The Whistleblower Protection Act 2010 is the basis audits are performed by our customers, regulators and independent auditors to assess how well our systems can handle
developed more training methods e.g., e-learning to for SAMEE’s Whistle Blowing Policy (“WBP”). Our potential ESG issues, such as labour and human rights, in compliance with applicable laws and regulations and established
keep the training more reachable and convenient to our WBP provides employees and external parties with best practices. In FY2023, we continued to follow this philosophy and practice and no significant issues were identified
employees. the assurance that they have access to an effective during the audits.
reporting channel in the event of any breaches of our
All 127 business partners from Singapore have been made Code of Conduct, ethical misconduct, or omissions by
aware of and attended training for SAMEE’s anti-corruption a SAMEE employee.
policies and procedures. SAMEE will provide regular
updates on changes to the anti-corruption policy, new risks Our WBP is available for review on our website at
and best practices to our business partners, which can be http://www.sam-malaysia.com. Whistleblowers can
done through email or newsletter. During the period for send their report to independent@sam-malaysia.com, EMPLOYEE LEARNING & DEVELOPMENT
FY2023, there were no incidents of corruption reported or and the complaint will be directed to the Chairman of
identified within SAMEE. This reflects our commitment to the Audit Committee for appropriate handling based At SAMEE, we uphold the critical role of employees’ learning and development plays in achieving our business
maintaining high standards of ethical conduct and integrity on the severity of the complaint. We would like to objectives and our broader commitment to sustainable development. Over the years, we placed great emphasis on
in our operations. confirm that no complaints were received during the developing and equipping our employees with the necessary skill sets in line with the UN SDG 4: Quality Education.
reporting period.
SAMEE Human Resource Department participates in career 185.00

talks held during SAMEE’s Career Day and career fairs
hosted by PERKESO and education institutions. Our HR
LABOUR PRACTICES & RIGHTS representatives share information about SAMEE’s culture,
values and mission and highlight the various career paths
Commitment to Labour Rights available within SAMEE.
110.02
SAMEE places great emphasis on creating an inclusive and diverse work environment that prioritises the protection of In FY2023, SAMEE achieved our internal target of 25 hours
99.00
our staff’s labour rights. To achieve this goal, our Code of Conduct and labour policies are designed to adhere to local per employee. SAMEE will plan to identify training needs for
employment regulations such as the Malaysian Employment Act 1955, as well as aiming to be in alignment with industry management roles tailored to the manager’s needs to focus
standards like the RBA. Our labour rights framework includes: on improved performance and better business outcomes. 69.92
We look forward to creating a fair and transparent training
No Child No Forced No Fair Safe Humane No selection process and conducting regular assessments to 45.35
ensure equality. 41.40
Labour Labour Unreasonable Wages Workplace Treatment Discrimination
Working Hours
SAMEE is committed to investing in their employees across
all levels. They recognise that this investment is essential
to keeping employees up to date with the ever-changing
business landscape and enabling them to drive innovation to
Malaysia Singapore Thailand
meet customers’ needs. To achieve this, SAMEE adheres to
its Training Policy.
Management Non-management
Figure 12: Labour Rights Upheld at SAMEE
SAMEE received zero complaint on labour rights during FY2023. Figure 13: Average training hours per employee category
STATEMENT STATEMENT
Maintaining a Skilled Workforce Dedicated Safety Governance
SAMEE conducts an annual Training Needs Analysis to The EHS Committee within our organisation is responsible for directing and advising all employees on matters related to
identify knowledge and skill gaps among employees, health and safety. Each location has its committee of qualified individuals who collaborate closely with the overarching
considering industry changes, regulations, employee Group EHS Committee. Along with aiding in creating and evaluating health and safety systems and programmes, the EHS
expectations and technological advancements. We Committee has several significant duties and obligations, some of which are outlined below.
strongly emphasise practical experience through our
prioritisation of “On-the-Job Training” (“OJT”). To ensure Responsibility of EHS Committee
comprehensive training, we rely on the expertise of both
internal professionals and external trainers who provide
guidance on the latest techniques, machinery and systems
used within our organisation. We provide annual Quality
Improvement training to ensure high standards. Soft skills
training and team building activities foster team spirit and
update employees on leadership, management, stress and
people management. In FY2023, we conducted more than
Carry out studies on accident Meet bi-monthly to review Safety officers advise
120 training programmes in finance, HR, IT, quality, EHS,
trends, incidents and diseases regulatory and license compliance and monitor the Group’s
soft and technical skills, including tailored OJT for different
employee categories. monitoring programmes compliance with relevant laws and
regulations and review and update
safety & health policies
Perform advisory measures on safety Provide medical surveillance for Assigned medical services in the
& health measures on ergonomic occupational health monitoring (e.g., vicinity (e.g., 24-hour clinic, specialist
issues such as lifting aid for manual lead monitoring, acid and organic centre & district government hospital)
handling tasks solvent monitoring)
Apart from the legal and regulatory requirements to comply with the OHS, SAMEE puts the safety of our employees and
workers first. Having an efficient OHS system in place helps to reduce the risk of workplace accidents and illness, which can
lead to cost savings and improved productivity.
In terms of actions taken or underway to eliminate other work-related hazards and minimise the risk of a work-related injury,
SAMEE does this by engineering control by installing safety devices such as safety light curtains, enclosing the hazards and
installing machine guarding. Other than that, continuous provision of safety and health-related information, instruction,
training and supervision are in place to ensure safety and health at the workplace.
In FY2023, SAMEE achieved an exemplary safety record with no reported fatalities. However, we did encounter a total
of five cases of work-related ill health during this period. The primary health concerns identified were overexposure to
aluminium dust and hearing impairment. The root causes of the work ill health incidents were thoroughly investigated within
our company. To address the issue, following control measures such as engineering controls to isolate workers from the
hazard, administrative controls to include SOPs and procedures to reduce exposure to aluminium dust and noisy task are
planned to be implemented. In conclusion, the work-related ill health incidents SAMEE have been investigated and control
EMPLOYEE WELL-BEING, HEALTH & SAFETY measures have been implemented to prevent future occurrences. By continuing to monitor and address potential health
hazards, SAMEE is committed to ensuring the health and safety of its employees.
SAMEE is dedicated to ensuring the safety and well-being of all our staff members in the workplace. We take great care in
managing and reducing the risks involved in dangerous activities and processes, which could cause injuries related to fires,
explosions, or toxic materials.
We focus on preventing incidents and have implemented a strong safety management system. We strictly adhere to our
Occupational Safety and Health (“OSH”) Policy, which governs our operations and employees at all levels. Additionally, we
review this policy on an annual basis.
STATEMENT STATEMENT
ATTRACTING, DEVELOPING, Our Employees
REWARDING & RETAINING At our company, we firmly believe that our success is a direct result of the hard work and dedication of our employees. We
EMPLOYEES appreciate the value of human capital and recognise that all 1,972 employees are our most important asset. In line with this
value, we have revised our Employment Policy to be integrated into our working structure. Under the Employment Policy,
we also have several related clauses, which include No Forced Labour, No Child Labour, Non-Discrimination, Anti-Sexual
Diversity and Inclusion
Harassment, Equal Opportunity and Freedom of Association to ensure a workplace that is safe, ethical and inclusive for all
employees and stakeholders.
SAMEE recognises the significant role that diversity and
inclusion plays in promoting a fair and equitable workplace
environment. SAMEE’s policy is aligned with the UN SDG
Goal 8: Decent Work and Economic Growth, which aims Management Level Employee Data by Management Level Employee Data by
to achieve higher levels of economic productivity through Gender Age Group
diversification.
Our Board of Directors 80%

72%
Instilling Safety Culture
To recognise the importance of women in decision-making
We hold the belief that every employee bears responsibility and enhance board governance and effectiveness, it is
for fostering a workplace culture that prioritises safety crucial to have a diverse Board of Directors in the company.
in order to achieve our goal of “Zero Accident & Zero
Compound.” New hires are given an overview of our safety Board of Directors
policies and culture and this same approach is extended to 28%
(by gender)
our contractors during their annual EHS awareness training. 19%
We have also created an emergency response team (“ERT”) 1%

that is responsible for preparing for and managing any 29%
emergencies that may occur on-site. These team members Male Female
undergo mandatory training to attain competency Under 30 30-50 Over 50
years old years old years old
certification, which equips them to handle any incidents
that may arise. In addition to this training, we provide them
with information on how to report accidents and medical
incidents, which complements their overall preparedness. Figure 15: Management Level Employee Data by Age, Gender and Regions3
All employees working for SAMEE are provided with
coverage under the Environmental Health and Safety
(“EHS”) programme, ensuring that each individual is fully
71% Non-management Level Employee Data by Non-management Level Employee Data by
protected and supported by this comprehensive initiative.
Gender Age Group
Table 9: List of Safety Training Conducted in FY2023
82%
Male Female
No. Safety Training Programme
1. Fire Fighting and Prevention Awareness 57%

Figure 14: Summary of Board of Directors by gender
2. First Aid and CPR
37%
3. Overhead Crane SAMEE’s operations are overseen by a Board of Directors
consisting of seven (7) members, of which three (3) are
4. Hearing Conservation Training
Malaysian and the remaining four (4) are Singaporean. 18%
5. Forklift Safety & Maintenance At SAMEE, we are committed to promoting greater
diversity in all aspects of the business as we recognise the 6%
6. Occupational Safety & Health Administration
importance of having a diverse range of perspectives and
(“OSHA”)
experiences at the highest level of our organisation. Male Female
7. OSH Coordinator Trained Person Programme Under 30 30-50 Over 50
years old years old years old
8. Professional in Scheduled Waste Management
9. Fire Prevention Awareness Programme
Figure 16: Non-management Level Employee Data by Age, Gender and Regions
3
Employee data in this Sustainability Statement are as of 31st March 2023.
STATEMENT STATEMENT
Employee Turnover CSO Statement
Our voluntary turnover rate showed improvement from 38% in FY2022 to 33% in FY2023. The planned lifting of migrant In conclusion, this sustainability report highlights our unwavering commitment to sustainable practices and ethical business
worker restrictions and our efforts to restructure our compensation and benefits to make them more attractive and aligned conduct. We have made significant progress in reducing our environmental impacts, promoting social equity and fostering
to market practices should provide some respite from these market forces moving forward. a culture of innovation and transparency. However, we recognise that our journey towards a more sustainable future is far
from over. We remain steadfast in our dedication to continuously improve our sustainability efforts, engage our stakeholders
and collaborate with partners to drive positive change. Together, we can create a more resilient and sustainable world for
future generations.
25
122
210
528 415
Male Female Under 30 years old 30-50 years old Above 50 years old
Figure 17: Employee Turnover by Gender and Age Groups
To retain the best talent, regardless of gender, SAMEE is committed to including career advancement opportunities, creating
a more inclusive and supportive workplace culture and providing flexible work arrangements and benefits that support the
work-life balance of our employees.
We offer a variety of plans and programmes as part of our employee benefits package designed to attract, retain and
motivate our top-performing employees, who are essential to our growth and achievements. Our actions are governed by
our Human Resource Policies and the regulations of the countries where we operate.
To ensure their well-being, we provide a comprehensive insurance and medical benefits package encompassing outpatient
coverage, dental care and health screening benefits. In addition to the insurance and medical benefits, our Sports and
Recreation Committee actively organises various activities focused on promoting health and wellness among our employees.
Recognising the hard work and dedication of our employees, we also prioritise remuneration and rewards. We believe in
acknowledging and appreciating their contributions by offering competitive compensation packages.
Regular performance and career development reviews are essential for the growth and success of both employees and the
company. In an effort to emphasise the personal and professional growth of our employees regardless of gender, SAMEE
will provide regular feedback, coaching and support needed to improve employee’s job performance, especially the female
personnel and to advance their careers, which will lead to higher morale and increased job satisfaction.
PARTICULARS CORPORATE GOVERNANCE

OF PROPERTIES OVERVIEW STATEMENT
held as at 31 March 2023
Location Tenure Area Build-up Description Approximate Expiry Date of Net Book The Board of Directors of SAM Engineering & Equipment (M) Berhad (“Company” or “SAMEE”) is committed in ensuring
(sq. ft.) area age of date revaluation Value at that the Company meets the principles and applies the practices of corporate governance as set out in the Malaysian Code
(sq. ft.) building 31 March on Corporate Governance 2021 (“Code”).
2023
(RM’000) The Board steadfastly believes that such principles and practices of the Code are essential to uphold the business integrity
of the Company and its subsidiaries (collectively, the “Group”) and to enhance shareholder value.
SAM PRECISION (M) SDN. BHD. Leasehold 54,013 33,500 Office & 39 years 22 14 August 2,177
Plots 31-34 Lengkok Kampung Jawa 2, 60 years Factory November 2009 The Group in their conduct of business and management are not just guided by the Code but also by their Core Values
Bayan Lepas Non-Free Industrial Zone, 2041 which balances the commercial and financial success with the interests of all stakeholders. These Core Values are set out on
Phase 3, 11900 Penang, Malaysia. the Company’s website.
During the financial year ended 31 March 2023 (“FY2023”), the Board applied the corporate governance practices
SAM PRECISION (M) SDN. BHD. / Leasehold 131,104 67,500 Office & 23 years 16 June 14 August 6,672
and complied with the legal requirements outlined in this statement. Please note that the following statement
SAM TOOLING TECHNOLOGY SDN. BHD. 60 years Factory 2057 2009
Plot 77, Lintang Bayan Lepas,
is to be read together with the Corporate Governance Report, which is available on the Company’s website at
Bayan Lepas Industrial Park, http://www.sam-malaysia.com.
Phase IV, Non-Free Industrial Zone,
11900 Penang, Malaysia.
PRINCIPLE A: BOARD LEADERSHIP AND EFFECTIVENESS
MEERKAT PRECISION SDN. BHD. / Leasehold 131,406 92,000 Office & 27 years 14 May 14 August 11,226
PART 1 - BOARD RESPONSIBILITIES
CORPORATE OFFICE 60 years Factory 2051 2009
Plot 17, Hilir Sungai Keluang Tiga,
Bayan Lepas Free Industrial Zone, Intended Outcome 1.0
Phase IV, 11900 Penang, Malaysia.
• Every company is headed by a Board, which assumes responsibility for the company’s leadership and is
collectively responsible for meeting the objectives and goals of the company.
SAM MEERKAT (M) SDN. BHD. Leasehold 176,629 92,500 Office & 17 years 18 17 August 8,824
Plot 103, Hilir Sungai Keluang Lima, 60 years Factory December 2009
Taman Perindustrian Bayan Lepas 4, 2074 1.1 Strategic aims, values and standards
11900 Penang, Malaysia.
The Board plays a pivotal role in the stewardship of the Group’s direction and operations, and ultimately the
SAM MEERKAT (M) SDN. BHD. Leasehold 148,218 134,000 Office & 16 years 23 April 17 August 9,247 enhancement of long-term shareholder value.
Plot 104, Hilir Sungai Keluang Lima, 60 years Factory 2068 2009
Taman Perindustrian Bayan Lepas 4, The Board is responsible for the leadership, oversight and overall management of the Group. The Board comprises a
11900 Penang, Malaysia. combination of the Executive Director who has intimate knowledge of the business and the Non-Executive Directors
with diversified industry/business backgrounds to bring broad business and commercial experience to the Group. The
SAM PRECISION (THAILAND) CO., LTD.
Board has the overall responsibility for corporate governance, establishing goals, strategies and direction, reviewing
Freehold 106,955 51,236 Office & 17 years NA NA 16,335
40/34 Moo. 5 Tambol U-Thai, Factory
the Group’s performance and critical business issues and ultimately the enhancement of long-term shareholders’
Amphur U-Thai, value. It monitors and delegates the implementation of the strategic direction to the Management.
Ayutthaya Province, 13210 Thailand.
The Board reviews the strategic plan of the Group tabled by Management at its meeting. The review would cover the
SAM PRECISION (THAILAND) CO., LTD. Freehold 995,316 82,925 Office & 5 years NA NA performance targets and long-term plans for the Group to be met by Management.
No. 88/22 Moo. 2 Tambol Nong Chak, Factory
Amphur Ban Bueng, (Building 1) 79,155 Upon the Board being satisfied with the said strategic plan, the Board would endorse the immediate implementation
Chonburi Province, 20170 Thailand. thereof by the Management. The Board would continue to monitor the plan to ensure its implementation.
77,629 Office & 5 years NA NA
Factory The Board’s role is to oversee the performance of the Management to determine whether the business is properly
(Building 2) managed. The Board receives updates from Management at the quarterly Board meetings when reviewing the
unaudited quarterly results. During such meetings, the Board participates actively in the discussions pertaining the
performance of the Group.
The Board also has a set of matters reserved solely for its decisions. These include approving acquisitions and
divestitures, major capital expenditures, projects and budgets, quarterly and annual financial statements, as well as,
monitoring of financial and operating performance of the Group.
As part of its efforts to ensure the effective discharge of its duties, the Board has delegated certain functions and
SAM PRECISION (M) SDN. SAM PRECISION (M) SDN. MEERKAT PRECISION SDN. SAM MEERKAT (M) SDN. SAM PRECISION responsibilities to the following respective Board Committees:
BHD. BHD. / SAM TOOLING BHD. / CORPORATE OFFICE BHD. (THAILAND) CO., LTD.
TECHNOLOGY SDN. BHD.
• Audit Committee (“AC”)
• Risk & Sustainability Committee (“RSC”); and
• Nominating & Remuneration Committee (“NRC”).
60 ANNUAL REPORT 2023
CORPORATE GOVERNANCE
OVERVIEW STATEMENT (Cont’d)
PRINCIPLE A: BOARD LEADERSHIP AND EFFECTIVENESS (Cont'd)
PART 1 - BOARD RESPONSIBILITIES (Cont'd)
1.1 Strategic aims, values and standards (Cont'd)
The Chairman of each Board Committee will report to the Board the matters discussed at the Committee’s meeting
with emphasis on key issues deliberated at the Committee’s meetings.
Each Committee operates within specific terms of reference that were drawn up with reference to the Code and the
Board Committees discharge their duties in accordance to their respective Terms of Reference.
Notwithstanding the delegation of specific powers, the Board retains full responsibility for the direction and control
of the Group. The ultimate responsibility for decision-making on all matters lies with the Board.
1.2 The Chairman of the Board
Mr. Tan Kai Hoe is the Company’s Non-Independent Non-Executive Chairman. He provides leadership and guidance
to the Board and is responsible for ensuring effectiveness of the Board’s performance. Mr. Tan Kai Hoe works closely
with the rest of the Board members to establish and articulate clear policies and strategies, to be implemented by
Management, for the benefit of all stakeholders.
1.3 Separation of position of Chairman and Chief Executive Officer (“CEO”)
Mr. Peter Lim Hee Seng is the Company’s CEO and Executive Director.
There is clear division of responsibilities of the Chairman and the CEO. The Board is led by the Non-Independent Non-
Executive Chairman while the management is led by the CEO.
The roles and responsibilities of both the Chairman and the CEO are set out in the Board Charter which may be
accessed at the Company’s Website.
1.4 Chairman of the Board in Board Committees
The Chairman does not hold membership in any of the Board Committees after he ceased to be a member of NRC on
23 August 2022.
1.5 Qualified and competent Company Secretaries
In compliance with Practice 1.5 of the Code, the Board is supported by suitably qualified and competent Company
Secretaries. The Company Secretaries play an advisory role to the Board in relation to the Company’s Constitution,
Board’s policies and procedures and compliance with the relevant regulatory requirements, codes or guidelines and
legislations.
The Board may remove the Company Secretaries, and appoint a suitable replacement if the Company Secretaries fail
to fulfil their functions.
In performing their duties, the Company Secretaries carry out, amongst others, the following tasks:
• Statutory duties as required under the Companies Act 2016, Main Market Listing Requirements of Bursa Malaysia
Securities Berhad (“Listing Requirements”) and Capital Markets and Services Act, 2007;
• Facilitating and attending Board Meetings and Board Committee Meetings, respectively;
• Facilitating and attending the General Meetings;
• Ensuring that Board Meetings and Board Committee Meetings, respectively are properly convened and the
proceedings are properly recorded;
• Ensuring timely communication of the Board decisions to the Management for further action;
• Ensuring that all appointments to the Board and/or Board Committees are properly made in accordance with the
relevant regulations and/or legislations;
• Maintaining records for the purpose of meeting statutory obligations of applicable jurisdictions;
SAM ENGINEERING & EQUIPMENT (M) BERHAD 61
1.5 Qualified and competent Company Secretaries (Cont'd)
In performing their duties, the Company Secretaries carry out, amongst others, the following tasks: (Cont'd)
• Facilitating the provision of information as may be requested by the Directors from time to time in an expeditious
manner and ensuring adherence to Board policies and procedures;
• Facilitating the conduct of the assessments undertaken by the Board and/or Board Committees as well as to
compile the results of the assessments for the Board and/or Board Committee’s reference;
• Assisting the Company on the lodgement of documents with relevant statutory and regulatory bodies;
• Assisting the Board to prepare announcements for release to Bursa Malaysia Securities Berhad (“Bursa
Securities”) and Securities Commission Malaysia;
• Briefing the Board on the latest updates / guidelines issued by Bursa Securities and the Securities Commission
Malaysia; and
• Rendering other advice and support to the Board and Management.
The Company Secretaries keep the Board abreast with the latest regulatory updates and ensure that deliberations at
Board and Board Committee meetings are well documented.
1.6 Access to information and meeting materials
The Board recognises that the decision-making process is highly contingent on the quality of information furnished. All
members of the Board have full unrestricted access to any information pertaining to the Group’s business and affairs.
The Board is furnished with information and documents at least 7 days in advance of meetings (or a shorter time period
when unavoidable) to allow them sufficient time to appreciate the issues being deliberated and to expedite the process
of decision making. All information and documents furnished to the Board are comprehensive and encompasses both
quantitative and qualitative factors to increase the quality of the Board’s understanding and knowledge of the matter.
Management is invited to attend Board meetings to provide the Board detailed explanations and clarifications on
certain matters that are tabled to the Board. The Board has full unrestricted access to any information pertaining to the
Group and its business affairs including verbal explanations from Management on related topics being deliberated,
and the services of the Company Secretaries to ensure procedures are complied with. The Board may seek (upon
approval of the Chairman) independent advice on any related matter at the expense of the Group.
All deliberations and decisions made at the Board meetings are recorded by the Company Secretaries including
whether any Director abstained from voting or deliberating on a particular matter. Minutes of the meeting are
circulated to the Board and the Management for review and comments in a timely manner before the minutes of the
last Board meeting are confirmed at the next Board meeting.
The Board ordinarily meets at least four (4) times a year with additional meetings convened when urgent or important
decisions are required between the scheduled meetings. During FY2023, the Board met on four (4) occasions where it
deliberated upon and considered various matters. The attendance record of the Directors for FY2023 was satisfactory.
This is evidenced by the attendance record of the Directors at the Board meetings during their tenure in office as set
out in the below table:
Directors Attendance
Tan Kai Hoe 4/4
Peter Lim Hee Seng
(Appointed on 24 August 2022) 2/2
Shum Sze Keong 4/4
Datuk Dr. Wong Lai Sum 4/4
YM Tunku Afwida Binti Dato’ Tunku Abdul Malek 4/4
1.6 Access to information and meeting materials (Cont'd)
Directors Attendance
Suresh Natarajan 4/4
Ng Chee Kiet 4/4
Goh Wee Keng, Jeffrey
(Retired on 23 August 2022) 1/1
Dato’ Seri Wong Siew Hai
(Ceased on 23 August 2022) 1/1
Lee Hock Chye
All the Directors have complied with the minimum 50% attendance requirement in respect of Board Meetings as
stipulated in the Listing Requirements. During the intervals between Board Meetings, for any matters requiring
Board’s decisions, the Board’s approvals are obtained through circular resolutions. The resolutions passed by way of
such circular resolutions are then noted at the next Board Meeting.
It is a policy that Directors devote sufficient time and effort to carry out their responsibilities. This commitment is given
to the Board at the time of their appointment as Directors.
The Board is satisfied with the amount of time committed by the Directors towards fulfilling their roles and
responsibilities as Directors of the Company.
Intended Outcome 2.0
• There is demarcation of responsibilities between the board, board committees and management
• There is clarity in the authority of the board, its committees and individual directors
2.1 Board Charter
The Board Charter, which is available on the Company’s website, establishes clear and unambiguous functions and
roles of the Board and those delegated to the Chairman, Board Committees, the CEO and the Management to
enhance accountability.
The Board reviews the Board Charter from time to time to ensure its relevance in aiding the Board to discharge its
duties and responsibilities in view of current laws and regulations. The Board Charter was last updated on 24 May
2022. The Board Charter is available on the Company’s website.
• The Board is committed to promoting good business conduct and maintaining a healthy corporate culture that
engenders integrity, transparency and fairness
• The Board, management, employees and other stakeholders are clear on what is considered acceptable
behaviour and practice in the company
3.1 Code of Ethics and the Anti-Bribery & Corruption Policy
The Standard Code of Conduct, Business Ethics, Conflicts of Interest which sets out such standards of ethics and
conduct expected from the Board, Management and employees is available on the Company’s website.
The Anti-Bribery and Corruption Policy which sets out the Company’s zero-tolerance approach to bribery and
corruption is also published on the Company’s website.
3.2 Whistleblowing Policy
The Whistleblowing Policy provides a safe channel for any concern/complaint about an actual or potential corporate
fraud or breach of ethics that involves employees, Management or Directors of the Group to be properly raised. The
Whistleblowing Policy is published on the Company’s website.
• The Company addresses sustainability risks and opportunities in an integrated and strategic manner to support
its long-term strategy and success
4.1 Strategic management of sustainability matters
The Company ensures sustainability through:
• the Board, which: (i) provides guidance on the key economic, business, environmental and social issues, ensuring
best practices in sustainability in all critical decisions and actions; and (ii) plays the critical role in approving
sustainability and risk management framework and deliberates on sustainability and risk governance issues;
• the RSC, which supports the Board in reviewing and recommending sustainability strategies and performance
targets for the Company on a group basis; and
• the Sustainability Committee/Working Group (“SCWG”), which comprises heads and members of the Company’s
business units and divisions, takes care of the implementation, monitoring and delivery of the Environmental,
Social and Governance (“ESG”) initiatives and performance.
4.2 Communication of sustainability strategies, priorities and targets
The Company practices a holistic and consistent stakeholder engagement with businesses, organisations, and people
that have a stake or an influence in the Company’s business activities and long-term business planning. Details
describing the Company’s approach to stakeholder engagement are as set out in the Sustainability Statement.
4.3 Staying abreast with sustainability issues
The Company and the Board are constantly monitoring the industry trends, and taking steps to overcome operating
challenges and meet stakeholder expectations, to produce long-term value to shareholders and stakeholders of the
Group, and the community.
The Company had performed a materiality assessment during the previous financial year and the said risks and issues
remain relevant for FY2023. Results have been presented in the Sustainability Statement.
4.4 Performance evaluations includes a review in addressing the company’s material sustainability risks and
opportunities
During the Annual Board Evaluation, the NRC had reviewed the Board’s performance in formulating and overseeing
Management’s implementation of the Group’s strategic and business plans that promote sustainability.
The Board, supported by the RSC, and Management, through the SCWG, had worked together in: (1) identifying the
Group’s material risks and sustainable development goals; and (2) addressing the same through proper measures and
strategies, to achieve long-term growth and generate healthy returns for the shareholders.
During the financial year under review, the SCWG had carried out a number of measures to address the Company’s
sustainability risks and these are further described at the Sustainability Report of this Annual Report. These measures
were implemented to keep track of, anticipate and prepare for appropriate responses and/or actions to tackle
challenges to produce long-term value for the shareholders, stakeholders and to the community at large.
The RSC reports to the Board the material risks and steps taken to reduce and manage such risks.
4.5 Designated person to manage sustainability
The RSC identified and appointed the Chief Operating Officer as the Chief Sustainability Officer.
The role of the Chief Sustainability Officer is to drive and oversee the sustainability strategy of the Group as well as
to establish the ESG structures to ensure proper consideration of risks. He will be the liaison between management,
shareholders and stakeholders to address sustainability issues.
During the year under review, the Chief Sustainability Officer led the SCWG to implement various initiatives as
described in detail under the Sustainability Statement.
PART 2 - BOARD COMPOSITION
• Board decisions are made objectively in the best interests of the company taking into account diverse
perspectives and insights.
5.1 Annual assessment of the Directors, Board as a whole and Board Committees
The NRC conducts an evaluation on an annual basis to appraise the effectiveness of the Board as a whole, the
effectiveness of the Board Committees and the further required mix of skills and experiences to enhance Board’s
efficacy. Such evaluation of the Board covers board size, mix or composition, conduct of Board meetings and Directors’
skills set matrix.
The Board Committees are assessed based on their roles and scope of work, supply of sufficient and timely information
to the Board and also overall effectiveness and efficiency in discharging their duties.
The results of the evaluation are then collated, summarised and reported to the Board by the NRC Chairperson with
an aim towards continuous improvement of the Board and Board Committees.
In addition to the foregoing, the NRC also assesses the independence of each of the Independent Non-Executive
Directors annually, taking into account the individual Director’s ability to exercise independent judgment at all times
and to contribute to the effective functioning of the Board. All findings by the NRC are reported to the Board.
The NRC had conducted an assessment of the Directors who are subject to retirement at the forthcoming Annual
General Meeting ("AGM") in term of character, experience, integrity, competency and time in discharging their roles
as Directors of the Company in accordance with the Directors' fit and proper policy of the Company. The NRC was of
the view that the said retiring Directors met the fit and proper criteria, had discharged their duties effectively and had
provided valuable contribution and leadership to the Group.
The Board recommends the said retiring Directors for re-election of the relevant directors at the forthcoming AGM.
The names of the said Directors are set out in the Corporate Governance Report.
5.2 Board Composition
The following prescribed requirements have been fully complied by the Board:
• Paragraph 3.04(1) of the Listing Requirements which stipulates that at least 2 directors or 1/3 of the board of
directors, whichever is the higher, are independent directors; and
• Practice 5.2 of the Code, which state that at least half of the board comprises Independent Directors.
PART 2 - BOARD COMPOSITION (Cont'd)
5.2 Board Composition (Cont'd)
The Board composition as at FY2023 comprises seven (7) members out of which, four (4) are Independent Non-
Executive Directors, details are set out below:
Directors Designation
Tan Kai Hoe Non-Independent Non-Executive Chairman
Peter Lim Hee Seng Executive Director and CEO of the Group
Shum Sze Keong Non-Independent Non-Executive Director
Datuk Dr. Wong Lai Sum Independent Non-Executive Director
YM Tunku Afwida Binti Dato’ Tunku Abdul Malek Independent Non-Executive Director
Suresh Natarajan Independent Non-Executive Director
Ng Chee Kiet Independent Non-Executive Director
The profile of each Director is set out at the relevant section of this Annual Report.
The Directors, with each of their different background and specialisation, contribute to the Group a wide range of
experience and expertise in areas such as finance, engineering, corporate affairs, marketing and operations.
The Independent Non-Executive Directors bring objective and independent judgement to the decision making of
the Board and provide a capable check and balance to the Executive Director and Management. They contribute
significantly in areas such as policy and strategy development, performance monitoring, allocation of resources
as well as improving governance and controls.
Together with the Executive Director who has intimate knowledge of the business, the Board is constituted by
individuals who are committed to business integrity and professionalism in all its activities and have proper
understanding of and competence to deal with the current and emerging business issues.
5.3 Tenure of Independent Directors
The Board is mindful of the recent amendments to the Listing Requirements, in particular, a director cannot act as an
independent director for more than 12 years and that the amendment shall be implemented on or after 1 June 2023.
With the foregoing amendment and the implementation thereof in mind, each of the Independent Directors continues
to comply with the current definition of an Independent Director under paragraph 1.01 and Practice Note 13 of the
Listing Requirements.
The Board is mindful of the practice in the Code, whereby the tenure of an independent director is subject to a
cumulative term limit of nine (9) years. Upon completion of the nine (9) year tenure, an independent director may
continue to serve on the board as a non-independent director. If the Board intends to retain an Independent Director
as an independent director beyond the term limit of nine (9) years, it should justify and seek shareholders’ approval
annually through a two-tier voting process.
In ascertaining the independent status of the Directors, the Board continues to believe that tenure is not the most
important assessment criteria. It is of the view that how a Director discharges the fiduciary duties are the primary
concern, regardless of their status. In fact, continued tenure brings stability to the Board as the Group benefits from
their mix of skills, professional and commercial experience, technical expertise in their relevant fields and competencies
for informed and balanced decision-making by the Board.
As for the year under review, none of the independent directors have reached a cumulative tenure of nine (9) years.
5.4 Appointment of Board and Senior Management based on objective criteria
The appointment of the Board and Senior Management is based on objective criteria, merit and with due regard to
diversity in skills, experience, age, cultural background and gender.
The Company is guided by its “Directors’ Fit and Proper Policy” to ensure that the appointment and re-election of
the Directors are based on an identified objective criteria, e.g. character, integrity, relevant range of skills, knowledge,
experience, competence and time commitment so that they are able to discharge their roles and responsibilities
effectively in the best interest of the Company. The said policy may be accessed at the Company’s website.
5.5 Utilisation of various sources in identification of potential candidates
The Board is responsible for the appointment of new Directors. The NRC has been delegated with the task of succession
planning and conducting an initial selection, which includes an external search, before making a recommendation to
the Board. The NRC has the authority to obtain the services of professional recruitment firms to identify candidates
for directorship or seek independent professional advice whenever necessary.
As part of the role of the NRC, the NRC also evaluates the suitability of candidates for appointment to the Board based
on, amongst others, experience, commitment (including time commitment), competency, and (if applicable) such
relevant regulatory criteria for assessing independence. The NRC will then recommend the candidates for approval
and appointment by the Board.
5.6 Board statement on the appointment or reappointment of Directors
The performance of retiring Directors who are recommended for re-election at the forthcoming AGM were assessed
through the Board’s annual evaluation.
A statement by the Board and the NRC on their satisfaction as to the performance and effectiveness of the retiring
Directors who are offering themselves for re-election are set out at the notes accompanying the Notice of AGM.
The profile for the aforementioned Directors, including their nature of interest with the Company (if any), are set out
at the Directors’ Profile section of the Annual Report.
5.7 Nominating Committee
The NRC of the Company comprises exclusively Non-Executive Directors, a majority of whom are Independent
Directors.
The Chairman of the NRC is Datuk Dr. Wong Lai Sum and she is an Independent Non-Executive Director.
The Members of the NRC and their meeting attendance during their tenure in office for the financial year under review
are set out below:
Designation Directors Attendance

Chairman Datuk Dr. Wong Lai Sum
(Redesignated as Chairman on 23 August 2022) 1/1
Members Shum Sze Keong
(Appointed as member on 23 August 2022) 1/1
Suresh Natarajan
(Appointed as member on 23 August 2022) 1/1
Dato’ Seri Wong Siew Hai
Lee Hock Chye
Tan Kai Hoe
5.7 Nominating Committee (Cont'd)
During the year, the NRC carried out the following activities:
(a) Reviewed and assessed the mix of skills, expertise, composition, size and experience of the Board, contribution
of each Director, the effectiveness of the Board Committees and Board as a whole.
(b) Reviewed the Board Evaluation Report for FY2023.
(c) Reviewed the performance of the Directors and key officers of the Company for FY2023.
(d) Identified the Directors’ due to retire by rotation and recommended to the Board, the reappointment of such
Directors at the AGM.
(e) Reviewed the independent status of the Independent Non-Executive Directors.
(f) Reviewed the term of office and performance of Audit Committee.
(g) Reviewed the remuneration package for the Executive Director for FY2023.
(h) Reviewed and recommended the Directors’ Fees and benefit payable to the Directors.
(i) Reviewed list of trainings attended by the Directors during the financial year.
(j) Reviewed the composition of the Board Committees of the Company.
(k) Reviewed the Directors’ Fit and Proper Policy.
(l) Reviewed and recommended to the Board the appointment of Executive Director.
5.8 Gender diversity
The Board is of the opinion that there is no need for a formal gender diversity policy. The Group is committed to
providing fair and equal opportunities and nurturing diversity within the Group.
However, the Board is mindful of the recommendation for Board diversity and the Listing Requirements where at least
one Director shall be a female. In view of that, the NRC shall ensure that women candidates are identified during
recruitment exercises.
Currently, Datuk Dr. Wong Lai Sum and YM Tunku Afwida Binti Dato’ Tunku Abdul Malek are the female Directors on
the Board.
5.9 Diversity of Board and Senior Management
The Board strongly advocates diversity at Board and Senior Management level to achieve greater effectiveness,
creativity and capacity to thrive in a challenging and uncertain business environment.
The Board strives to ensure that there is no discrimination on any basis, including but not limited to, race, age,
ethnicity and gender when deciding the composition of the Board and in its hiring policy.
As set out in the Board Charter, the appointment of the Board and Senior Management is based on objective criteria,
merit and with due regard to diversity in skills, experience, age, cultural background and gender. The Board Charter
can be accessed at the Company’s Website.
• Stakeholders are able to form an opinion on the overall effectiveness of the board and individual directors
6.1 Assessment on the effectiveness of the Board
As set out at paragraph 5.1, the Board through the NRC conducts an annual evaluation to appraise the effectiveness
of the Board as a whole and the said evaluation of the Board covers board size, mix or composition, conduct of Board
meetings and Directors’ skills set matrix.
The Board is mindful and will consider the guidance provided under the Code that the Board should engage
independent experts at least once every three (3) years, to facilitate objective and candid board evaluations.
6.1 Assessment on the effectiveness of the Board (Cont'd)
The Directors are also fully aware of the importance of keeping abreast with the latest changes and developments
in the industries in which the Group operates as well as the economic, financial and governance issues in order to
enhance the effectiveness in discharging their responsibilities as Directors.
All Directors have attended and completed the Mandatory Accreditation Programme (“MAP”). During the year under
review, the Directors attended various briefings, seminars, conferences, and speaking engagements covering areas
including corporate governance, relevant industrial developments, financial, risk managements, leadership and global
business developments.
Some of the training programmes attended by the Directors during the financial year under review includes the
following:
Directors Trainings
Tan Kai Hoe • Integrated Reporting
• Introduction on IT Security
- Handling Personal Information
- Handling Sensitive Information
- Information Privacy & Security
- Introduction to Information Security
- Protecting your digital identity
- Removable Media
- Security Incident Response
- Scams & Social Engineering
- Situational Awareness
- Vishing
• IT Security & Data Protection
- Creating Strong Passwords
- Kevin Mitnick Security Awareness Training
- CEO Fraud
- An introduction to the General Data Protection Regulation (GDPR)
Peter Lim Hee Seng • MAP
• Integrated Reporting
• Bursa’s Enhanced Sustainability Reporting Framework 2022
Shum Sze Keong • Integrated Reporting
• Cyber Security: What Directors need to know
Datuk Dr. Wong Lai Sum • Integrated Reporting
• 2022 Board & Audit Committee Priorities
• Navigating ESG Data into Decisions
• Pemudah Roundtable Discussions – Post-Pandemic
• Economy, Public Policy and GLCs
• SC Malaysia’s Audit Oversight Board Conversation with Audit Committees
• Bursa Malaysia Immersive Session: The Board “Agender” Gender Balanced
Boardrooms
• Sustainability Reporting Latest Development
6.1 Assessment on the effectiveness of the Board (Cont'd)
Some of the training programmes attended by the Directors during the financial year under review includes the
following: (Cont'd)
Directors Trainings
YM Tunku Afwida Binti • What Lies Ahead and Could Hard Truth
Dato’ Tunku Abdul Malek - Global trends: Challenges faced by Telcos globally (group) and within
segments
- Local trends: Challenges and opportunities for Telcos and competitor
landscape
- Cold hard truth of TM’s current position in reference to market trends
• Climate Change and Principle-based Taxonomy (CCPT)
• Annual Compliance Attestation
• Unlocking TM’s Value
- Impact of new growth and evolved business profile on TM’s valuation
- Potential to unlock further TM’s valuation from certain parts of valuation
• Sustainability Governance, Management & Reporting – How Sustainability is
operationalised & what it means to the Group
• Khazanah Megatrends Forum 2022 – Development and its Complexities –
Steering Our Way Through a Perfect Storm
• Briefing by Amazon Web Services (AWS)
• Demystifyng Cyber
• FIDE Elective: Risk Management Committee – Banking Sector
Suresh Natarajan • Integrated Reporting
• Sustainability and Its Impact on Organisation: What Directors Need to Know
Ng Chee Kiet • Integrated Reporting
• Navigating ESG Data into Decisions
• Assessing Your Organisation Culture
• Cyber Security: What Directors need to know
• Corporate Governance & Remuneration Practices for the ESG World
• Industry 4.0 and Its Impact of Malaysian Capital Market
• Conversation with Audit Committee – Session 1
• Board’s At-A-Glance – Bursa’s Enhanced Sustainability Reporting Framework
• Navigating The ESG Risk in the Supply Chain
The Board had concluded that the Directors’ Trainings for the FY2023 were adequate.
• The level and composition of remuneration of directors and senior management take into account the company’s
desire to attract and retain the right talent in the board and senior management to drive the company’s long
terms objectives.
• Remuneration policies and decisions are made through a transparent and independent process.
7.1 Remuneration Policy
The NRC is guided by way of an established Remuneration Policy in determining the remuneration package applicable
to the Directors, the CEO and the CFO.
The remuneration package takes into account the scope of duty and responsibilities; the conditions and experience
required; the ethical values, internal balances and strategic targets of the Company; the corporate and individual
performances; and the current market rate within the industry and in comparable companies.
7.2 Remuneration Committee
The NRC also functions as the remuneration committee. Please see paragraph 5.7 for the details.
• Stakeholders are able to assess whether the remuneration of directors and senior management commensurate
with their individual performance, taking into consideration the company’s performance.
8.1 Remuneration of Directors
The remuneration of each director for FY2023 has been set out at the Corporate Governance Report.
For the period under review, each Director would be paid a Director’s fee of RM75,000 per annum for serving as a
member of the Board.
The Director serving as the Chairman of the relevant Board Committee receives an additional annual remuneration as
set out below:
Board Committee Chairman’s Annual Remuneration
AC RM10,000
NRC RM7,500
RSC RM7,500
The Directors who serve as ordinary members to the relevant Board Committee receive an additional annual
remuneration of RM5,000.
The Directors’ fees and remuneration are appropriate for their contribution, taking into consideration effort,
commitment and time spent as well as the responsibilities involved.
All Non-Executive Directors would also be paid a meeting allowance of RM2,000 for each meeting attended. The
Executive Director is not entitled to any meeting allowance.
The Board had determined that the remuneration for the Non-Executive Directors is appropriate, taking into account
the experience and the level of responsibilities and contributions including the number of the scheduled meetings
for the Board, and Board Committees; and is competitive compared with the prevailing market practices. Each of the
Non-Executive Directors abstained from deliberating and voting on his or her own remuneration.
8.1 Remuneration Of Directors (Cont'd)
The NRC had also reviewed and deliberated on the Directors’ fees and benefits payable to Directors for FY2023. The
NRC recommended that, subject to shareholder approval at the upcoming AGM, the fees and benefits payable to the
Directors shall be revised as set out below:
A. Remuneration Amount (RM)

(i) For each member of the Board 90,000
(ii) For the Chairman of the AC 10,000
(iii) For the Chairperson of the NRC and the RSC, respectively 7,500
(iv) For each of the committee members of the AC, NRC and the RSC, respectively 5,000
B. Allowances / Benefits
(i) Meeting allowance for each Non-Executive Director per meeting 2,000
(ii) Benefits-in-kind (for all Directors) 70,000 per annum
(for Non-Executive
Directors, to allow flexible
benefits to be reimbursed
up to a sum of RM5,000
per Director)
8.2 Remuneration of Senior Management
The Company considers the remuneration of the Senior Management to be sensitive and confidential in view of the
competitive nature of the human resource market. Thus, the Company does not intend to adopt the recommendation
to disclose the detailed remuneration of each member of Senior Management in bands of RM50,000 on a named
basis. Furthermore, this is meant to preserve confidentiality, negative impact arising from the disclosure, and the
larger need to maintain a stable work environment to meet long-term strategic goals.
The remuneration package of the employees of the Company has been benchmarked with the industry and remains in
line with the industry practice. In addition, their annual increments and bonus payouts would be based on performance.
PRINCIPLE B: EFFECTIVE AUDIT AND RISK MANAGEMENT
PART 1 - AUDIT COMMITTEE
• There is an effective and independent Audit Committee.

• The board is able to objectively review the Audit Committee’s findings and recommendations. The company’s
financial statement is a reliable source of information.
9.1 The Chairman of the Audit Committee is not the Chairman of the Board
The Company has complied with Practice 9.1 of the Code which stipulates that the Chairman of the AC is not the
Chairman of the Board.
The AC is an independent Board Committee, led by an Independent Non-Executive Director, which assists the Board
in the discharge of its responsibilities for corporate governance, internal controls and reporting.
The Terms of Reference of the AC is available on the Company’s website.

PRINCIPLE B: EFFECTIVE AUDIT AND RISK MANAGEMENT (Cont'd)
PART 1 - AUDIT COMMITTEE (Cont'd)
9.1 The Chairman of the Audit Committee is not the Chairman of the Board (Cont'd)
The members of the AC possess vast experience and skills in understanding and attending to matters falling under
the purview of the AC. They are more than qualified to review the accuracy of the Group’s financial statements from
various perspectives in view of each member’s skills and qualifications prior to recommendation of the same to the
Board.
Further details pertaining to the AC is set out in the AC Report contained in this Annual Report.
9.2 Former key audit partner
The Terms of Reference of the AC requires the former key audit partner to observe a cooling-off period of at least
three (3) years before being appointed as a member of the AC.
The Terms of Reference of the AC are set out on the Company’s website.
Currently, none of the members of the AC were former audit partners overseeing the audit of the financial statements
of the Group.
9.3 Suitability, objectivity and independence of the external auditor
The AC, in accordance with its Terms of Reference, would on an annual basis review and monitor the suitability and
independence of the External Auditors.
The External Auditors have the obligation to bring to the attention of the Board, the AC and the Management any
significant defects in the Group’s systems of reporting, internal control and compliance with approved accounting
standards as well as legal and regulatory requirements. The External Auditors of the Company are invited to attend at
least two meetings of the AC a year without the presence of Management.
The AC annually assesses the External Auditors against a set of criteria that has been approved by the Board. The
scope of assessment has been described in the AC Report and includes, amongst others, an assessment on the
suitability, objectivity and independence of the External Auditors. All findings from the AC would be reported to the
Board for further action, if any.
The Board, through the AC, has assessed and affirmed the independence, objectivity and suitability of the External
Auditors to continue in office.
In compliance with the by-laws of the Malaysian Institute of Accountants (“MIA”), the Audit Partners would be rotated
every seven (7) years to ensure objectivity, independence and integrity of the audit opinions. For FY2023, the Audit
Partner had been changed.
The AC is satisfied with the competence and independence of the External Auditors and recommends the re-
appointment of the External Auditors for shareholders’ consideration at the AGM.
The Company appoints external service provider to undertake the internal audit function to ensure as complete
an audit coverage of the Group’s activities as possible. In view of this, the Company has established a seamless
arrangement to meet the professional requirements of the External Auditors.
Details on the audit fees payable to External Auditors; the key features of the relationship between the AC and the
External Auditors; and a summary of the activities of the AC during the financial year are set out in the AC Report in
this Annual Report.
PART 1 - AUDIT COMMITTEE (Cont'd)
9.4 Composition of the Audit Committee
For the financial year under review, the AC comprises four (4) Non-Executive Directors, of which three (3) are
Independent Directors.
This is in compliance with paragraph 15.09 (1) (b) of the Listing Requirements, which stipulates that “all the audit
committee members must be non-executive directors, with a majority of them being independent directors”.
9.5 Qualification of the Audit Committee
All members of the AC are financially literate, competent and with at least one (1) of them being a member of the MIA
in fulfilling the requirement under paragraph 15.09(1)(c)(i) of the Listing Requirements.
The AC members acknowledge the need for continuous education and training. The training attended by the AC
members are set out at the paragraph 6.1 herein.
PART 2 - RISK MANAGEMENT AND INTERNAL CONTROL FRAMEWORK
• Companies make informed decisions about the level of risk they want to take and implement necessary controls
to pursue their objectives.
• The board is provided with reasonable assurance that adverse impact arising from a foreseeable future event
or situation on the company’s objectives is mitigated and managed.
10.1 Establishment of risk management and internal control framework
The Board undertakes the overall responsibility for risk oversight and risk management. In view of this, the Board has
in place, a structured enterprise risk management framework to identify, monitor, control and report on significant
risks faced by the Group on a regular basis.
10.2 Features of its risk management and internal control framework
Details of the Group’s enterprise-wide risk management framework has been outlined in the Statement on Risk
Management and Internal Control of the Annual Report.
10.3 Risk & Sustainability Committee (“RSC”)
The members of the RSC, comprises three (3) Non-Executive Directors of which two (2) are Independent and one (1)
being Non-Independent Non-Executive Directors. The members of the RSC and their meeting attendance for the
financial year under review have been set out below:
Designation Directors Attendance

Chairman Suresh Natarajan 2/2
(Redesignated as Chairman on 23 August 2022)
Members Shum Sze Keong 2/2
(Redesignated as Member on 23 August 2022)
Ng Chee Kiet 1/1
(Appointed on 23 August 2022)
Dato’ Seri Wong Siew Hai 1/1
(Ceased on 23 August 2022)
PART 2 - RISK MANAGEMENT AND INTERNAL CONTROL FRAMEWORK (Cont'd)
10.3 Risk & Sustainability Committee (“RSC”) (Cont'd)
Mr. Shum Sze Keong and Mr. Ng Chee Kiet are also the representatives of the AC that would report any identified
significant risks to the RSC. During the year under review, there were no significant financial risks identified that were
required to be reported to the RSC.
In addition, the AC has included, as part of its regular meeting agenda, the identification of risk areas which should be
brought to the attention of the RSC.
The RSC has been tasked in line with its Terms of Reference to assist the Board with risk management (i.e., reviewing
and recommending the risk management policies and strategies for the Group in managing overall risk exposure
of the Group); and sustainability (i.e., reviewing and recommending sustainability strategies and performance in
advancing the Group’s sustainability ambition and direction).
During the year under review, the RSC carried out the following activities:
(a) Reviewed measures adopted by the management to address the COVID-19 pandemic in the workplace.
(b) Reviewed the report from the Sustainability Management Committee.
(c) Reviewed the effectiveness of the Group’s strategies, policies, principles ad practices in accordance with the
Sustainability Policy.
(d) Reviewed the Sustainability Statement for disclosure in the Group’s Annual Report for FY2023.
(e) Reviewed the Group Insurance Renewal.
• Companies have an effective governance, risk management and internal control framework and stakeholders
are able to assess the effectiveness of such a framework.
11.1 Internal audit function
An independent Internal Audit function, which reports directly to the AC, has been established in line with the Code
and the Listing Requirements. Detailed information on the Internal Audit function has been outlined in the AC Report
of this Annual Report.
11.2 Disclosure pertaining to the audit function
The said independent Internal Audit function has been able to provide reasonable assurance that the Group’s system
of risk management and internal control is satisfactory and operating efficiently in line with the Risk Management
Framework and the Internal Control Processes as described in the Statement on Risk Management and Internal
Control in this Annual Report.
None of the Internal Audit personnel has any relationship or conflict of interest that could impair their objectivity and
independence in conducting their Internal Audit functions.
PRINCIPLE C: INTEGRITY IN CORPORATE REPORTING AND MEANINGFUL RELATIONSHIP WITH STAKEHOLDERS
PART 1 - COMMUNICATION WITH STAKEHOLDER
• There is continuous communication between the company and stakeholders to facilitate mutual understanding
of each other’s objectives and expectations.
• Stakeholders are able to make informed decisions with respect to the business of the company, its policies on
governance, the environment and social responsibility.
12.1 Effective, transparent and regular communication with its stakeholders
The key element of the Company’s dialogue with its shareholders is the opportunity to gather views of, and answer
questions from, individuals and institutional shareholders, on all issues relevant to the Group through the annual
general meetings or the extraordinary general meetings.
At these general meetings, shareholders are given opportunities to seek clarification or provide feedback both about
the resolutions being proposed or about the Group’s operations/prospects in general. The Board will respond to
all queries and take note of all suggestions put forth by shareholders. In situations whereby answers could not be
provided immediately, the Chairman will undertake to furnish the shareholder with a written answer after the meeting.
The Company also holds briefings for fund managers, institutional investors and investment analysts.
While the Company endeavours to provide as much information as possible to its shareholders and stakeholders, the
Company remains mindful of the legal and regulatory framework governing the release of material and price-sensitive
information. Such material and price-sensitive information is not released other than to the public through the proper
channels.
The Board recognises that the Independent Directors are vital towards protecting the interests of shareholders.
Shareholders and stakeholders can communicate their concerns to the Independent Directors through mail to the
Company’s registered address or via e-mail on the Company’s website to independent@sam-malaysia.com.
12.2 Integrated Reporting
The Company had only recently achieved the status of a “Large Company” in financial year beginning 1 April 2023.
In that regard, both Management and Board are currently undertaking further research and training for the purpose
of restructuring its current reporting style to that of an integrated reporting.
More manpower with relevant experience and knowledge of preparing the integrated report are also being sourced
by the Company.
PART 2 - CONDUCT OF GENERAL MEETINGS
• Shareholders are able to participate, engage the board and senior management effectively and make informed
voting decisions at General Meetings.
13.1 Notice of AGM
The General Meeting serves as the principal platform for the Board and the Management to engage with shareholders
pertaining to the Group’s performance, corporate and business developments and any other matter affecting
shareholders’ interest.
The Company had served the notice of the Twenty-Eighth (28th) AGM to all shareholders not less than 28 days prior
to the meeting for the purpose of providing the shareholders with sufficient time to consider the relevant proposed
AGM resolutions.
PRINCIPLE C: INTEGRITY IN CORPORATE REPORTING AND MEANINGFUL RELATIONSHIP WITH STAKEHOLDERS

(Cont'd)
PART 2 - CONDUCT OF GENERAL MEETINGS (Cont'd)
13.2 Attendance at AGM
All eight (8) members of the Board, the Company Secretary, External Auditors and the senior management had
attended the fully virtual 28th AGM through video conferencing.
13.3 Leveraging on technology to facilitate communication with Shareholders
The Company had leveraged on technology to facilitate voting in absentia and remote participation by shareholders
at shareholders’ meeting through hosting its fully virtual 28th AGM held on 23 August 2022.
13.4 Meaningful engagement between Board, Senior Management and Shareholders
During the 28th AGM, the management had presented, amongst others, details of performance, key developments
and financial results for the reporting year. The Board was satisfied with the current programme for the AGM and there
have been no major contentious issues noted.
The Chairman of the Board had during the 28th AGM responded to queries received from the shareholders prior to
the meeting and also other queries received through Remote Participation and Voting (“RPV”) facilities during the
meeting. Where appropriate, the Chairman had also directed relevant queries to the CEO and other members of the
senior management for their responses to the received queries.
13.5 Virtual General Meeting
For the financial year under review, the Company held its AGM virtually.
Shareholders were advised to participate through RPV facilities provided by SS E Solutions Sdn Bhd via SSeP at
https://sshsb.net.my/.
13.6 Publication of the Minutes of General Meeting
The minutes of AGM are circulated to shareholders and published on the company’s website no later than 30 business
days after the said AGM.
COMPLIANCE STATEMENT
The Board is satisfied that, to the best of its knowledge, the Company is substantially in compliance with the principles and
practices set out in the Code as well as the relevant Listing Requirements for the financial year under review.
This Statement is approved by the Board of Directors on 23 June 2023.

AUDIT COMMITTEE
REPORT
The Audit Committee (“AC”) is a Board Committee which assists the Board in the discharge of its responsibilities for,
amongst others, corporate governance, internal controls and financial reporting.
OBJECTIVES
The key function of the AC is to assist the Board in fulfilling the following oversight objectives on the Group’s activities:
(a) Oversee financial reporting;
(b) Review reports from Internal and External Auditors to validate scope, evaluate existing policies, establish audit quality
and ensure compliance with Group’s policies;
(c) Ensure that proper processes and procedures are in place to comply with all laws, rules and regulations, directives and
guidelines established by the relevant regulatory bodies;
(d) Oversee the implementation of the Whistle Blowing Policy and Procedures for the Group;
(e) Oversee anti-corruption compliance matters and the implementation of the Anti-Bribery and Corruption Policy for the
Group;
(f) Investigate any concerns received on possible improprieties within the Group; and
(g) Evaluate the internal and external audit processes.
The Board will review the Terms of Reference (“TOR”) of the AC from time to time (if need arises) to ensure that the AC
continues to carry out its functions effectively. The TOR has been made available on the Company’s website at www.sam-
malaysia.com.
COMPOSITION
The AC is comprised solely of Non-Executive Directors with a majority being Independent Directors. Their attendance at
the 5 Committee meetings held during the financial year under review is tabulated below.
Designation Designation Attendance

Chairman YM Tunku Afwida Binti Dato’ Tunku Abdul Malek 4/5
(Independent Non-Executive Director)
* Redesignated from member to Chairman on 23 August 2022
Members Datuk Dr. Wong Lai Sum 5/5
* Redesignated from Chairman to member on 23 August 2022
Shum Sze Keong 5/5
(Non-Independent Non-Executive Director)
Ng Chee Kiet 4/4
* Appointed on 24 May 2022
Lee Hock Chye 1/1
* Ceased on 23 August 2022
YM Tunku Afwida Binti Dato’ Tunku Abdul Malek and Ng Chee Kiet are members of the Malaysian Institute of Accountants
(“MIA”). The above composition of the AC meets the requirements of paragraph 15.09(1)(c) of the Main Market Listing
Requirements of Bursa Malaysia Securities Berhad (“Bursa Securities”), which stipulates that at least one member of the AC
must be a member of the MIA.
AUDIT COMMITTEE
REPORT (Cont’d)
COMPOSITION (Cont’d)
All members of the AC are financially literate and are able to analyse and interpret financial statements to effectively
discharge their duties and responsibilities as members of the AC.
The Nominating and Remuneration Committee (“NRC”) had on 8 May 2023 reviewed the terms of office and performance
of the AC members. Based on its review, the NRC is satisfied that the AC and its members have discharged their functions,
duties and responsibilities in accordance with the TOR and supported the Board in ensuring the Group upholds appropriate
corporate governance standards and fulfilling its oversight responsibilities on matters relating to financial reporting and
internal controls.
SUMMARY OF ACTIVITIES DURING THE FINANCIAL YEAR
In line with the TOR, the AC held 5 meetings during the financial year and carried out the following activities:
Financial results
(a) Reviewed the quarterly interim unaudited financial statements and the annual audited financial statements of the
Group prior to submission to the Board for its consideration and approval focusing particularly on changes in or
implementation of major accounting policies, major judgement areas, significant and unusual events and compliance
with applicable accounting standards.
(b) Received verbal assurance from the CFO that adequate processes and controls were in place for an effective and
efficient preparation of the quarterly consolidated financial statements.
External auditors
(a) Reviewed the External Auditors’ scope of work, proposed audit fees and audit plan for the year under review.
(b) Met with the External Auditors twice, in the absence of management, to review the adequacy and effectiveness of
the system of internal controls and any key audit matters arising from their interim and final audits. No major concerns
were raised by the External Auditors.
(c) Reviewed and assessed the performance of the existing External Auditors of the Group.
(d) Reviewed the External Auditors’ report and opinion of the External Auditors in relation to the audited financial
statements of the Company and the Group, including any significant findings in relation to audit.
(e) Discussed reservations arising from the audit and any other matters the External Auditors had wished to discuss.
(f) Reviewed the assistance provided by the employees of the Group to the External Auditors and the overall conduct of
the audit.
(g) Reviewed and evaluated the suitability and independence of the External Auditors, obtained assurance of independence
from the External Auditors and recommended the re-appointment of the Group’s External Auditors to the Board.
(h) Reviewed the Non-Audit Services and fees payable to External Auditors and its affiliates to ensure that the fees are
within the threshold approved by the Board.
Internal Auditors
(a) Reviewed the adequacy and relevance of the scope, function, competency and resources of the Internal Auditors and
that it has the necessary authority to carry out its work.
(b) Reviewed the internal audit plan adopted by the Internal Auditors.
AUDIT COMMITTEE
REPORT (Cont’d)
SUMMARY OF ACTIVITIES DURING THE FINANCIAL YEAR (Cont’d)
Internal Auditors (Cont’d)
(c) Reviewed the internal audit reports, audit recommendations made by the Internal Auditors and Management’s
responses to these recommendations and actions taken to improve the system of internal controls and procedures.
Where appropriate, the AC has directed Management to rectify and improve control procedures and workflow
processes based on the Internal Auditors’ recommendations and suggestions for improvement.
(d) Reviewed the implementation of the rectifications and improvements by the Management through follow-up audit
reports from the Internal Auditors.
(e) Reported to the Board on the activities of the Internal Auditors and significant findings and results.
(f) Reviewed the assessment of the performance of the Internal Auditors.
(g) Reviewed the reports prepared by the Internal Auditors in relation to the related party transactions (“RPT”) and
recurrent related party transactions (“RRPT”) entered into by the Group during the financial year under review.
(h) Reviewed the FY2023 Internal Audit budget.
(i) Reviewed and approved the FY2024 Internal Audit plan.
RPT and RRPT
(a) Reviewed the reports of RPT and RRPT to assess if the actual transacted amounts were within the prescribed approved
limit.
(b) Reviewed and ensured that proper records are maintained to identify and capture all the RPT and RRPT.
(c) Reviewed the proposed renewal of existing and new shareholders’ mandate for RRPT of a revenue and/or trading
nature before recommending to the Board.
(d) Reviewed the non-recurrent related party transactions where the transactions were below 0.25% of percentage ratios,
and not subject to announcement to Bursa Securities.
Others
(a) Reviewed the Statement on Risk Management and Internal Control which provides an overview of the state of internal
controls and risk management within the Group and also the AC Report prior to the Board’s approval for inclusion in
the Annual Report.
(b) Reviewed the AC Evaluation Report.
(c) Reviewed and approved the change of external auditors of a subsidiary.
(d) Identified significant risks related to fraud and cyber threats with a focus on controls.
(e) Reviewed the proposed procedures governing persons in the Privy List to insider and price sensitive information of
the Group.
(f) Reviewed the Whistle Blowing Procedures.

AUDIT COMMITTEE
REPORT (Cont’d)
INTERNAL AUDIT FUNCTION
The internal audit function is outsourced to an external service provider. The Internal Audit plan is approved by the AC
covering three main areas namely internal controls, risk management and governance processes. Based on the audit plan
approved by the AC, the audit work is conducted by the Internal Auditors. The Internal Auditors report directly to the AC.
As part of the audit work, the Internal Auditors would review the adequacy and effectiveness of the internal control systems,
compliance with rules, regulations, policies and procedures and also evaluates efficiency of auditable areas approved by the
AC through the Internal Audit Plan presented to the AC. The said audit provides reasonable assurance that such internal
control system would continue to operate satisfactorily and effectively in the Group. The Internal Auditors also conducts
investigations and interviews when required or at the request of the AC.
The Internal Auditors submit the Internal Audit report with audit findings and recommendations on areas of concern to the
AC for its review and deliberation on a quarterly basis.
During the financial year, Internal Audit was conducted in the following areas:
(a) Procurement and Accounts Payable Management
(b) Human Resource Management
(c) Inventory Management
(d) Production Planning
The AC is pleased to confirm that all audit findings have been satisfactorily addressed by Management on a timely basis.
During the financial year, the total costs incurred for the internal audit services amounted to RM136,031.
ACCOUNTABILITY AND AUDIT
Financial reporting
The Board aims to provide and present a balanced and meaningful assessment of the Group’s financial performance and
prospects, primarily through the annual financial statements and quarterly announcements of results to shareholders, as well
as, the Management Discussion and Analysis and the Sustainability Reporting section of the Annual Report. The Board is
assisted by the AC to oversee the Group’s financial reporting processes and the quality of its financial reporting.
Internal control & risk management
The Board undertakes overall responsibility for risk oversight and risk management. In view of this, the Board has in place
a structured enterprise risk management framework for the Group which is to identify, monitor, control and report on
principal risks faced by the Group on a regular basis.
The AC will identify the risks from the internal audits carried out and refer to the Risk & Sustainability Committee (“RSC”)
and for RSC’s further action and monitoring.
The RSC reviews and recommends risk management policies and strategies for the Group as well as assist the Board to
discharge its risk management and statutory responsibilities in managing the overall risk exposure of the Group.
The key features and state of internal control and risk management of the Group is furnished in the Statement on Risk
Management and Internal Control in this Annual Report.
AUDIT COMMITTEE
REPORT (Cont’d)
ACCOUNTABILITY AND AUDIT (Cont’d)
Relationship with external auditors
The External Auditors of the Company fulfil an essential role on behalf of Company in giving an assurance to the shareholders
and others, of the reliability of the financial statements of the Group. The External Auditors have an obligation to bring
to the attention of the Board of Directors, the AC and Management any significant defects in the Group’s systems of
reporting, deficiencies in internal control and failure to comply with approved accounting standards and legal and regulatory
requirements.
The audit fees payable by the Company and by the Group to the External Auditors and its affiliated firms or corporations
amounted to RM70,000 and RM356,426 respectively. The non-audit fees payable by the Company and by the Group to
the External Auditors and firms or corporations affiliated to the External Auditors amounted to RM42,000 and RM184,564
respectively.
The details of non-audit fees for the Company and the Group are stated below:
Nature of Services Company Group

RM RM
Review of audit work papers done by third party auditor 30,000 30,000
Review of Statement on Risk Management and Internal Control 12,000 12,000
Income tax compliance matters for a subsidiary in Singapore - 33,315
Application for licenses and incentives for a subsidiary in Thailand - 109,249
Total 42,000 184,564
The Board, through the AC, assesses and affirms the independence and suitability of the External Auditors to continue
in office annually. The scope of the assessment covers calibre of the audit firm, team, fees, scope and planning as well as
quality of processes and performance, independence and objectivity and client communication. The Board has formalised
a set of criteria on assessment on the independence and suitability of External Auditors as well as to govern circumstances
under which contracts for provision of non-audit services could be entered into by the External Auditors.
This AC Report was approved by the Board of Directors on 24 May 2023.

STATEMENT ON RISK MANAGEMENT

AND INTERNAL CONTROL
BOARD RESPONSIBILITY
The Board of Directors (“Board”) of SAM Engineering & Equipment (M) Berhad (“Company” or “SAMEE”) affirms its overall
responsibility for the system of internal control and risk management of the Company and its subsidiaries (“Group”) and for
reviewing the adequacy and integrity of the system. The system of internal control covers governance, risk management,
financial strategy and organisational, operational, regulatory and compliance control. However, the Board recognises that
this system is designed to manage, rather than eliminate, the risk of not adhering to the Group’s policies and achieving its
goals and objectives. Therefore, the system provides reasonable, but not absolute, assurance against the occurrence of any
material misstatement, loss or fraud.
The adequacy and effectiveness of risk management and internal controls are reviewed by the Risk & Sustainability
Committee (“RSC”) and Audit Committee (“AC”), respectively through the Group’s Enterprise Risk Management (“ERM”)
framework and regular internal audits conducted. The Group’s ERM is conducted internally whereas the internal audits are
carried out by internal auditors which are independent service providers. Internal control issues as well as actions taken by
Management to address these issues are tabled by the internal auditors for deliberation during the AC meetings.
Each business unit and their supporting departments have implemented its own control processes under the leadership of
the Chief Executive Officer (“CEO”), who is responsible for the Group’s overall business and regulatory governance.
RISK MANAGEMENT
The Group has in place the ERM framework in accordance with the principles and guidelines outlined under the Committee
of Sponsoring Organisation of the Treadway Commission’s Enterprise Risk Management – Integrating with Strategy and
Performance 2017 and is embedded in the Group’s management systems. In order to identify, measure, assess and manage
risks in our activities and ensure they are aligned with the Group’s strategic objectives and regulatory requirements, we
implemented a risk management framework to identify, measure, assess and manage risks faced by the Group.
The Board has delegated responsibility to the RSC to undertake the review of the risk management framework and risk
dashboards, which detail the likelihood and impact of the significant risks and their corresponding action plans taken by
Management to mitigate such risk.
The RSC is supported by the Chief Risk Officer, key management staff and the risk management section of the business
units led by the head of each unit.
Enterprise Risk Management Framework
The Group’s overall ERM framework is as illustrated in the diagram below:
Governance and Culture

• Board of directors provides oversight of the Group’s strategic plans and their corresponding strategic; and carries
out governance responsibilities to support Management in achieving strategy and business objectives for long term
value creation
• Management establishes operating structures in the pursuit of strategic and business objectives
• Management defines the desired group-wide culture
• Management demonstrates commitment to the Group’s core values
• Management is committed to build human capabilities in alignment with strategic and business objectives
Strategy and Objective Setting

• Management considers potential effects of business context on risk profile
• Management defines risk appetite in the context of creating, preserving and realising value
• Management evaluates alternative strategies and their potential impacts on risk profile
• Management considers risks in formulating business objectives at various levels that align and support strategy

AND INTERNAL CONTROL (Cont’d)
RISK MANAGEMENT (Cont’d)
Enterprise Risk Management Framework (Cont’d)
Performance
• Management identifies risks that impact the performance of strategy and business objectives
• Management assesses the severity of the identified risks
• Management prioritises risks as the basis to select appropriate responses to risks
• Management selects and implements risk responses
• Management develops and evaluates portfolio view of risks
Review and Revision

• Management assesses changes that may substantially affect strategy and business objectives
• Management reviews group performance and considers risks
• Management pursues improvement in ERM
Information, Communication and Reporting

• Management leverages Group’s information and technology systems to support ERM
• Management uses existing communication channels to support ERM
• Management reports on risk, culture and performance at different levels and across the Group
The framework is reviewed and revised as and when necessary to ensure it remains relevant and adequate to manage the
Group’s risks, which continue to evolve along with the changing business environment.
INTERNAL CONTROL SYSTEM
Key Internal Control Processes
1. Authority and Responsibility
(a) The oversight responsibilities of the Board on matters relating to internal control, compliance and governance
are delegated to the AC, through clearly defined Terms of Reference which are reviewed and revised when
necessary.
(b) The Group has a clear organisation structure with well-defined lines of reporting and appropriate levels of
responsibility.
(c) The Authority Limits Document is reviewed and revised when necessary to reflect the authorisation limits of
Management.
2. Planning, Monitoring and Reporting
(a) An annual planning and budgetary exercise is undertaken, deliberated and approved by the Board before
implementation.
(b) Updates on the Group’s business and operations are provided to the Board at every meeting together with the
financial performance variances.
(c) The Chief Financial Officer (“CFO”) is required to assure the AC that adequate processes and controls are in
place for an effective and efficient financial close process in the preparation of each quarterly consolidated
financial statements.
3. Policies and Procedures
Clear, formalised and documented internal policies, standards and procedures are in place to ensure compliance with
internal controls and relevant laws and regulations as well as to detect and prevent fraud or other irregularities. Reviews
are performed to ensure that documents remain current and relevant. The policies and procedures are documented
and are reviewed and updated when applicable. Common Group policies are available on intranet for easy access by
employees.

INTERNAL CONTROL SYSTEM (Cont’d)
Key Internal Control Processes (Cont’d)
4. Audits
The AC assesses compliance with policies and procedures as well as relevant laws and regulations through internal
audits performed. The internal auditors report directly to the AC to assist the AC in discharging their duties and
responsibilities.
The details of the activities carried out by the AC are reported in the Audit Committee Report in the 2023 Annual
Report.
5. Conduct of Staff
(a) A Standard of Conduct, Business Ethics and Conflicts of Interest is established for all employees and defines the
ethical standards and conduct of work required.
(b) A Whistle Blowing Policy is also established to provide an avenue for staff or any external party to report any
improprieties including any breach or suspected breach of any law or regulation in a safe and confidential
manner.
(c) A Personnel Data Protection Policy is established for the management, control and protection of confidential
information used by the Group to avoid leakage and improper use of such information.
(d) An Anti-Bribery and Corruption Policy is established for the purpose of setting the Group’s “top-down” tone for
a zero-tolerance approach towards bribery and corruption.
(e) Segregation of duties is practised whereby conflicting tasks are distributed amongst different employees to
reduce the possibility of error and fraud.
6. Business Continuity Management
The Company and its major subsidiaries have established the Business Continuity Management (“BCM”) Policy which
sets out the objectives, scope, strategies and emergency response procedures as well as the line of authority and
responsibility for effective implementation of business continuity plan throughout the Group. In addition, Business
Continuity Plans are established for critical business functions and critical application systems. These plans will be
reviewed and updated from time to time when applicable. In addition, a disaster recovery mock run was also carried
out on the core information technology systems to ascertain the preparedness in response to business disruption
situations. Findings and feedbacks were gathered and analysed for continual improvement.
* Note: SAM Precision (Thailand) Limited was excluded from the BCM.
7. Information Technology (“IT”) Security and Cyber Resilience
The security and resiliency of the Group’s information and technology infrastructure is crucial to maintaining its business
operations to meet customers’ and stakeholders’ expectations and in safeguarding its reputation. The Information
Technology Cybersecurity and Incident Response Policy together with Information Technology Disaster Recovery
Procedures have been established to ensure that the Group’s information systems and data are properly safeguarded
and adequately protected from major threats such as errors, frauds, privacy violations, service disruptions and natural
disasters.
Continuous and systematic reviews are conducted by the Group IT Department to identify potential threats including
cyber threats and to enhance the technology infrastructure, processes and controls to strengthen the Group’s ability
to prevent, detect and respond to any potential business disruptions and systems failures. In addition, external
consultants are engaged to carry out targeted assessments on IT core risks such as cyber security and resilience
assessments to benchmark the existing IT capabilities against international standards and best practices.

REVIEW OF THIS STATEMENT
RSC and AC
The AC and RSC have reviewed this Statement on Risk Management and Internal Control. Any lapses in internal controls has
been adequately addressed in consultation with the internal auditors. The internal audits conducted throughout the year
have not identified any circumstances which suggest any fundamental deficiencies in the Group’s internal control system.
External Auditors
The external auditors have reviewed this Statement on Risk Management and Internal Control pursuant to the scope set
out in Audit and Assurance Practice Guide (“AAPG”) 3, Guidance for Auditors on Engagements to Report on the Statement
on Risk Management and Internal Control included in the Annual Report issued by the Malaysian Institute of Accountants
(“MIA”) for inclusion in the annual report of the Group for the financial year ended 31 March 2023, and reported to the
Board that nothing has come to their attention that causes them to believe that the statement intended to be included in
the annual report of the Group, in all material respects:
a) has not been prepared in accordance with the disclosures required by paragraphs 41 and 42 of the Statement on Risk
Management and Internal Control: Guidelines for Directors of Listed Issuers, or
b) is factually inaccurate.
AAPG 3 does not require the external auditors to consider whether the Directors’ Statement on Risk Management and
Internal Control covers all risks and controls, or to form an opinion on the adequacy and effectiveness of the Group’s risk
management and internal control system including the assessment and opinion by the Board of Directors and management
thereon. The external auditors are also not required to consider whether the processes described to deal with material
internal control aspects of any significant problems disclosed in the annual report will, in fact, remedy the problems.
CONCLUSION
Notwithstanding the fact that the Group’s system of risk management and internal controls do not eliminate the possibility
of collusion, deliberate circumvention of procedures by employees, fraud or other unforeseen circumstances, the Board has
received assurance from the CEO and CFO that the Group’s risk management and internal control system are operating
adequately and effectively, in all material aspects.
The Board is of the view that the system of internal control and risk management which are in place for the year under
review, and up to the date of approval of this Statement, is sound and sufficient to safeguard shareholders’ investment, the
interest of customers, regulators, employees and other stakeholders, and the Group’s assets.
The Statement on Risk Management and Internal Control was approved by the Board of Directors on 24 May 2023.
OTHER
INFORMATION
1. Recurrent Related Party Transactions (RRPT) of revenue or trading nature for the year ended 31 March 2023
Details of RRPT made during the financial year ended 31 March 2023 pursuant to the shareholders’ mandate obtained
by the company at the Annual General Meeting held on 23 August 2022 are as follows:
Related
Party with
Companies within whom the
the Group involved Nature of Group is Amount in Interested
in RRPT transactions transacting RM’000 Related Party Relationship
SAMEE Group Sales of SAM 17,080 Tan Kai Hoe, Tan Kai Hoe is the
aerospace Singapore Goh Wee Keng, Non-Independent Non-
parts and other Group Shum Sze Executive Chairman of
precision tools Keong, Ng SAMEE, Director and
Boon Keat, Deputy Chairman of SAM
Sales of 4,491 Peter Lim Hee Singapore and Director,
fabrication, Seng, Temasek, and President & CEO of
machining Accuron, SAM Accuron.
services & Singapore
special process Goh Wee Keng is the
services Non-Independent Non-
Executive Director of
SAMEE, and the President
Provision of 1,527 and CEO and Director
corporate of SAM Singapore. He is
management also a Director of certain
services, subsidiaries of SAMEE
engineering and and SAM Singapore
administrative (including Aviatron and
services SAM (Suzhou) Co. Ltd)
respectively. N1
Purchase of (9,642)
fabrication Peter Lim Hee Seng is the
machining CEO of SAMEE, Alternate
special process Director to Goh Wee
services Keng, Director of SAM
(Suzhou) Co., Ltd, Aviatron
Purchase of (6,294) and certain subsidiaries of
corporate SAMEE respectively. N2
management,
engineering and Shum Sze Keong is a
administrative, Non-Independent Non-
fitting and Executive Director of
quality SAMEE and a Director of
assurance SAM Singapore.
services
Ng Boon Keat, Chief
Operating Officer of
Rental of office, (6,293)
SAMEE Group, Director
factory premises
of certain subsidiaries of
and machines
SAMEE and Aviatron. N3
OTHER
INFORMATION (Cont’d)
1. Recurrent Related Party Transactions (RRPT) of revenue or trading nature for the year ended 31 March 2023
(Cont’d)
SAMEE : SAM Engineering & Equipment (M) Berhad

SAMEE Group : SAM Engineering & Equipment (M) Berhad and its subsidiaries
SAM Singapore : Singapore Aerospace Manufacturing Pte Ltd, the immediate holding company of SAMEE
SAM Singapore Group : SAM Singapore and its subsidiaries / associates excluding SAMEE Group
Aviatron : Aviatron (M) Sdn Bhd, a subsidiary of SAM Singapore
Accuron : Accuron Technologies Limited, the immediate holding company of SAM Singapore
Temasek : Temasek Holdings (Private) Limited, the immediate holding company of Accuron
Notes:
N1
Mr. Goh Wee Keng retired as Non-Independent Non-Executive Director of SAMEE on 23 August 2022 and
vacated his office as Director of all subsidiaries of SAMEE on 5 October 2022.
N2
Mr. Peter Lim Hee Seng ceased as Alternate Director to Mr. Goh Wee Keng upon his retirement as Director of
the Company on 23 August 2022. Peter was appointed as Executive Director of the Company on 24 August
2022 and resigned as a Director of Aviatron on 18 January 2023.
N3
Mr. Ng Boon Keat resigned as Director of Aviatron on 6 January 2023.
2. Employees’ Share Grant Scheme (“ESGS”)
The ESGS was approved by shareholders at the Extraordinary General Meeting held on 14 August 2018. The ESGS is
administered by the ESGS Committee which is appointed by the Board of Directors in accordance with the By-Laws
of the ESGS.
The main features of the ESGS are as follows:
(a) The ESGS shall be in force for a period of 5 years from 30 November 2018 (“ESGS Period”) and may be
extended at the discretion of the Board upon the recommendation of the ESGS Committee, provided that
the ESGS Period shall not in aggregate exceed a duration of 10 years from 30 November 2018, or such longer
duration as may from time to time be permitted by the relevant authorities;
(b) The total number of shares which may be made available under the ESGS shall not exceed in aggregate 5% of
the total number of issued shares of the Company (excluding treasury shares, if any) at any point in time during
the ESGS Period;
(c) The ESGS Award was granted to the eligible employees in accordance to the By-Laws of ESGS with vesting
conditions to be fulfilled before it is converted into the Company’s shares. The Directors and senior management
of the Group will not participate in the ESGS.
(d) The Company had made the following awards of shares under ESGS to the eligible employees:
Number of Shares Granted Vesting Date

189,840 30 August 2022
(e) There were no shares granted to the Non-Executive Directors of the Company since the implementation of
ESGS.
3. Material Contracts Involving Interests of Directors and Major Shareholders
There were no material contracts of the Company and its subsidiaries involving interests of directors and major
shareholders for the financial year under review.
STATEMENT OF DIRECTORS’
RESPONSIBILITY IN RELATION TO
THE FINANCIAL STATEMENTS
The Board is responsible for ensuring that the financial statements give a true and fair view of the state of affairs of the
Company and of the Group as at the end of the financial year and of their profit or loss and cash flows for the year then
ended. In preparing the financial statements, the Directors have ensured compliance with applicable approved accounting
standards in Malaysia and the provisions of the Companies Act 2016.
In preparing the financial statements, the Directors have selected and applied consistently suitable accounting policies and
made reasonable and prudent judgements and estimates.
The Directors also have a general responsibility for taking steps to safeguard the assets of the Group and to prevent and
detect fraud and other irregularities.
This statement was approved by the Board of Directors on 24 May 2023.

FINANCIAL
STATEMENTS
DIRECTORS’
90 REPORT
STATEMENTS OF
98 FINANCIAL POSITION
STATEMENTS OF PROFIT OR LOSS AND

100 OTHER COMPREHENSIVE INCOME
CONSOLIDATED STATEMENT OF
102 CHANGES IN EQUITY
STATEMENT OF
104 CHANGES IN EQUITY
STATEMENTS OF
105 CASH FLOWS
NOTES TO THE FINANCIAL

111 STATEMENTS
STATEMENT BY
195 DIRECTORS
STATUTORY
196 DECLARATION
INDEPENDENT AUDITORS’
197 REPORT
DIRECTORS’
REPORT
FOR THE YEAR ENDED 31 MARCH 2023
The Directors have pleasure in submitting their report and the audited financial statements of the Group and of the Company
for the financial year ended 31 March 2023.
Principal activities
The principal activities of the Company are investment holding and provision of corporate management services.
There has been no significant change in the nature of these activities during the financial year.
Ultimate holding company
The Company is an indirect subsidiary of Temasek Holdings (Private) Limited, of which is incorporated in the Republic of
Singapore and regarded by the Directors as the Company’s ultimate holding company, during the financial year and until
the date of this report.
Subsidiaries
The details of the Company’s subsidiaries are disclosed in Note 6 to the financial statements.
Results
Group Company
RM’000 RM’000
Profit for the year attributable to owners of the Company 88,849 63,603
Reserves and provisions
There were no material transfers to or from reserves and provisions during the financial year under review except as disclosed
in the financial statements.
Dividends
Since the end of the previous financial year, the amount of dividends declared and paid by the Company were as follows:
i) In respect of the financial year ended 31 March 2022:
• a first interim single tier dividend of 3.50 sen per ordinary share totalling RM18,948,986 declared on 24 May
2022 and paid on 18 August 2022.
ii) In respect of the financial year ended 31 March 2023:
• a first interim single tier dividend of 2.50 sen per ordinary share declared on 24 May 2023 and to be paid on 8
August 2023.
The Directors do not recommend any other dividend to be paid for the current financial year.
DIRECTORS’
REPORT (Cont’d)
Directors of the Company
Directors who served during the financial year until the date of this report are:
Tan Kai Hoe

Shum Sze Keong
Datuk Dr. Wong Lai Sum
YM Tunku Afwida Binti Dato’ Tunku Abdul Malek
Suresh Natarajan
Ng Chee Kiet
Peter Lim Hee Seng (Appointed on 24 August 2022; resigned on 23 August 2022 as alternate Director to
Goh Wee Keng)
Dato’ Seri Wong Siew Hai (Vacated office on 23 August 2022)
Goh Wee Keng (Retired on 23 August 2022)
Lee Hock Chye (Vacated office on 23 August 2022)
Directors of subsidiaries
Pursuant to Section 253(2) of the Companies Act 2016, the Directors who served in the Company’s subsidiaries during the
financial year until the date of this report are as follows:
Peter Lim Hee Seng

Ng Boon Keat
Teh Mun Ling
Directors’ interests in shares
The interests and deemed interests in the ordinary shares of the Company and of its related corporations of those who were
Directors at financial year end (including the interests of the spouses and/or children of the Directors who themselves are
not Directors of the Company) as recorded in the Register of Directors’ Shareholdings are as follows:
Number of ordinary shares

Balance at Balance at
1.4.2022 Bought (Sold) 31.3.2023
Interests in the Company:
Peter Lim Hee Seng
Direct interests:
- own 653,600 - - 653,600
Interest in the related corporations:
Singapore Telecommunications Limited
Tan Kai Hoe
Direct interests:
- own 21,190 - - 21,190
DIRECTORS’
REPORT (Cont’d)
Directors’ interests in shares (Cont’d)

1.4.2022 Bought (Sold) 31.3.2023
Interest in the related corporations: (Cont’d)
Singapore Telecommunications Limited (Cont’d)
Shum Sze Keong
Direct interests:
- own 1,610 - - 1,610
Indirect interests:
- others (1) 1,610 - - 1,610
Peter Lim Hee Seng
Direct interests:
- own 870 - - 870
Suresh Natarajan
Direct interests:
- own 1,610 - - 1,610
Mapletree Industrial Trust Management Ltd

(Unit holdings in Mapletree Industrial Trust)
Tan Kai Hoe
Direct interests:
- own 4,054 - - 4,054
Peter Lim Hee Seng
Direct interests:
- own 7,900 - - 7,900
SIA Engineering Company Limited
Tan Kai Hoe
Direct interests:
- own 9,000 - - 9,000
DIRECTORS’
REPORT (Cont’d)

1.4.2022 Bought (Sold) 31.3.2023
SIA Engineering Company Limited (Cont’d)
Peter Lim Hee Seng
Direct interests:
- own 1,000 - - 1,000
CapitaLand India Trust Management Pte. Ltd

(formerly known as Ascendas Property Fund
Trustee Pte. Ltd)
Tan Kai Hoe
Direct interests:
- own 20,000 - - 20,000
CapitaLand Investment Limited
Tan Kai Hoe
Direct interests:
- own 5,000 - - 5,000
CapitaLand Integrated Commercial Trust

Management Limited
Tan Kai Hoe
Direct interests:
- own 773 - - 773
Singapore Airlines Limited
Tan Kai Hoe
Direct interests:
- own 7,500 - - 7,500
DIRECTORS’
REPORT (Cont’d)

1.4.2022 Bought (Sold) 31.3.2023
Singapore Technologies Engineering Ltd
Tan Kai Hoe
Direct interests:
- own 2,000 - - 2,000
StarHub Ltd
Tan Kai Hoe
Direct interests:
- own 10,000 - - 10,000
Paragon Reit Management Pte. Ltd. (formerly

known as SPH Reit Management Pte. Ltd)
Tan Kai Hoe
Direct interests:
- own - 4,692 (2) - 4,692
(1)
Interests pursuant to Section 59(11)(c) of the Companies Act 2016
(2)
Became a related corporation on 29 April 2022
None of the other Directors holding office at 31 March 2023 had any interest in the ordinary shares of the Company and of
its related corporations during the financial year.
Directors’ benefits
Since the end of the previous financial year, no Director of the Company has received nor become entitled to receive any
benefit (other than those shown below) by reason of a contract made by the Company or a related corporation with the
Director or with a firm of which the Director is a member, or with a company in which the Director has a substantial financial
interest.
DIRECTORS’
REPORT (Cont’d)
Directors’ benefits (Cont’d)
The directors’ benefits paid to or receivable by directors in respect of the financial year ended 31 March 2023 are as follows:
From
From the subsidiary
Company companies
RM’000 RM’000
Directors of the Company:

Fees 557 -
Remuneration 146 -
703 -
There were no arrangements during and at the end of the financial year which had the object of enabling Directors of the
Company to acquire benefits by means of the acquisition of shares in or debentures of the Company or any other body
corporate.
Issue of shares and debentures
During the financial year, the share capital of the Company increased from RM213,966,185 to RM214,784,016 pursuant to
the issuance of Employees’ Share Grant Scheme (“ESGS”). The Company issued 189,840 new ordinary shares pursuant to
the ESGS at the issue price of RM4.3080 per share.
There were no other changes in the issued and paid-up share capital of the Company and no debentures were issued during
the financial year.
Options granted over unissued shares
No options were granted to any person to take up unissued shares of the Company during the financial year other than
through the ESGS operated by the Company as disclosed in the financial statements.
Employees’ Share Grant Scheme
At an Extraordinary General Meeting held on 14 August 2018, the Company’s shareholders approved the establishment of
an Employees’ Share Grant Scheme (“ESGS”) of up to 5% of the total number of issued shares of the Company to eligible
employees of the Group. The ESGS is administered by the ESGS Committee in accordance with the By-Laws of the ESGS.
The salient features of the ESGS are, inter alia, as follows:
(a) The ESGS shall be in force for a period of 5 years from 30 November 2018 (“ESGS Period”) and may be extended at
the discretion of the Board upon the recommendation of the ESGS Committee, provided that the ESGS Period shall
not in aggregate exceed a duration of 10 years from 30 November 2018, or such longer duration as may from time to
time be permitted by the relevant authorities;
(b) The total number of shares which may be made available under the ESGS shall not exceed in aggregate 5% of the
total number of issued shares of the Company (excluding treasury shares, if any) at any point in time during the ESGS
Period;
(c) Eligible employees are employees employed by and are on the payroll of any company in the Group (excluding
dormant subsidiaries) and his/her employment has been confirmed by the company, who are at least 18 years of age
and is not undischarged bankrupt. The Directors and senior management of the Group will not participate in the
ESGS;
DIRECTORS’
REPORT (Cont’d)
Employees’ Share Grant Scheme (Cont’d)
(d) Not more than 10% of the aggregate number of shares to be issued under the ESGS shall be allocated to any
individual eligible employee who, either singly or collectively through persons connected with the eligible employee,
holds 20% or more of the total number of issued shares of the Company (excluding treasury shares, if any); and
(e) The shares issued pursuant to the ESGS shall rank pari passu in all respects with the existing ordinary shares of the
Company.
Indemnity and insurance costs
During the financial year, the total cost of insurance amounting to RM151,216 was incurred by the Company to cover the
Directors and officers of the Group and of the Company for a total sum insured of RM100 million.
There was no indemnity given to or insurance effected for the auditors of the Group and of the Company.
Other statutory information
Before the financial statements of the Group and of the Company were made out, the Directors took reasonable steps to
ascertain that:
i) all known bad debts have been written off and adequate provision made for doubtful debts, and
ii) any current assets which were unlikely to be realised in the ordinary course of business have been written down to an
amount which they might be expected so to realise.
At the date of this report, the Directors are not aware of any circumstances:
i) that would render the amount written off for bad debts or the amount of the provision for doubtful debts in the Group
and in the Company inadequate to any substantial extent, or
ii) that would render the value attributed to the current assets in the financial statements of the Group and of the
Company misleading, or
iii) which have arisen which render adherence to the existing method of valuation of assets or liabilities of the Group and
of the Company misleading or inappropriate, or
iv) not otherwise dealt with in this report or the financial statements that would render any amount stated in the financial
statements of the Group and of the Company misleading.
At the date of this report, there does not exist:
i) any charge on the assets of the Group or of the Company that has arisen since the end of the financial year and which
secures the liabilities of any other person, or
ii) any contingent liability in respect of the Group or of the Company that has arisen since the end of the financial year.
No contingent liability or other liability of any company in the Group has become enforceable, or is likely to become
enforceable within the period of twelve months after the end of the financial year which, in the opinion of the Directors, will
or may substantially affect the ability of the Group and of the Company to meet their obligations as and when they fall due.
In the opinion of the Directors, the financial performance of the Group and of the Company for the financial year ended 31
March 2023 have not been substantially affected by any item, transaction or event of a material and unusual nature nor has
any such item, transaction or event occurred in the interval between the end of that financial year and the date of this report.
DIRECTORS’
REPORT (Cont’d)
Auditors
The auditors, KPMG PLT, have indicated their willingness to accept re-appointment.
The auditors’ remuneration of the Group and of the Company during the year are as follows:
Group Company
RM’000 RM’000
Audit fees 300 70

Non-audit fees 12 12
312 82
Signed on behalf of the Board of Directors in accordance with a resolution of the Directors:
……………………………………...…..
Tan Kai Hoe
Director
……………………………………...…..
Peter Lim Hee Seng
Director
Date: 23 June 2023

STATEMENTS OF
FINANCIAL POSITION
AS AT 31 MARCH 2023
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Assets
Property, plant and equipment 3 476,786 295,907 980 1,000

Right-of-use assets 4 38,003 35,315 460 919
Intangible assets 5 12,311 10,706 1,338 507
Investments in subsidiaries 6 - - 316,789 275,645
Deferred tax assets 7 13,310 4,796 - -
Prepayments 8 23,570 22,712 - -
Total non-current assets 563,980 369,436 319,567 278,071
Inventories 9 481,113 335,095 - -

Contract assets 10 191,841 150,335 - -
Trade and other receivables 8 342,067 316,639 11,811 7,720
Derivative financial assets 11 2,370 147 - -
Current tax assets 5,221 4,446 1 5
Cash and bank balances 21,045 31,063 529 1,120
Total current assets 1,043,657 837,725 12,341 8,845
Total assets 1,607,637 1,207,161 331,908 286,916
Equity
Share capital 12 214,784 213,967 214,784 213,967

Reserves 13 600,080 480,718 105,238 61,171
Equity attributable to owners of

the Company 814,864 694,685 320,022 275,138
STATEMENTS OF
FINANCIAL POSITION (Cont’d)
AS AT 31 MARCH 2023
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Liabilities
Loans and borrowings 14 74,920 5,852 - -

Lease liabilities 19,267 20,408 - 472
Deferred income 16 627 8,266 - -
Provisions 17 812 193 - -
Deferred tax liabilities 7 17,523 13,471 - -
Total non-current liabilities 113,149 48,190 - 472
Loans and borrowings 14 404,601 205,188 - -

Lease liabilities 10,885 7,059 472 459
Deferred income 16 207 1,606 - -
Trade and other payables 18 241,177 230,013 11,414 10,847
Contract liabilities 10 - 615 - -
Derivative financial liabilities 11 959 872 - -
Provisions 17 8,151 7,767 - -
Current tax liabilities 13,644 11,166 - -
Total current liabilities 679,624 464,286 11,886 11,306
Total liabilities 792,773 512,476 11,886 11,778
Total equity and liabilities 1,607,637 1,207,161 331,908 286,916
The notes on pages 111 to 194 are an integral part of these financial statements.

OTHER COMPREHENSIVE INCOME
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Revenue 19 1,445,358 1,147,645 93,436 39,683
Cost of sales (1,277,305) (1,018,883) - -
Gross profit 168,053 128,762 93,436 39,683
Other operating income 27,679 25,681 190 47
Distribution expenses (3,748) (2,298) (101) (196)
Administrative expenses (57,014) (42,473) (27,236) (21,850)
Net gain/(loss) on impairment of

financial instruments and contract
assets 21 596 537 (10) (254)
Other operating expenses (5,545) (7,339) (2,655) (2,952)
Results from operating activities 130,021 102,870 63,624 14,478
Interest income 111 28 - -

Finance costs 20 (15,161) (2,447) (21) (34)
Net finance costs (15,050) (2,419) (21) (34)
Profit before tax 21 114,971 100,451 63,603 14,444
Tax expense 23 (26,122) (24,996) - -
Profit for the year 88,849 75,455 63,603 14,444


OTHER COMPREHENSIVE INCOME (Cont’d)
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Items that are or may be

reclassified subsequently to
profit or loss
Cash flow hedge 2,588 (1,219) - -

Foreign currency translation
differences 47,461 8,488 - -
Total other comprehensive income

for the year, net of tax 50,049 7,269 - -
Total comprehensive income for

the year 138,898 82,724 63,603 14,444
Profit for the year attributable to:
Owners of the Company 88,849 75,455 63,603 14,444
Total comprehensive income for

the year attributable to:
Owners of the Company 138,898 82,724 63,603 14,444
Basic/Diluted earnings per

ordinary share (sen) 24 16.41 13.94
Attributable to owners of the Company 102
Non-distributable Distributable
Employees’
Share Grant
Share Scheme Hedging Translation Retained Total
capital reserve reserve reserve earnings equity
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
At 1 April 2021 212,731 1,483 (36) 69,260 343,006 626,444
Other comprehensive (expense)/income for the year

- Cash flow hedge - - (1,219) - - (1,219)

- Foreign currency translation differences - - - 8,488 - 8,488
Total other comprehensive (expense)/income

for the year - - (1,219) 8,488 - 7,269
Profit for the year - - - - 75,455 75,455

CHANGES IN EQUITY
Total comprehensive (expense)/income for the year - - (1,219) 8,488 75,455 82,724
Transactions with owners of the Company
- Dividend to owners of the Company (Note 25) - - - - (14,929) (14,929)

- Shares issued pursuant to ESGS (Note 12.1) 1,236 (1,236) - - - -
- Share-based payment transactions - 446 - - - 446
1,236 (790) - - (14,929) (14,483)
At 31 March 2022 213,967 693 (1,255) 77,748 403,532 694,685

Note 12 Note 13
ANNUAL REPORT 2023
Attributable to owners of the Company
Non-distributable Distributable
Employees’
Share Grant
Share Scheme Hedging Translation Retained Total
capital reserve reserve reserve earnings equity
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
At 1 April 2022 213,967 693 (1,255) 77,748 403,532 694,685
Other comprehensive income for the year

- Cash flow hedge - - 2,588 - - 2,588

SAM ENGINEERING & EQUIPMENT (M) BERHAD
- Foreign currency translation differences - - - 47,461 - 47,461
Total other comprehensive income for the year - - 2,588 47,461 - 50,049
Profit for the year - - - - 88,849 88,849

CHANGES IN EQUITY
Total comprehensive income for the year - - 2,588 47,461 88,849 138,898
(Cont’d)
- Dividend to owners of the Company (Note 25) - - - - (18,949) (18,949)

- Shares issued pursuant to ESGS (Note 12.1) 817 (817) - - - -
- Share-based payment transactions - 230 - - - 230
817 (587) - - (18,949) (18,719)

At 31 March 2023 214,784 106 1,333 125,209 473,432 814,864

Note 12 Note 13
103
STATEMENT OF
CHANGES IN EQUITY
Attributable to owners of the Company

Non-
distributable Distributable
Employees’
Share Grant
Share Scheme Retained Total
capital reserve earnings equity
RM’000 RM’000 RM’000 RM’000
At 1 April 2021 212,731 1,483 60,963 275,177
Profit for the year representing total

comprehensive income for the year - - 14,444 14,444
- Share-based payment transactions - 446 - 446

- Shares issued pursuant to ESGS (Note 12.1) 1,236 (1,236) - -
- Dividend to owners of the Company (Note 25) - - (14,929) (14,929)
1,236 (790) (14,929) (14,483)
At 31 March 2022/1 April 2022 213,967 693 60,478 275,138
Profit for the year representing total

comprehensive income for the year - - 63,603 63,603
- Share-based payment transactions - 230 - 230

- Shares issued pursuant to ESGS (Note 12.1) 817 (817) - -
- Dividend to owners of the Company (Note 25) - - (18,949) (18,949)
817 (587) (18,949) (18,719)
At 31 March 2023 214,784 106 105,132 320,022

Note 12 Note 13
STATEMENTS OF
CASH FLOWS
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Cash flows from

operating activities
Profit before tax 114,971 100,451 63,603 14,444
Adjustments for:
Property, plant and equipment
- depreciation 3 55,513 48,493 491 384
- gain on disposals (125) (146) - (3)
- written off 251 38 10 -
Right-of-use assets
- depreciation 4 10,597 8,950 459 459
Amortisation of intangible assets 5 2,849 2,733 253 125
Amortisation of government grants 21 (9,604) (9,048) - -
Fair value loss/(gain) on derivatives 21 452 (1,695) - -
Interest income (111) (28) (37) (2)
Interest expense 20 13,659 1,191 - -
Accretion of interest on lease
liabilities 20 1,502 1,256 21 34
Dividend income 19 - - (67,563) (16,228)
Employees’ Share Grant Scheme
expenses 15 230 446 125 38
Net (gain)/loss on impairment on
- trade receivables 21 (463) (462) - -
- contract assets 21 (133) (75) - -
- amount due from a subsidiary - - 10 254
- investments in subsidiaries 21 - - 15 11
Provision for
- warranties 17 686 1,270 - -
- onerous contracts 17 920 - - -
Reversal of provision for
- warranties 17 (1,276) (2,168) - -
- onerous contracts 17 - (33) - -
Operating profit/(loss) before

changes in working capital 189,918 151,173 (2,613) (484)
STATEMENTS OF
CASH FLOWS (Cont’d)
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Changes in working capital:
Trade and other receivables (25,095) (81,748) (3,992) (4,587)

Inventories (147,307) (158,828) - -
Contract assets (31,346) (15,675) - -
Trade and other payables 10,538 78,346 567 5,161
Contract liabilities (615) (653) - -
Provisions 686 209 - -
Cash (used in)/generated

from operations (3,221) (27,176) (6,038) 90
Dividends received - - 67,563 16,228

Income tax paid (29,215) (25,015) - -
Net cash (used in)/from operating

activities (32,436) (52,191) 61,525 16,318
Cash flows from investing activities
Purchase of plant and equipment A (219,159) (47,708) (481) (539)

Additions to intangible assets B (3,749) (680) (1,084) (235)
Increase in investments in
subsidiaries - - (41,159) -
Interest received 111 28 37 2
Proceeds from disposals of plant
and equipment 364 147 - 3
Capital grants received - 13,593 - -
Net cash used in investing

activities (222,433) (34,620) (42,687) (769)
STATEMENTS OF
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Cash flows from financing activities
Dividends paid (18,949) (14,929) (18,949) (14,929)

Interest paid (15,161) (2,447) (21) (34)
Drawdown/(Repayment) of
term loans 73,962 (6,490) - -
Drawdown of revolving credit 194,519 127,262 - -
Payment of lease liabilities (9,819) (8,192) (459) (447)
Net cash from/(used in)

financing activities 224,552 95,204 (19,429) (15,410)
Net (decrease)/ increase in cash

and cash equivalents (30,317) 8,393 (591) 139
Cash and cash equivalents at

beginning of year 31,063 16,107 1,120 981
Effect of exchange rate fluctuations 20,299 6,563 - -
Cash and cash equivalents at end

of year C 21,045 31,063 529 1,120
Cash outflows for leases as a lessee
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Included in net cash (used in)/from

operating activities:
Payment relating to:
- short-term leases 21 2,093 553 223 147
- leases of low-value assets 21 178 124 22 31
- interest on lease liabilities 20 1,502 1,256 21 34
Included in net cash from/(used in)

financing activities:
Payment of lease liabilities 9,819 8,192 459 447
Total cash outflows for leases 13,592 10,125 725 659

STATEMENTS OF
NOTES
A. Purchase of plant and equipment
During the financial year, the Group and the Company acquired plant and equipment by way of the following:
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Acquired in cash 219,159 47,708 481 539

Prepayment in relation to purchase of
plant and equipment (879) (19,748) - -
Decrease in amount due to vendor of
plant and equipment (799) (853) - -
Total additions 217,481 27,107 481 539
B. Additions to intangible assets
During the financial year, the Group and the Company acquired intangible assets by way of the following:
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Acquired in cash 3,749 680 1,084 235

Prepayment 21 (21) - -
Total additions 3,770 659 1,084 235
C. Cash and cash equivalents
Cash and cash equivalents included in the statements of cash flows comprise cash and bank balances as shown on the
statements of financial position.
NOTES (Cont’d)
D. Reconciliation of movements of liabilities to cash flows arising from financing activities
Net Effect of
At changes from movement At
1 April financing cash Acquisition Derecognition in exchange 31 March
2021 flows of new lease of lease rates 2022
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Revolving credit 71,190 127,262 - - - 198,452

Term loans 19,078 (6,490) - - - 12,588

CASH FLOWS
Lease liabilities 34,186 (8,192) 1,450 (423) 446 27,467

(Cont’d)
STATEMENTS OF
124,454 112,580 1,450 (423) 446 238,507
Net
At changes from Effect of At
1 April financing cash Acquisition movement in 31 March
2022 flows of new lease Remeasurement exchange rates 2023
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Revolving credit 198,452 194,519 - - - 392,971

Term loans 12,588 73,962 - - - 86,550
Lease liabilities 27,467 (9,819) 10,118 525 1,861 30,152
238,507 258,662 10,118 525 1,861 509,673

109
NOTES (Cont’d) 110
D. Reconciliation of movements of liabilities to cash flows arising from financing activities (Cont’d)
Net At Net
At changes from 31 March changes from At
1 April Acquisition financing cash 2022/1 April financing cash 31 March
2021 of new leases flows 2022 flows 2023
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Company
Lease liabilities - 1,378 (447) 931 (459) 472

CASH FLOWS
(Cont’d)
STATEMENTS OF
ANNUAL REPORT 2023

STATEMENTS
SAM Engineering & Equipment (M) Berhad is a public limited liability company, incorporated and domiciled in Malaysia
and listed on the Main Market of Bursa Malaysia Securities Berhad. The addresses of the principal place of business and
registered office of the Company are as follows:
Principal place of business
Plot 17, Hilir Sungai Keluang Tiga

Bayan Lepas Free Industrial Zone
Phase 4
11900 Penang
Registered office
Suite 18.05, MWE Plaza

No.8, Lebuh Farquhar
10200 Penang
The consolidated financial statements of the Company as at and for the financial year ended 31 March 2023 comprise the
Company and its subsidiaries (together referred to as the “Group” and individually referred to as “Group entities”).
The principal activities of the Company are investment holding and provision of corporate management services. The
principal activities of the subsidiaries are stated in Note 6 to the financial statements.
The immediate holding company is Singapore Aerospace Manufacturing Pte. Ltd. and the penultimate holding company
is Accuron Technologies Limited. The ultimate holding company is Temasek Holdings (Private) Limited. All the above
companies are incorporated in the Republic of Singapore.
These financial statements were authorised for issue by the Board of Directors on 23 June 2023.
1. Basis of preparation
(a) Statement of compliance
The financial statements of the Group and of the Company have been prepared in accordance with Malaysian
Financial Reporting Standards (“MFRSs”), International Financial Reporting Standards and the requirements of
the Companies Act 2016 in Malaysia.
The following are accounting standards, interpretations and amendments of the MFRSs have been issued by the
Malaysian Accounting Standards Board (“MASB”) but have not been adopted by the Group and the Company:
MFRSs, interpretations and amendments effective for annual periods beginning on or after 1 January 2023
• MFRS 17, Insurance Contracts
• Amendments to MFRS 17, Insurance Contracts – Initial application of MFRS 17 and MFRS 9 – Comparative
Information
• Amendments to MFRS 101, Presentation of Financial Statements – Disclosures of Accounting Policies
• Amendments to MFRS 108, Accounting Policies, Changes in Accounting Estimates and Errors – Definition
of Accounting Estimates
• Amendments to MFRS 112, Income Taxes – Deferred Tax related to Assets and Liabilities arising from a
Single Transaction and International Tax Reform – Pillar Two Model Rules
MFRSs, interpretations and amendments effective for annual periods beginning on or after 1 January 2024
• Amendment to MFRS 16, Leases – Lease Liability in a Sale and Leaseback
• Amendment to MFRS 101, Presentation of Financial Statements – Non-current Liabilities with Covenants
and Classification of Liabilities as Current or Non-current

STATEMENTS (Cont’d)
1. Basis of preparation (Cont’d)
(a) Statement of compliance (Cont’d)
MFRSs, interpretations and amendments effective for annual periods beginning on or after a date yet to
be confirmed
• Amendments to MFRS 10, Consolidated Financial Statements and MFRS 128, Investments in Associates
and Joint Ventures – Sale or Contribution of Assets between an Investor and its Associate or Joint Venture
The Group and the Company plan to apply the abovementioned accounting standards, interpretations and
amendments, where applicable in the respective financial years when the abovementioned accounting standards,
interpretations and amendments become effective.
The Group and the Company do not plan to apply MFRS 17 and amendments to MFRS 17 that are effective for
annual periods beginning on or after 1 January 2023 as they are not applicable to the Group and the Company.
The initial application of the accounting standards, interpretations and amendments is not expected to have any
material financial impacts to the current period and prior period financial statements of the Group and of the
Company.
(b) Basis of measurement
The financial statements have been prepared on the historical cost basis other than as disclosed in the financial
statements.
(c) Functional and presentation currency
These financial statements are presented in Ringgit Malaysia (“RM”), which is the Company’s functional currency.
All financial information is presented in RM and has been rounded to the nearest thousand, unless otherwise
stated.
(d) Use of estimates and judgements
The preparation of the financial statements in conformity with MFRSs requires management to make judgements,
estimates and assumptions that affect the application of accounting policies and the reported amounts of assets,
liabilities, income and expenses. Actual results may differ from these estimates.
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimates are revised and in any future periods affected.
There are no significant areas of estimation uncertainty and critical judgements in applying accounting policies
that have significant effect on the amounts recognised in the financial statements other than those disclosed in
the following notes:
• Note 3.1 - Property, plant and equipment (impairment loss)

• Note 9.1 - Inventories

2. Significant accounting policies
The accounting policies set out below have been applied consistently to the periods presented in these financial
statements and have been applied consistently by the Group entities, unless otherwise stated.
(a) Basis of consolidation
(i) Subsidiaries
Subsidiaries are entities, including structured entities, controlled by the Company. The financial statements
of subsidiaries are included in the consolidated financial statements from the date that control commences
until the date that control ceases.
The Group controls an entity when it is exposed, or has rights, to variable returns from its involvement
with the entity and has the ability to affect those returns through its power over the entity. Potential
voting rights are considered when assessing control only when such rights are substantive. The Group also
considers it has de facto power over an investee when, despite not having the majority of voting rights, it
has the current ability to direct the activities of the investee that significantly affect the investee’s return.
Investments in subsidiaries are measured in the Company’s statement of financial position at cost less any
impairment losses, unless the investment is classified as held for sale or distribution. The cost of investment
includes transaction costs.
(ii) Business combinations
Business combinations are accounted for using the acquisition method from the acquisition date, which is
the date on which control is transferred to the Group.
For new acquisitions, the Group measures the cost of goodwill at the acquisition date as:
• the fair value of the consideration transferred; plus

• the recognised amount of any non-controlling interests in the acquiree; plus
• if the business combination is achieved in stages, the fair value of the existing equity interest in the
acquiree; less
• the net recognised amount (generally fair value) of the identifiable assets acquired and liabilities
assumed.
When the excess is negative, a bargain purchase gain is recognised immediately in profit or loss.
For each business combination, the Group elects whether it measures the non-controlling interests in the
acquiree either at fair value or at the proportionate share of the acquiree’s identifiable net assets at the
acquisition date.
Transaction costs, other than those associated with the issue of debt or equity securities, that the Group
incurs in connection with a business combination are expensed as incurred.
(iii) Acquisitions of non-controlling interests
The Group accounts for all changes in its ownership interest in a subsidiary that do not result in a loss of
control as equity transactions between the Group and its non-controlling interest holders. Any difference
between the Group’s share of net assets before and after the change, and any consideration received or
paid, is adjusted to or against Group reserves.

2. Significant accounting policies (Cont’d)
(a) Basis of consolidation (Cont’d)
(iv) Loss of control
Upon the loss of control of a subsidiary, the Group derecognises the assets and liabilities of the former
subsidiary, any non-controlling interests and the other components of equity related to the former
subsidiary from the consolidated statement of financial position. Any surplus or deficit arising on the loss
of control is recognised in profit or loss. If the Group retains any interest in the former subsidiary, then
such interest is measured at fair value at the date that control is lost. Subsequently, it is accounted for as
an equity accounted investee or as an available-for-sale financial asset depending on the level of influence
retained.
(v) Transactions eliminated on consolidation
Intra-group balances and transactions, and any unrealised income and expenses arising from intra-group
transactions, are eliminated in preparing the consolidated financial statements.
(b) Foreign currency
(i) Foreign currency transactions
Transactions in foreign currencies are translated to the respective functional currencies of Group entities at
exchange rates at the dates of the transactions.
Monetary assets and liabilities denominated in foreign currencies at the end of the reporting period are
retranslated to the functional currency at the exchange rate at that date.
Non-monetary assets and liabilities denominated in foreign currencies are not retranslated at the end
of the reporting date, except for those that are measured at fair value are retranslated to the functional
currency at the exchange rate at the date that the fair value was determined.
Foreign currency differences arising on retranslation are recognised in profit or loss, except for differences
arising on the retranslation of equity instruments where they are measured at fair value through other
comprehensive income or a financial instrument designated as a cash flow hedge, which are recognised in
other comprehensive income.
In the consolidated financial statements, when settlement of a monetary item receivable from or payable
to a foreign operation is neither planned nor likely to occur in the foreseeable future, foreign exchange
gains and losses arising from such a monetary item are considered to form part of a net investment in a
foreign operation and are recognised in other comprehensive income, and are presented in the foreign
currency translation reserve (“FCTR”) in equity.
(ii) Operations denominated in functional currencies other than Ringgit Malaysia
The assets and liabilities of operations denominated in functional currencies other than RM, including
goodwill and fair value adjustments arising on acquisition, are translated to RM at exchange rates at the
end of the reporting period. The income and expenses of foreign operations are translated to RM at
exchange rates at the dates of the transactions.
Foreign currency differences are recognised in other comprehensive income and accumulated in the FCTR
in equity. However, if the operation is a non-wholly owned subsidiary, then the relevant proportionate
share of the translation difference is allocated to the non-controlling interests. When a foreign operation
is disposed of such that control, significant influence or joint control is lost, the cumulative amount in the
FCTR related to that foreign operation is reclassified to profit or loss as part of the gain or loss on disposal.
When the Group disposes of only part of its interest in a subsidiary that includes a foreign operation, the
relevant proportion of the cumulative amount is reattributed to non-controlling interests.

(c) Financial instruments
(i) Recognition and initial measurement
A financial asset or a financial liability is recognised in the statement of financial position when, and only
when, the Group or the Company becomes a party to the contractual provisions of the instrument.
A financial asset (unless it is a trade receivable without significant financing component) or a financial
liability is initially measured at fair value plus or minus, for an item not at fair value through profit or loss,
transaction costs that are directly attributable to its acquisition or issuance. A trade receivable without a
significant financing component is initially measured at the transaction price.
An embedded derivative is recognised separately from the host contract where the host contract is not
a financial asset, and accounted for separately if, and only if, the derivative is not closely related to the
economic characteristics and risks of the host contract and the host contract is not measured at fair value
through profit or loss. The host contract, in the event an embedded derivative is recognised separately, is
accounted for in accordance with policy applicable to the nature of the host contract.
(ii) Financial instrument categories and subsequent measurement
Financial assets
Categories of financial assets are determined on initial recognition and are not reclassified subsequent
to their initial recognition unless the Group or the Company changes its business model for managing
financial assets in which case all affected financial assets are reclassified on the first day of the first reporting
period following the change of the business model.
(a) Amortised cost
Amortised cost category comprises financial assets that are held within a business model whose
objective is to hold assets to collect contractual cash flows and its contractual terms give rise on
specified dates to cash flows that are solely payments of principal and interest on the principal
amount outstanding. The financial assets are not designated as fair value through profit or loss.
Subsequent to initial recognition, these financial assets are measured at amortised cost using the
effective interest method. The amortised cost is reduced by impairment losses. Interest income,
foreign exchange gains and losses and impairment are recognised in profit or loss. Any gain or loss
on derecognition is recognised in profit or loss.
Interest income is recognised by applying effective interest rate to the gross carrying amount except
for credit impaired financial assets (see Note 2(g)(i)) where the effective interest rate is applied to the
amortised cost.
(b) Fair value through profit or loss
All financial assets not measured at amortised cost are measured at fair value through profit or loss.
This includes derivative financial assets (except for a derivative that is a designated and effective
hedging instrument). On initial recognition, the Group or the Company may irrevocably designate
a financial asset that otherwise meets the requirements to be measured at amortised cost or at fair
value through profit or loss if doing so eliminates or significantly reduces an accounting mismatch
that would otherwise arise.
Financial assets categorised as fair value through profit or loss are subsequently measured at their fair
value. Net gains or losses, including any interest or dividend income, are recognised in profit or loss.
All financial assets, except for those measured at fair value through profit or loss and equity investments
measured at fair value through other comprehensive income, are subject to impairment assessment (see
Note 2(g)(i)).

(c) Financial instruments (Cont’d)
(ii) Financial instrument categories and subsequent measurement (Cont’d)
Financial liabilities
The categories of financial liabilities at initial recognition are as follows:
(a) Fair value through profit or loss
Fair value through profit or loss category comprises financial liabilities that are derivatives (except for
a derivative that is a financial guarantee contract or a designated and effective hedging instrument),
contingent consideration in a business combination and financial liabilities that are specifically
designated into this category upon initial recognition.
On initial recognition, the Group or the Company may irrevocably designate a financial liability that
otherwise meets the requirements to be measured at amortised cost as at fair value through profit or
loss:
(a) if doing so eliminates or significantly reduces an accounting mismatch that would otherwise
arise;
(b) a group of financial liabilities or assets and financial liabilities is managed and its performance
is evaluated on a fair value basis, in accordance with a documented risk management or
investment strategy, and information about the Group is provided internally on that basis to
the Group’s key management personnel; or
(c) if a contract contains one or more embedded derivatives and the host is not a financial asset
in the scope of MFRS 9, Financial Instruments where the embedded derivative significantly
modifies the cash flows and separation is not prohibited.
Financial liabilities categorised as fair value through profit or loss are subsequently measured
at their fair value with gains or losses, including any interest expense are recognised in profit or
loss.
For financial liabilities where it is designated as fair value through profit or loss upon initial
recognition, the Group and the Company recognise the amount of change in fair value of the
financial liability that is attributable to change in credit risk in the other comprehensive income
and remaining amount of the change in fair value in the profit or loss, unless the treatment
of the effects of changes in the liability’s credit risk would create or enlarge an accounting
mismatch.
(b) Amortised cost
Other financial liabilities not categorised as fair value through profit or loss are subsequently measured
at amortised cost using the effective interest method.
Interest expense and foreign exchange gains and losses are recognised in profit or loss. Any gains or
losses on derecognition are also recognised in profit or loss.
(iii) Regular way purchase or sale of financial assets
A regular way purchase or sale of financial assets is recognised and derecognised, as applicable, using
trade date or settlement date accounting in the current year.
Trade date accounting refers to:
(a) the recognition of an asset to be received and the liability to pay for it on the trade date, and
(b) derecognition of an asset that is sold, recognition of any gain or loss on disposal and the recognition
of a receivable from the buyer for payment on the trade date.

(iii) Regular way purchase or sale of financial assets (Cont’d)
Settlement date accounting refers to:
(a) the recognition of an asset on the day it is received by the Group or the Company, and
(b) derecognition of an asset and recognition of any gain or loss on disposal on the day that is delivered
by the Group or the Company.
Any change in the fair value of the asset to be received during the period between the trade date and the
settlement date is accounted in the same way as it accounts for the acquired asset.
Generally, the Group or the Company applies settlement date accounting unless otherwise stated for the
specific class of asset.
(iv) Financial guarantee contracts
A financial guarantee contract is a contract that requires the issuer to make specified payments to reimburse
the holder for a loss it incurs because a specified debtor fails to make payment when due in accordance
with the original or modified terms of a debt instrument.
Financial guarantees issued are initially measured at fair value. Subsequently, they are measured at higher
of:
• the amount of the loss allowance; and

• the amount initially recognised less, when appropriate, the cumulative amount of income recognised
in accordance to the principles of MFRS 15, Revenue from Contracts with Customers.
Liabilities arising from financial guarantees are presented together with other provisions.
(v) Hedge accounting
At inception of a designated hedging relationship, the Group and the Company document the risk
management objective and strategy for undertaking the hedge. The Group and the Company also
document the economic relationship between the hedged item and the hedging instrument, including
whether the changes in cash flows of the hedged item and hedging instrument are expected to offset each
other.
(a) Fair value hedge
A fair value hedge is a hedge of the exposure to changes in fair value of a recognised asset or
liability or an unrecognised firm commitment, or an identified portion of such an asset, liability or firm
commitment, that is attributable to a particular risk and could affect the profit or loss.
In a fair value hedge, the gain or loss on the hedging instrument shall be recognised in profit or loss
(or other comprehensive income, if the hedging instrument hedges an equity instrument which the
Group or the Company has elected to present the subsequent changes in fair value of the investment
in equity in other comprehensive income).
The hedging gain or loss on the hedged item shall adjust the carrying amount of the hedged item
and be recognised in profit or loss. If the hedged item is a financial asset (or a component thereof)
that is measured at fair value through other comprehensive income, the hedging gain or loss on the
hedged item shall be recognised in profit or loss. However, if the hedged item is an equity instrument
for which an entity has elected to present changes in fair value in other comprehensive income, those
amounts shall remain in other comprehensive income. When a hedged item is an unrecognised firm
commitment (or a component thereof), the cumulative change in the fair value of the hedged item
subsequent to its designation is recognised as an asset or a liability with a corresponding gain or loss
recognised in profit or loss.

(v) Hedge accounting (Cont’d)
(b) Cash flow hedge
A cash flow hedge is a hedge of the exposure to variability in cash flows that is attributable to
a particular risk associated with all, or a component of, a recognised asset or liability or a highly
probable forecast transaction and could affect the profit or loss. In a cash flow hedge, the portion of
the gain or loss on the hedging instrument that is determined to be an effective hedge is recognised
in other comprehensive income and accumulated in equity and the ineffective portion is recognised
in profit or loss. The effective portion of changes in the fair value of the derivative that is recognised
in other comprehensive income is limited to the cumulative change in fair value of the hedged item,
determined on a present value basis, from inception of the hedge.
Subsequently, the cumulative gain or loss recognised in other comprehensive income is reclassified
from equity into profit or loss in the same period or periods during which the hedged forecast cash
flows affect profit or loss. If the hedge item is a non-financial asset or liability, the associated gain
or loss recognised in other comprehensive income is removed from equity and included in the initial
amount of the asset or liability. However, loss recognised in other comprehensive income that will not
be recovered in one or more future periods is reclassified from equity into profit or loss immediately.
The Group designates only the change in fair value of the spot element of forward contracts as
the hedging instrument in cash flow hedging relationships. The change in fair value of the forward
element of forward exchange contracts (“forward points”) and/or the foreign currency basis spread
are separately accounted for as cost of hedging and recognised in a cost of hedging reserve within
equity.
Cash flow hedge accounting is discontinued prospectively when the hedging instrument expires
or is sold, terminated or exercised, the hedge is no longer highly effective, the forecast transaction
is no longer expected to occur or the hedge designation is revoked. If the hedge is for a forecast
transaction, the cumulative gain or loss on the hedging instrument remains in equity until the forecast
transaction occurs. When hedge accounting for cash flow hedges is discontinued, the amount that
has been accumulated in the hedging reserve and the cost of hedging reserve remains in equity until,
for a hedge of a transaction resulting in recognition of a non-financial item, it is included in the non-
financial item’s cost on its initial recognition or, for other cash flow hedges, it is reclassified to profit
or loss in the same period or periods as the hedged expected future cash flows affect profit or loss.
If the hedged future cash flows are no longer expected to occur, then the amounts that have been
accumulated in the hedging reserve and the cost of hedging reserve are immediately reclassified to
profit or loss.
(c) Hedge of a net investment
A hedge of a net investment is a hedge in the interest of the net assets of a foreign operation. In a
net investment hedge, the portion of the gain or loss on the hedging instrument that is determined
to be an effective hedge is recognised in other comprehensive income and the ineffective portion is
recognised in profit or loss. The cumulative gain or loss recognised in other comprehensive income
is reclassified from equity into profit or loss on disposal of the foreign operation.

(vi) Derecognition
A financial asset or part of it is derecognised when, and only when the contractual rights to the cash flows
from the financial asset expire or transferred, or control of the asset is not retained or substantially all of
the risks and rewards of ownership of the financial asset are transferred to another party. On derecognition
of a financial asset, the difference between the carrying amount of the financial asset and the sum of
consideration received (including any new asset obtained less any new liability assumed) is recognised in
profit or loss.
A financial liability or a part of it is derecognised when, and only when, the obligation specified in the
contract is discharged, cancelled or expires. A financial liability is also derecognised when its terms are
modified and the cash flows of the modified liability are substantially different, in which case, a new
financial liability based on modified terms is recognised at fair value. On derecognition of a financial
liability, the difference between the carrying amount of the financial liability extinguished or transferred to
another party and the consideration paid, including any non-cash assets transferred or liabilities assumed,
is recognised in profit or loss.
(vii) Offsetting
Financial assets and financial liabilities are offset and the net amount presented in the statement of financial
position when, and only when, the Group or the Company currently has a legally enforceable right to set
off the amounts and it intends either to settle them on a net basis or to realise the asset and liability
simultaneously.
(d) Property, plant and equipment
(i) Recognition and measurement
Items of property, plant and equipment are measured at cost less any accumulated depreciation and any
accumulated impairment losses.
Cost includes expenditures that are directly attributable to the acquisition of the asset and any other
costs directly attributable to bringing the asset to working condition for its intended use, and the costs
of dismantling and removing the items and restoring the site on which they are located. The cost of self-
constructed assets also includes the cost of materials and direct labour. For qualifying assets, borrowing
costs are capitalised in accordance with the accounting policy on borrowing costs. Costs also may include
transfers from equity of any gain or loss on qualifying cash flow hedges of foreign currency purchases of
property, plant and equipment.
Purchased software that is integral to the functionality of the related equipment is capitalised as part of
that equipment.
When significant parts of an item of property, plant and equipment have different useful lives, they are
accounted for as separate items (major components) of property, plant and equipment.
The gain or loss on disposal of an item of property, plant and equipment is determined by comparing the
proceeds from disposal with the carrying amount of property, plant and equipment and is recognised net
within “other operating income” and “other operating expenses” respectively in profit or loss.

(d) Property, plant and equipment (Cont’d)
(ii) Subsequent costs
The cost of replacing a component of an item of property, plant and equipment is recognised in the carrying
amount of the item if it is probable that the future economic benefits embodied within the component
will flow to the Group or the Company, and its cost can be measured reliably. The carrying amount of the
replaced component is derecognised to profit or loss. The costs of the day-to-day servicing of property,
plant and equipment are recognised in profit or loss as incurred.
(iii) Depreciation
Depreciation is based on the cost of an asset less its residual value. Significant components of individual
assets are assessed, and if a component has a useful life that is different from the remainder of that asset,
then that component is depreciated separately.
Depreciation is recognised in profit or loss on a straight-line basis over the estimated useful lives of each
component of an item of property, plant and equipment from the date that they are available for use.
Property, plant and equipment under construction are not depreciated until the assets are ready for their
intended use.
The estimated useful lives for the current and comparative periods are as follows:
Years
Buildings 30 - 50
Electrical installation and fittings 3 - 50
Factory equipment 5 - 10
Motor vehicles 5
Office equipment, furniture and fittings 3 - 10
Plant and machinery 5 - 10
Depreciation methods, useful lives and residual values are reviewed at the end of the reporting period, and
adjusted as appropriate.
(e) Leases
(i) Definition of a lease
A contract is, or contains, a lease if the contract conveys a right to control the use of an identified asset for
a period of time in exchange for consideration. To assess whether a contract conveys the right to control
the use of an identified asset, the Group assesses whether:
• the contract involves the use of an identified asset - this may be specified explicitly or implicitly, and
should be physically distinct or represent substantially all of the capacity of a physically distinct asset.
If the supplier has a substantive substitution right, then the asset is not identified;
• the customer has the right to obtain substantially all of the economic benefits from use of the asset
throughout the period of use; and
• the customer has the right to direct the use of the asset. The customer has this right when it has the
decision-making rights that are most relevant to changing how and for what purpose the asset is used.
In rare cases where the decision about how and for what purpose the asset is used is predetermined,
the customer has the right to direct the use of the asset if either the customer has the right to operate
the asset; or the customer designed the asset in a way that predetermines how and for what purpose
it will be used.

(e) Leases (Cont’d)
(i) Definition of a lease (Cont’d)
At inception or on reassessment of a contract that contains a lease component. The Group allocates the
consideration in the contract to each lease and non-lease component on the basis of their relative stand-
alone prices. However, for leases of properties in which the Group is a lessee, it has elected not to separate
non-lease components and will instead account for the lease and non-lease components as a single lease
component.
(ii) Recognition and initial measurement
As a lessee
The Group recognises a right-of-use asset and a lease liability at the lease commencement date. The right-
of-use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted
for any lease payments made at or before the commencement date, plus any initial direct costs incurred
and an estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset
or the site on which it is located, less any lease incentives received.
The lease liability is initially measured at the present value of the lease payments that are not paid at
the commencement date, discounted using the interest rate implicit in the lease or, if that rate cannot
be readily determined, the respective Group entities’ incremental borrowing rate. Generally, the Group
entities use their incremental borrowing rates as the discount rate.
Lease payments included in the measurement of the lease liability comprise the following:
• fixed payments, including in-substance fixed payments less any incentives receivable;
• variable lease payments that depend on an index or a rate, initially measured using the index or rate
as at the commencement date;
• amounts expected to be payable under a residual value guarantee;
• the exercise price under a purchase option that the Group is reasonably certain to exercise; and
• penalties for early termination of a lease unless the Group is reasonably certain not to terminate early.
The Group excludes variable lease payments that linked to future performance or usage of the underlying
asset from the lease liability. Instead, these payments are recognised in profit or loss in the period in which
the performance or use occurs.
The Group has elected not to recognise right-of-use assets and lease liabilities for short-term leases that
have a lease term of 12 months or less and leases of low-value assets. The Group recognises the lease
payments associated with these leases as an expense on a straight-line basis over the lease term.
(iii) Subsequent measurement
As a lessee
The right-of-use asset is subsequently depreciated using the straight-line method from the commencement
date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term. The
estimated useful lives of right-of-use assets are determined on the same basis as those of property, plant
and equipment. In addition, the right-of-use asset is periodically reduced by impairment losses, if any, and
adjusted for certain remeasurements of the lease liability.
The lease liability is measured at amortised cost using the effective interest method. It is remeasured when
there is a change in future lease payments arising from a change in an index or rate, if there is a revision of
in-substance fixed lease payments, or if there is a change in the Group’s estimate of the amount expected
to be payable under a residual value guarantee, or if the Group changes its assessment of whether it will
exercise a purchase, extension or termination option.

(e) Leases (Cont’d)
(iii) Subsequent measurement (Cont’d)
As a lessee (Cont’d)
When the lease liability is remeasured, a corresponding adjustment is made to the carrying amount of the
right-of-use asset, or is recorded in profit or loss if the carrying amount of the right-of-use asset has been
reduced to zero.
(f) Intangible assets
(i) Computer software
Computer software are measured at cost less any accumulated amortisation and any accumulated
impairment losses.
(ii) Research and development
Expenditure on research activities, undertaken with the prospect of gaining new scientific or technical
knowledge and understanding, is recognised in profit or loss as incurred.
Expenditure on development activities, whereby the application of research findings are applied to a plan
or design for the production of new or substantially improved products and processes, is capitalised only
if development costs can be measured reliably, the product or process is technically and commercially
feasible, future economic benefits are probable and the Group intends to and has sufficient resources to
complete development and to use or sell the asset.
The expenditure capitalised includes the cost of materials, direct labour and overheads costs that are
directly attributable to preparing the asset for its intended use. For qualifying assets, borrowing costs are
capitalised in accordance with the accounting policy on borrowing costs. Other development expenditure
is recognised in profit or loss as incurred.
Capitalised development expenditure is measured at cost less any accumulated amortisation and any
accumulated impairment losses.
(iii) Subsequent expenditure
Subsequent expenditure is capitalised only when it increases the future economic benefits embodied in
the specific asset to which it relates. All other expenditure, including expenditure on internally generated
goodwill and brands, is recognised in profit or loss as incurred.
(iv) Amortisation
Intangible assets are amortised from the date that they are available for use. Amortisation is based on the
cost of the asset less its residual value. Amortisation is recognised in profit or loss on a straight-line basis
over the estimated useful lives of intangible assets.
The estimated useful lives for the current and comparative periods are as follows:
• Computer software 2 - 6 years

• Development expenditure 5 - 10 years
Amortisation methods, useful lives and residual values are reviewed at the end of each reporting period
and adjusted, if appropriate.

(g) Impairment
(i) Financial assets
The Group and the Company recognise loss allowances for expected credit losses on financial assets
measured at amortised cost, debt instruments measured at fair value through other comprehensive
income, contract assets and lease receivables. Expected credit losses are a probability-weighted estimate
of credit losses.
The Group and the Company measure loss allowances at an amount equal to lifetime expected credit
loss, except for cash and bank balance for which credit risk has not increased significantly since initial
recognition, which are measured at 12-month expected credit loss. Loss allowances for trade receivables,
contract assets and lease receivables are always measured at an amount equal to lifetime expected credit
loss.
When determining whether the credit risk of a financial asset has increased significantly since initial
recognition and when estimating expected credit loss, the Group and the Company consider reasonable
and supportable information that is relevant and available without undue cost or effort. This includes
both quantitative and qualitative information and analysis, based on the Group’s historical experience and
informed credit assessment and including forward-looking information, where available.
Lifetime expected credit losses are the expected credit losses that result from all possible default events
over the expected life of the asset, while 12-month expected credit losses are the portion of expected
credit losses that result from default events that are possible within the 12 months after the reporting date.
The maximum period considered when estimating expected credit losses is the maximum contractual
period over which the Group and the Company are exposed to credit risk.
The Group and the Company estimate the expected credit losses on trade receivables using a provision
matrix with reference to historical credit loss experience.
An impairment loss in respect of financial assets measured at amortised cost is recognised in profit or loss
and the carrying amount of the asset is reduced through the use of an allowance account.
At each reporting date, the Group and the Company assess whether financial assets carried at amortised
cost and debt securities at fair value through other comprehensive income are credit-impaired. A financial
asset is credit impaired when one or more events that have a detrimental impact on the estimated future
cash flows of the financial asset have occurred.
The gross carrying amount of a financial asset is written off (either partially or full) to the extent that there
is no realistic prospect of recovery. This is generally the case when the Group or the Company determines
that the debtor does not have assets or sources of income that could generate sufficient cash flows to
repay the amounts subject to the write-off. However, financial assets that are written off could still be
subject to enforcement activities in order to comply with the Group’s or the Company’s procedures for
recovery amounts due.
(ii) Other assets
The carrying amounts of other assets (except for inventories, contract assets, lease receivables and
deferred tax assets) are reviewed at the end of each reporting period to determine whether there is any
indication of impairment. If any such indication exists, then the asset’s recoverable amount is estimated.
For goodwill and intangible assets that have indefinite useful lives or that are not yet available for use, the
recoverable amount is estimated each period at the same time.

(g) Impairment (Cont’d)
(ii) Other assets (Cont’d)
For the purpose of impairment testing, assets are grouped together into the smallest group of assets
that generates cash inflows from continuing use that are largely independent of the cash inflows of other
assets or cash-generating units. Subject to an operating segment ceiling test, for the purpose of goodwill
impairment testing, cash-generating units to which goodwill has been allocated are aggregated so that
the level at which impairment testing is performed reflects the lowest level at which goodwill is monitored
for internal reporting purposes. The goodwill acquired in a business combination, for the purpose of
impairment testing, is allocated to a cash-generating unit or a group of cash-generating units that are
expected to benefit from the synergies of the combination.
The recoverable amount of an asset or cash-generating unit is the greater of its value in use and its fair
value less costs of disposal. In assessing value in use, the estimated future cash flows are discounted to
their present value using a pre-tax discount rate that reflects current market assessments of the time value
of money and the risks specific to the asset or cash-generating unit.
An impairment loss is recognised if the carrying amount of an asset or its related cash-generating unit
exceeds its estimated recoverable amount.
Impairment losses are recognised in profit or loss. Impairment losses recognised in respect of cash-
generating units are allocated first to reduce the carrying amount of any goodwill allocated to the cash-
generating unit (group of cash-generating units) and then to reduce the carrying amounts of the other
assets in the cash-generating unit (groups of cash-generating units) on a pro rata basis.
An impairment loss in respect of goodwill is not reversed. In respect of other assets, impairment losses
recognised in prior periods are assessed at the end of each reporting period for any indications that
the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in
the estimates used to determine the recoverable amount since the last impairment loss was recognised.
An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the
carrying amount that would have been determined, net of depreciation or amortisation, if no impairment
loss had been recognised. Reversals of impairment losses are credited to profit or loss in the financial year
in which the reversals are recognised.
(h) Inventories
Inventories are measured at the lower of cost and net realisable value.
The cost of inventories is calculated using the first-in, first-out method and includes expenditure incurred in
acquiring the inventories, production or conversion costs and other costs incurred in bringing them to their
existing location and condition. In the case of work-in-progress and manufactured inventories, cost includes an
appropriate share of production overheads based on normal operating capacity.
Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of
completion and the estimated costs necessary to make the sale.
(i) Contract asset/Contract liability
A contract asset is recognised when the Group’s or the Company’s right to consideration is conditional on
something other than the passage of time. A contract asset is subject to impairment in accordance to MFRS 9,
Financial Instruments (see Note 2(g)(i)).
A contract liability is stated at cost and represents the obligation of the Group or the Company to transfer goods
or services to a customer for which consideration has been received (or the amount is due) from the customers.

(j) Cash and cash equivalents
Cash and cash equivalents consist of cash on hand and balances with banks and highly liquid investments which
have an insignificant risk of changes in fair value with original maturities of three months or less, and are used by
the Group and the Company in the management of their short term commitments.
(k) Provisions
A provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation
that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to
settle the obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate
that reflects current market assessments of the time value of money and the risks specific to the liability. The
unwinding of the discount is recognised as finance cost.
(i) Warranties
A provision for warranties is recognised when the underlying products or services are sold. The provision
is based on historical warranty data and a weighting of all possible outcomes against their associated
probabilities.
(ii) Onerous contracts
A provision for onerous contracts is recognised when the expected benefits to be derived by the Group
from a contract are lower than the unavoidable cost of meeting its obligations under the contract. The
provision is measured at the present value of the lower of the expected cost of terminating the contract
and the expected net cost of continuing with the contract. Before a provision is established, the Group
recognises any impairment loss on the assets associated with that contract.
(l) Revenue and other income
(i) Revenue from contracts with customers
Revenue is measured based on the consideration specified in a contract with a customer in exchange for
transferring goods or services to a customer, excluding amounts collected on behalf of third parties. The
Group or the Company recognises revenue when (or as) it transfers control over a product or service to
customer. An asset is transferred when (or as) the customer obtains control of the asset.
The Group or the Company transfers control of a good or service at a point in time unless one of the
following over time criteria is met:
(a) the customer simultaneously receives and consumes the benefits provided as the Group or the
Company performs;
(b) the Group’s or the Company’s performance creates or enhances an asset that the customer controls
as the asset is created or enhanced; or
(c) the Group’s or the Company’s performance does not create an asset with an alternative use and the
Group or the Company has an enforceable right to payment for performance completed to date.
(ii) Dividend income
Dividend income is recognised in profit or loss on the date that the Group’s or the Company’s right to
receive payment is established, which in the case of quoted securities is the ex-dividend date.

(l) Revenue and other income (Cont’d)
(iii) Interest income
Interest income is recognised as it accrues using the effective interest method in profit or loss except for
interest income arising from temporary investment of borrowings taken specifically for the purpose of
obtaining a qualifying asset which is accounted for in accordance with the accounting policy on borrowing
costs.
(iv) Government grants
Government grants are recognised initially as deferred income at fair value when there is reasonable
assurance that they will be received and that the Group will comply with the conditions associated with the
grant; they are then recognised in profit or loss as other income on a systematic basis over the useful life
of the asset.
Grants that compensate the Group for expenses incurred are recognised in profit or loss as other income
on a systematic basis in the same periods in which the expenses are recognised.
(m) Borrowing costs
Borrowing costs that are not directly attributable to the acquisition, construction or production of a qualifying
asset are recognised in profit or loss using the effective interest method.
Borrowing costs directly attributable to the acquisition, construction or production of qualifying assets, which
are assets that necessarily take a substantial period of time to get ready for their intended use or sale, are
capitalised as part of the cost of those assets.
The capitalisation of borrowing costs as part of the cost of a qualifying asset commences when expenditure for
the asset is being incurred, borrowing costs are being incurred and activities that are necessary to prepare the
asset for its intended use or sale are in progress. Capitalisation of borrowing costs is suspended or ceases when
substantially all the activities necessary to prepare the qualifying asset for its intended use or sale are interrupted
or completed.
Investment income earned on the temporary investment of specific borrowings pending their expenditure on
qualifying assets is deducted from the borrowing costs eligible for capitalisation.
(n) Income tax
Income tax expense comprises current and deferred tax. Current tax and deferred tax are recognised in profit or
loss except to the extent that it relates to a business combination or items recognised directly in equity or other
comprehensive income.
Current tax is the expected tax payable or receivable on the taxable income or loss for the year, using tax rates
enacted or substantively enacted by the end of the reporting period, and any adjustment to tax payable in
respect of previous financial years.
Deferred tax is recognised using the liability method, providing for temporary differences between the carrying
amounts of assets and liabilities in the statement of financial position and their tax bases. Deferred tax is not
recognised for the following temporary differences: the initial recognition of goodwill, the initial recognition of
assets or liabilities in a transaction that is not a business combination and that affects neither accounting nor
taxable profit or loss. Deferred tax is measured at the tax rates that are expected to be applied to the temporary
differences when they reverse, based on the laws that have been enacted or substantively enacted by the end
of the reporting period.
The amount of deferred tax recognised is measured based on the expected manner of realisation or settlement
of the carrying amount of the assets and liabilities, using tax rates enacted or substantively enacted at the
reporting date. Deferred tax assets and liabilities are not discounted.

(n) Income tax (Cont’d)
Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities
and assets, and they relate to income taxes levied by the same tax authority on the same taxable entity, or on
different tax entities, but they intend to settle current tax assets and liabilities on a net basis or their tax assets
and liabilities will be realised simultaneously.
A deferred tax asset is recognised to the extent that it is probable that future taxable profits will be available
against which the temporary difference can be utilised. Deferred tax assets are reviewed at the end of each
reporting period and are reduced to the extent that it is no longer probable that the related tax benefit will be
realised.
Unutilised reinvestment allowance, being a tax incentive that is not a tax base of an asset, is recognised as a
deferred tax asset to the extent that it is probable that the future taxable profits will be available against which
the unutilised tax incentive can be utilised.
(o) Employee benefits
(i) Short-term employee benefits
Short-term employee benefit obligations in respect of salaries, annual bonuses, paid annual leave and sick
leave are measured on an undiscounted basis and are expensed as the related service is provided.
A liability is recognised for the amount expected to be paid under short-term cash bonus or profit-sharing
plans if the Group has a present legal or constructive obligation to pay this amount as a result of past
service provided by the employee and the obligation can be estimated reliably.
(ii) State plans
The Group’s contributions to statutory pension funds are charged to profit or loss in the financial year to
which they relate. Prepaid contributions are recognised as an asset to the extent that a cash refund or a
reduction in future payments is available.
(iii) Employees’ Share Grant Scheme
The Company established an Employees’ Share Grant Scheme (“ESGS”) to eligible employees of the
Group. The amount granted under the ESGS is a fixed sum as determined by the ESGS Committee and
is recognised as an employee expense with a corresponding increase in equity, over the period that the
employees unconditionally become entitled to the awards.
The amount recognised as an expense is adjusted to reflect the number of awards for which the related
service and non-market vesting conditions are expected to be met, such that the ultimate amount
recognised as an expense is based on the number of awards that meet the related service and non-market
performance conditions at the vesting date.
(p) Earnings per ordinary share
The Group presents basic and diluted earnings per share data for its ordinary shares (“EPS”).
Basic EPS is calculated by dividing the profit or loss attributable to ordinary shareholders of the Company by the
weighted average number of ordinary shares outstanding during the period, adjusted for own shares held.
Diluted EPS is determined by adjusting the profit or loss attributable to ordinary shareholders and the weighted
average number of ordinary shares outstanding, adjusted for own shares held, for the effects of all dilutive
potential ordinary shares, which comprise convertible notes and share options granted to employees.

(q) Operating segments
An operating segment is a component of the Group that engages in business activities from which it may
earn revenues and incur expenses, including revenues and expenses that relate to transactions with any of the
Group’s other components. Operating segment results are reviewed regularly by the chief operating decision
maker, which in this case is the Chief Executive Officer of the Group, to make decisions about resources to be
allocated to the segment and to assess its performance, and for which discrete financial information is available.
(r) Equity instruments
Instruments classified as equity are measured at cost on initial recognition and are not remeasured subsequently.
(i) Issued expenses
Costs directly attributable to the issue of instruments classified as equity are recognised as a deduction
from equity.
(ii) Ordinary shares
Ordinary shares are classified as equity.
(s) Fair value measurements
Fair value of an asset or a liability, except for share-based payment and lease transactions, is determined as
the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between
market participants at the measurement date. The measurement assumes that the transaction to sell the asset
or transfer the liability takes place either in the principal market or in the absence of a principal market, in the
most advantageous market.
For non-financial asset, the fair value measurement takes into account a market participant’s ability to generate
economic benefits by using the asset in its highest and best use or by selling it to another market participant that
would use the asset in its highest and best use.
When measuring the fair value of an asset or a liability, the Group uses observable market data as far as possible.
Fair value are categorised into different levels in a fair value hierarchy based on the input used in the valuation
technique as follows:
Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities that the Group can access
at the measurement date.
Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability,
either directly or indirectly.
Level 3: unobservable inputs for the asset or liability.
The Group recognises transfers between levels of the fair value hierarchy as of the date of the event or change
in circumstances that caused the transfers.
3. Property, plant and equipment
Effect of
At movements in At
1 April Written exchange 31 March
2022 Additions Disposals Transfer off Reclassification rates 2023
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Cost
STATEMENTS
2023
Freehold land - 38,799 - - - - - 38,799

(Cont’d)
Buildings 50,907 57,614 - - - (45) 3,421 111,897

Electrical installation
and fittings 20,575 18,290 - (18) (476) 36 1,235 39,642
Factory equipment 34,119 6,602 - (754) (924) 229 2,139 41,411
Motor vehicles 2,200 723 - - (171) - 107 2,859
Office equipment, furniture
and fittings 33,145 4,691 (11) (9) (609) 161 1,809 39,177
Plant and machinery 590,112 11,320 (928) (31) (1,095) 19,478 37,686 656,542
Capital expenditure-in-
progress
1,336 79,442 - - - (19,859) 98 61,017
732,394 217,481 (939) (812) (3,275) - 46,495 991,344

129
3. Property, plant and equipment (Cont’d) 130
Effect of
At movements in At
1 April Written exchange 31 March
2021 Additions Disposals off Reclassification rates 2022
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Cost
STATEMENTS
2022
Buildings 50,259 - - - - 648 50,907

(Cont’d)
Electrical installation and fittings 16,394 3,999 - - - 182 20,575

Factory equipment 30,714 3,079 (35) (2) - 363 34,119
Motor vehicles 2,179 7 (7) - - 21 2,200
Office equipment, furniture and fittings 30,233 2,753 (4) (158) - 321 33,145
Plant and machinery 562,115 14,274 (3,128) (206) 9,986 7,071 590,112
Capital expenditure-in-progress 8,454 2,995 - - (9,986) (127) 1,336
700,348 27,107 (3,174) (366) - 8,479 732,394

ANNUAL REPORT 2023
3. Property, plant and equipment (Cont’d)
Effect of
At movements At 31 March 2023 Total at
1 April Depreciation Written in exchange Accumulated Accumulated 31 March
2022 for the year Disposals Transfer off rates depreciation impairment 2023
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Depreciation and
impairment loss
STATEMENTS
2023
(Cont’d)
Freehold land - - - - - - - - -
Buildings 23,386 2,398 - - - 1,592 27,376 - 27,376
and fittings 13,279 1,017 - (13) (476) 768 14,421 154 14,575
Factory equipment 26,149 2,761 - (525) (709) 1,675 29,293 58 29,351
Motor vehicles 2,011 60 - - (171) 100 2,000 - 2,000
Office equipment,
furniture and fittings 28,363 2,755 (11) (4) (577) 1,578 32,062 42 32,104
Plant and machinery 343,299 46,522 (928) (31) (1,091) 21,381 409,152 - 409,152
436,487 55,513 (939) (573) (3,024) 27,094 514,304 254 514,558

131
3. Property, plant and equipment (Cont’d) 132
Effect of
At movements At 31 March 2022 Total at
1 April Depreciation Written in exchange Accumulated Accumulated 31 March
2021 for the year Disposals off rates depreciation impairment 2022
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Depreciation and impairment loss

STATEMENTS
2022
Buildings 21,263 1,837 - - 286 23,386 - 23,386

(Cont’d)
Electrical installation and fittings 12,090 1,051 - - 138 13,125 154 13,279
Factory equipment 23,638 2,250 (34) (2) 297 26,091 58 26,149
Motor vehicles 1,965 34 (7) - 19 2,011 - 2,011
Office equipment, furniture
and fittings 25,815 2,426 (4) (158) 284 28,321 42 28,363
Plant and machinery 301,694 40,895 (3,128) (168) 4,006 343,299 - 343,299
386,465 48,493 (3,173) (328) 5,030 436,233 254 436,487

ANNUAL REPORT 2023

At 31 At 31 At 1
March 2023 March 2022 April 2021
RM’000 RM’000 RM’000
Group
Carrying amounts
Freehold land 38,799 - -

Buildings 84,521 27,521 28,996
Electrical installation and fittings 25,067 7,296 4,304
Factory equipment 12,060 7,970 7,076
Motor vehicles 859 189 214
Office equipment, furniture and fittings 7,073 4,782 4,418
Plant and machinery 247,390 246,813 260,421
Capital expenditure-in-progress 61,017 1,336 8,454
476,786 295,907 313,883
At 1 Written At 31
April 2022 Additions off March 2023
RM’000 RM’000 RM’000 RM’000
Company
Cost
Motor vehicles 523 - - 523

Office equipment, furniture and fittings 3,424 429 (18) 3,835
Electrical installation and fittings 1,018 52 - 1,070
Factory equipment 13 - - 13
4,978 481 (18) 5,441


At 1 Written At 31
April 2021 Additions Disposal off March 2022
RM’000 RM’000 RM’000 RM’000 RM’000
Company (Cont’d)
Cost (Cont’d)
Motor vehicles 523 7 (7) - 523

Office equipment,
furniture and fittings 2,919 532 - (27) 3,424
and fittings 1,018 - - - 1,018
Factory equipment 13 - - - 13
4,473 539 (7) (27) 4,978
At 1 Depreciation Written At 31
April 2022 for the year off March 2023
RM’000 RM’000 RM’000 RM’000
Company
Depreciation
Motor vehicles 517 2 - 519

Office equipment, furniture and fittings 2,666 479 (8) 3,137
Electrical installation and fittings 782 10 - 792
Factory equipment 13 - - 13
3,978 491 (8) 4,461
At 1 Depreciation Written At 31
April 2021 for the year Disposal off March 2022
RM’000 RM’000 RM’000 RM’000 RM’000
Motor vehicles 523 1 (7) - 517

Office equipment,
furniture and fittings 2,317 376 - (27) 2,666
and fittings 775 7 - - 782
Factory equipment 13 - - - 13
3,628 384 (7) (27) 3,978


At 31 At 31 At 1
March 2023 March 2022 April 2021
RM’000 RM’000 RM’000
Company
Carrying amounts
Motor vehicles 4 6 -
Office equipment, furniture and fittings 698 758 602
Electrical installation and fittings 278 236 243
980 1,000 845
3.1 Impairment loss
As at 31 March 2023, property, plant and equipment of a subsidiary were tested for impairment where impairment
indicators exist as a result of the increasing operating costs and labour cost which caused the subsidiary to incur
losses. Accordingly, the Group carried out an impairment assessment on its property, plant and equipment.
The recoverable amount of the assets was determined based on value-in-use calculations by discounting future
cash flows covering periods that approximate the remaining useful life of the assets. The values assigned to
key assumptions (i.e. future sales growth and gross profit margin) represent the Director’s assessment of future
trends and customer demand which are based on both external and internal sources (historical data). A post-tax
discount rate of 12% (2022: 11%) was applied to the calculations in determining the recoverable amount of the
Group’s aerospace non-current assets.
The recoverable amount was noted to be higher than the carrying amount of the subsidiary’s non-current assets.
3.2 Security
Land and building with a total carrying amount of RM16,309,706 (2022: RM Nil) has been charged to the bank
as security for credit facilities granted to the Group as disclosed in Note 14 to the financial statements.

4. Right-of-use assets
Office
Leasehold land Buildings equipment Total
RM’000 RM’000 RM’000 RM’000
Group
At 1 April 2021 10,519 32,130 121 42,770
Additions - 1,421 29 1,450

Derecognition - (419) (4) (423)
Depreciation (288) (8,629) (33) (8,950)
Effect of movements in exchange rates 132 336 - 468
At 31 March 2022/1 April 2022 10,363 24,839 113 35,315
Addition - 10,118 - 10,118

Remeasurement - 525 - 525
Depreciation (310) (10,251) (36) (10,597)
Effect of movements in exchange rates 693 1,941 8 2,642
At 31 March 2023 10,746 27,172 85 38,003
Building
RM’000
Company
At 1 April 2021 -
Addition 1,378
Depreciation (459)
At 31 March 2022/1 April 2022 919
Depreciation (459)
At 31 March 2023 460
The Group leases land, factory buildings and office equipment. The leases for land is for a period of 60 years, whereas
the leases for factory buildings run between 3 to 10 years and office equipment for 5 years. Lease payments for factory
buildings are subject to increase every 2 to 3 years to reflect current market rentals.

4. Right-of-use assets (Cont’d)
4.1 Extension options
One of the lease of factory buildings contains extension option exercisable by the Group 3 years before the
end of the non-cancellable contract period. Where practicable, the Group seeks to include extension options
in new leases to provide operational flexibility. The extension options held are exercisable only by the Group
and not by the lessors. The Group assesses at lease commencement whether it is reasonably certain to exercise
the extension options. The Group reassesses whether it is reasonably certain to exercise the options if there is a
significant event or significant change in circumstances within its control.
Potential
future lease
payments not Historical rate
Lease liabilities included in of exercise
recognised lease liabilities of extension
(discounted) (discounted) options
RM’000 RM’000 %
2023
Group
Buildings 6,067 30,268 100
2022
Group
Buildings 10,814 18,381 100
4.2 Significant judgements and assumptions in relation to leases
The Group assesses at lease commencement by applying significant judgement whether it is reasonably certain
to exercise the extension options. The Group entities consider all facts and circumstances including their past
practice and any cost that will be incurred to change the asset if an option to extend is not taken, to help them
determine the lease term.
The Group applied judgement and assumptions in determining the incremental borrowing rate of the respective
leases. The Group entities first determine the closest available borrowing rates before using significant
judgement to determine the adjustments required to reflect the term, security, value or economic environment
of the respective leases.
4.3 Restriction imposed by lease
The lease contracts for certain buildings and office equipment prohibits the Group to sublease the leased assets.
The Group is allowed to sublease the land with the approval from local authorities.

5. Intangible assets
Development Computer
expenditure software Total
RM’000 RM’000 RM’000
Group
Cost
At 1 April 2021 16,855 10,765 27,620

Additions 2 657 659
Effect of movements in exchange rates 216 103 319
At 31 March 2022/1 April 2022 17,073 11,525 28,598
Additions 1,391 2,379 3,770

Effect of movements in exchange rates 1,166 571 1,737
At 31 March 2023 19,630 14,475 34,105
RM’000 RM’000 RM’000
Group
Amortisation and impairment loss
At 1 April 2021
Accumulated amortisation 6,356 8,369 14,725

Accumulated impairment loss - 254 254
6,356 8,623 14,979
Amortisation for the year 1,720 1,013 2,733


5. Intangible assets (Cont’d)
RM’000 RM’000 RM’000
Group (Cont’d)
Amortisation and impairment loss (Cont’d)
At 31 March 2022/1 April 2022

8,170 9,722 17,892
Amortisation for the year 1,649 1,200 2,849

Effect of movements in exchange rates 559 494 1,053
At 31 March 2023

10,378 11,416 21,794
Carrying amounts
At 1 April 2021 10,499 2,142 12,641
At 31 March 2022 8,903 1,803 10,706
At 31 March 2023 9,252 3,059 12,311


5. Intangible assets (Cont’d)
Computer
software
RM’000
Company
Cost
At 1 April 2021 3,063
Addition 235
At 31 March 2022/1 April 2022 3,298
Addition 1,084
At 31 March 2023 4,382
Amortisation
At 1 April 2021 2,666
Amortisation for the year 125
At 31 March 2022/1 April 2022 2,791
Amortisation for the year 253
At 31 March 2023 3,044
Carrying amounts
At 1 April 2021 397
At 31 March 2022 507
At 31 March 2023 1,338


6. Investments in subsidiaries - Company
2023 2022
RM’000 RM’000
Cost of investments 356,719 315,560

Less : Impairment loss (39,930) (39,915)
316,789 275,645
During the current financial year, the Company recorded an impairment of RM15,000 (2022 : RM11,000) on its
investment cost in a subsidiary after having assessed the recoverable amount of the said subsidiary of RM1,565,000
(2022 : RM1,068,000) determined based on fair value less cost to sell.
Details of the subsidiaries are as follows:
Principal Effective
place of business/ ownership
Country of interest and
Name of entity incorporation voting interest Principal activities
2023 2022
% %
SAM Meerkat (M) Sdn. Bhd. Malaysia 100 100 Design and assembly of modular
or complete machine and
equipment
SAM Tooling Technology Malaysia 100 100 Design, development and

Sdn. Bhd. manufacture of trim and form
dies and suspension tooling
for hard disk drive parts
Avitron Private Limited(1) Republic of Singapore 100 100 Manufacture and assembly
of aircraft equipment, spares,
components and precision
engineering parts
SAM Precision (M) Sdn. Bhd. Malaysia 100 100 Fabrication of precision tools
(“SAMPM”) and machinery parts and
manufacture of aircraft and
other equipment parts, spares,
components and precision
engineering parts
Meerkat Precision Sdn. Bhd. Malaysia 100 100 Manufacture of aircraft and
other related equipment
parts, spares, components and
precision engineering parts,
precision and engineering
components

6. Investments in subsidiaries - Company (Cont’d)
Details of the subsidiaries are as follows (Cont’d):
Principal Effective
place of business/ ownership
Country of interest and
Name of entity incorporation voting interest Principal activities
2023 2022
% %
SAM Technologies (M) Sdn. Bhd. Malaysia 100 100 Dormant
Meerkat Integrator Sdn. Bhd. Malaysia 100 100 Dormant
LKT Automation Sdn. Bhd. Malaysia 100 100 Dormant
LKT Integration Sdn. Bhd. Malaysia 100 100 Dormant
LKT Technology Sdn. Bhd. Malaysia 100 100 Dormant
SAM Precision (Thailand) Limited Thailand 100 100 Manufacture of dies, jigs and
(“SAMPT”) (2) and (3) parts and cutting tools for
disk drives, electronics, semi-
conductor and other industries
and assembly of modular
or complete machine and
equipment
Held by SAMPM
Meerkat Technology Pte. Ltd. (1) Republic of Singapore 100 100 Dormant
Notes:
(1)
Not audited by member firms of KPMG International.
(2)
Audited by member firms of KPMG International.
(3)
On 20 October 2022, the Company increased its investment in SAMPT by subscribing for additional new
70,200,000 ordinary shares of THB5 each amounting to THB351,000,000 (equivalent to RM41,159,000).
7. Deferred tax assets/(liabilities)
Recognised deferred tax assets/(liabilities)
Deferred tax assets and liabilities are attributable to the following:
Assets Liabilities Net

2023 2022 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Property, plant and equipment - capital

STATEMENTS
allowance 1,034 1,013 (26,470) (19,125) (25,436) (18,112)

Right-of-use assets - - (3,205) (3,959) (3,205) (3,959)

(Cont’d)
Lease liabilities 3,644 4,433 - - 3,644 4,433

Provisions 8,890 3,410 - - 8,890 3,410
Tax losses carry-forward 6,939 1,668 - - 6,939 1,668
Unutilised reinvestment allowance 4,955 3,885 - - 4,955 3,885
Deferred tax assets/(liabilities) 25,462 14,409 (29,675) (23,084) (4,213) (8,675)
Set-off of tax (12,152) (9,613) 12,152 9,613 - -

Net deferred tax assets/(liabilities) 13,310 4,796 (17,523) (13,471) (4,213) (8,675)
Deferred tax assets and liabilities are offset when the entity has a legally enforceable right to set off current tax assets against current tax liabilities and
when the deferred taxes relate to the same authority. Deferred tax assets are recognised to the extent it is probable that future taxable profits will be
available against which the Group entities can utilise the benefits therefrom.
143
7. Deferred tax assets/(liabilities) (Cont’d) 144
Movements in temporary differences during the year
Recognised Effect of At Recognised Effect of

At in profit or movement 31 March in profit or movement At
1 April loss in exchange 2022/1 April loss in exchange 31 March
2021 (Note 23) rates 2022 (Note 23) rates 2023
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Deferred tax assets/(liabilities)

STATEMENTS

(Cont’d)
- capital allowance (9,512) (9,532) 932 (18,112) (6,286) (1,038) (25,436)

Right-of-use assets (5,005) 1,110 (64) (3,959) 753 1 (3,205)
Lease liabilities 5,320 (1,020) 133 4,433 (715) (74) 3,644
Provisions 2,776 1,720 (1,086) 3,410 5,777 (297) 8,890
Tax losses carry-forward 1,649 - 19 1,668 4,406 865 6,939
Unutilised reinvestment allowance - 3,885 - 3,885 1,070 - 4,955
(4,772) (3,837) (66) (8,675) 5,005 (543) (4,213)

ANNUAL REPORT 2023

7. Deferred tax assets/(liabilities) (Cont’d)
Unrecognised deferred tax assets
Deferred tax assets have not been recognised in respect of the following items (stated at gross):
2023 2022
RM’000 RM’000
Group
Tax losses carry-forward 64,746 54,870

Capital allowance carry-forwards 8,198 7,486
Provisions and others 5,853 5,424
78,797 67,780
Company
Tax losses carry-forward 11,463 9,334

Capital allowance carry-forwards 799 87
Provisions and others 5,853 5,424
18,115 14,845
As stipulated in the Finance Act 2021, the tax losses carry-forward as at 31 December 2018 and thereafter will only
be available for carry forward up to a period of 10 consecutive years. Any amounts not utilised upon expiry will be
disregarded.
The tax losses carry-forward will expire in the following year of assessments (“YA”) under the current tax legislation of
Malaysia as shown below:
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Expire in
- YA2028 45,274 45,274 4,829 4,829

- YA2029 2,159 2,159 2,159 2,159
- YA2030 2,346 2,346 2,346 2,346
- YA2033 2,129 - 2,129 -
51,908 49,779 11,463 9,334
The capital allowance carry-forwards and the tax losses carry-forward in certain foreign jurisdictions do not expire
under the current tax legislation. Deferred tax assets have not been recognised in respect of these items because it
is not probable that future taxable profits will be available against which the Group entities can utilise the benefits
therefrom.

8. Trade and other receivables
Note 2023 2022

RM’000 RM’000
Group
Non-current
Prepayments 8.1 23,570 22,712
Current
Trade
Amount due from:

- immediate holding company 8.2 2,930 2,258
- related companies 8.2 2,566 1,459
Trade receivables 284,403 266,497
289,899 270,214
Non-trade
Amount due from immediate holding company 8.2 112 14

Other receivables 9,263 4,131
Deposits 3,874 4,602
Prepayments 8.1 38,919 37,678
52,168 46,425
342,067 316,639
365,637 339,351

8. Trade and other receivables (Cont’d)
Note 2023 2022

RM’000 RM’000
Company
Trade
Amount due from:

- immediate holding company 8.2 35 171
- subsidiaries 8.2 2,797 5,870
- a related company 8.2 49 -
2,881 6,041
Non-trade
Amount due from subsidiaries 8.2 7,548 179

Amount due from a related company 8.2 76 -
Other receivables 84 633
Deposits 540 452
Prepayments 682 415
8,930 1,679
11,811 7,720
8.1 Prepayments - Group
The non-current prepayments of the Group were paid for the purchase of property, plant and equipment
amounting to RM23,570,000 (2022 : RM22,691,000) and intangible assets amounting to RM Nil (2022 :
RM21,000).
The current prepayments of the Group comprise mainly payments made for trade purchases amounting to
RM26,816,000 (2022 : RM26,445,000).
8.2 Amounts due from immediate holding company, subsidiaries and related companies
The trade amounts due from immediate holding company, subsidiaries and related companies are subject to
normal trade terms.
The non-trade amounts due from subsidiaries and related companies are unsecured, interest-free and repayable
on demand.

9. Inventories - Group
2023 2022
RM’000 RM’000
Raw materials 356,029 252,053

Work-in-progress 102,303 79,350
Manufactured inventories 22,781 3,692
481,113 335,095
Recognised in profit or loss:
Inventories recognised as cost of sales 1,263,282 992,500

Write down to net realisable value included in cost of sales 6,031 3,495
Inventories written off included in cost of sales - 3,770
9.1 Significant judgements and assumptions
The Directors review inventories for obsolescence and decline in net realisable value to below cost. Such review
involves judgements and estimates.
In determining the amount of inventories to be written down or reversed, the Directors took into consideration
the age of the inventories, likelihood of future consumption, rework and customer acceptance. Possible changes
to these estimates could result in a revision to the carrying amount of the Group’s inventories and profit or loss.
10. Contract assets/(liabilities) - Group
2023 2022
RM’000 RM’000
Contract assets 191,841 150,335
Contract liabilities - (615)
The contract assets primarily relate to the Group’s rights to consideration for work completed but not yet billed at
the reporting date for the manufacture of aircraft components, design and assembly of modular for equipment and
related components and precision engineering parts. Typically, the amounts will be billed within 12 months and are
expected to be collected based on the normal credit period extended to customers.
The contract liabilities relate to advance consideration received from customers in both the aerospace and equipment
segments where revenue is recognised over time.
Changes to contract assets and contract liabilities during the year are as follows:
2023 2022
RM’000 RM’000
Contract liabilities at the beginning of the period recognised as revenue 615 1,268

11. Derivative financial assets/(liabilities) - Group
Current
Nominal value Current assets liabilities
RM’000 RM’000 RM’000
2023
Derivatives used for hedging

- Forward exchange contracts 154,631 2,370 (959)
2022
Derivatives used for hedging

- Forward exchange contracts 145,337 147 (872)
Forward exchange contracts are used to manage foreign currency exposures arising from the Group’s receivables and
payables denominated in currencies other than the functional currencies of Group entities. The forward exchange
contracts have maturities of less than one year after the end of the reporting period.
12. Share capital - Group/Company
2023 2022
Number of Number of
Amount shares Amount shares
RM’000 (’000) RM’000 (’000)
Issued and fully paid ordinary shares

with no par value classified as equity
instruments:
At beginning of year 213,967 541,400 212,731 135,167

Issue of new ordinary shares pursuant
to ESGS (Note 12.1) 817 190 1,236 183
Issue of bonus shares
(Note 12.2) - - - 406,050
At end of year 214,784 541,590 213,967 541,400
12.1 During the financial year, the Company issued 189,840 (2022 : 182,930) new ordinary shares pursuant to the
ESGS at an issue price of RM4.3080 (2022 : RM6.7543) per share amounting to RM817,831 (2022 : RM1,235,564).
12.2 During the previous financial year, the Company also issued 406,049,691 new ordinary shares (“Bonus Shares”)
credited as fully paid on the basis of three Bonus Shares for every one existing ordinary share held pursuant to
a bonus issue approved at an Extraordinary General Meeting convened on 16 February 2022. The Bonus Shares
were allotted on 3 March 2022. As a result, the number of shares in issue of the Company were increased from
135,349,897 to 541,399,588 ordinary shares.
The holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one
vote per share at meetings of the Company.

13. Reserves
Note 2023 2022

RM’000 RM’000
Group
Non-distributable
Employees’ Share Grant Scheme reserve 13.1 106 693

Hedging reserve 13.2 1,333 (1,255)
Translation reserve 13.3 125,209 77,748
126,648 77,186
Distributable
Retained earnings 473,432 403,532
600,080 480,718
Note 2023 2022

RM’000 RM’000
Company
Non-distributable
Employees’ Share Grant Scheme reserve 13.1 106 693
Distributable
Retained earnings 105,132 60,478
105,238 61,171
The movements in the reserves are disclosed in the statements of changes in equity.
13.1 Employees’ Share Grant Scheme reserve
The reserve relates to the performance-based Employees’ Share Grant Scheme operated by the Company as
disclosed in Note 15 and is based on the cumulative fair value of the services received from the Group’s eligible
employees over the vesting period.

13. Reserves (Cont’d)
13.2 Hedging reserve
The hedging reserve comprises the effective portion of the cumulative net change in the fair value of cash flow
hedges related to hedged transactions that have not yet occurred.
13.3 Translation reserve
The translation reserve comprises all foreign currency differences arising from the translation of the financial
statements of foreign operations and financial statements of certain subsidiaries from functional currency, U.S.
Dollar (“USD”) to the presentation currency.
14. Loans and borrowings - Group
2023 2022
RM’000 RM’000
Non-current
Unsecured
Term loans - variable rate 74,920 5,852
Current
Unsecured
Term loans - variable rate 11,630 6,736

Revolving credit 392,971 198,452
404,601 205,188
479,521 211,040
Certain loans and borrowings of the Group are granted with corporate guarantee given by the Company and is
secured by a legal charge over a piece of land and building as disclosed in Note 3.2 to the financial statements.

15. Employee benefits
At an Extraordinary General Meeting held on 14 August 2018, the Company’s shareholders approved the establishment
of the Employees’ Share Grant Scheme (“ESGS”) of up to 5% of the total number of issued shares of the Company to
eligible employees of the Group. The ESGS is administered by the ESGS Committee in accordance with the By-Laws
of the ESGS.
The salient features of the ESGS are, inter alia, as follows:
(a) The ESGS shall be in force for a period of 5 years from 30 November 2018 (“ESGS Period”) and may be extended
at the discretion of the Board upon the recommendation of the ESGS Committee provided that the ESGS Period
shall not in aggregate exceed a duration of 10 years from 30 November 2018, or such longer duration as may
from time to time be permitted by the relevant authorities;
(b) The total number of shares which may be made available under the ESGS shall not exceed in aggregate 5% of
the total number of issued shares of the Company (excluding treasury shares, if any) at any point in time during
the ESGS Period;
(c) Eligible employees are employees employed by and are on the payroll of any company in the Group (excluding
dormant subsidiaries) and his/her employment has been confirmed by the company, who are at least 18 years of
age and is not undischarged bankrupt. The Directors and senior management of the Group will not participate
in the ESGS;
(d) Not more than 10% of the aggregate number of shares to be issued under the ESGS shall be allocated to
any individual eligible employee who, either singly or collectively through persons connected with the eligible
employee, holds 20% or more of the total number of issued shares of the Company (excluding treasury shares,
if any); and
(e) The shares issued pursuant to the ESGS shall rank pari passu in all respects with the existing ordinary shares of
the Company.
Value of employee services received for issue of ESGS
2023 2022
RM’000 RM’000
Group
ESGS granted during the year 1,360 -
Amount recognised as employee expense over vesting period as

determined by ESGS Committee 230 446
Company
ESGS granted during the year 70 -
Amount recognised as employee expense over vesting period as

determined by ESGS Committee 125 38
RM105,000 (2022: RM408,000) of the ESGS expense were re-charged by the Company to the subsidiaries which
benefited from the services of the employees.

16. Deferred income - Group
2023 2022
RM’000 RM’000
Non-current
Government grants 627 8,266
Current
Government grants 207 1,606
834 9,872
Government grants
The Group received government grants for the purchase of plant and machinery and wages support to retain local
employees during the period of economic uncertainty. The grants are amortised on a systematic basis over the useful
life of the plant and machinery or the period in which the Group benefits from the services of the employees.
During the financial year, the Group has received additional government grants amounting to RM Nil (2022:
RM13,593,000). During the financial year, RM9,604,000 (2022: RM9,048,000) was amortised and recognised as other
income in profit or loss.
17. Provisions - Group
Provision Provision
for for onerous
warranties contracts Total
RM’000 RM’000 RM’000
At 1 April 2021 8,483 303 8,786
Provision during the year 1,270 - 1,270

Reversed to profit or loss (2,168) (33) (2,201)
At 31 March 2022/1 April 2022 7,687 273 7,960
Provision during the year 686 920 1,606

Reversed to profit or loss (1,276) - (1,276)
At 31 March 2023 7,743 1,220 8,963


17. Provisions - Group (Cont’d)
Provision Provision
for for onerous
warranties contracts Total
RM’000 RM’000 RM’000
Presented as:
Non-current - 220 220

Current 8,483 83 8,566
At 1 April 2021 8,483 303 8,786

Current 7,687 80 7,767
At 31 March 2022 7,687 273 7,960

Current 7,743 408 8,151
At 31 March 2023 7,743 1,220 8,963
Warranties
Provision for warranties represent estimated liabilities for defects arising from products sold under warranty. The
provision is based on management’s estimate made from historical warranty data associated with the products and
judgement on the probability of a defect arising from products sold.
Onerous contracts
A provision for onerous contracts is recognised when the costs of meeting the obligations under the contract exceed
the economic benefits expected to be derived. The provision is measured at the present value of the expected costs
required to fulfil the requirements of the contract in excess of the contracted revenue.

18. Trade and other payables
Note 2023 2022

RM’000 RM’000
Group
Trade
Amount due to related companies 18.1 2,584 584

Trade payables 116,413 137,626
Trade accruals 36,136 28,307
155,133 166,517
Non-trade
Amount due to:

- related companies 18.1 697 584
Other payables 18.2 4,890 6,597
Accrued expenses 77,746 54,819
86,044 63,496
241,177 230,013
Company
Non-trade
Amount due to:

- subsidiaries 18.1 1,806 1,744
Other payables 148 564
Accrued expenses 8,192 7,106
11,414 10,847

18. Trade and other payables (Cont’d)
18.1 Amounts due to immediate holding company, subsidiaries and related companies
The trade amount due to related companies is subject to normal trade terms.
The non-trade amounts due to immediate holding company, subsidiaries and related companies are unsecured,
interest-free and payable on demand.
18.2 Other payables - Group
Included in other payables is RM1,270,000 (2022 : RM2,069,000) payable for the purchase of plant and
equipment.
19. Revenue
2023 2022
RM’000 RM’000
Group
Revenue from contracts with customers 1,445,358 1,147,645
Company
Revenue from contracts with customers

- management fee 25,836 23,453
Other revenue
- Dividend income from subsidiaries 67,563 16,228
- Interest income 37 2
93,436 39,683
19. Revenue (Cont’d)
19.1 Disaggregation of revenue
Aerospace Equipment Total

2023 2022 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Primary geographical markets

Malaysia 11,398 8,997 58,304 55,994 69,702 64,991
Asia (excluding Malaysia) 11,083 7,626 678,697 460,698 689,780 468,324
STATEMENTS
North America 262,241 206,253 374,764 374,707 637,005 580,960

Latin America 746 449 - 11 746 460
(Cont’d)
Europe 43,619 28,464 4,506 4,446 48,125 32,910
329,087 251,789 1,116,271 895,856 1,445,358 1,147,645
Major products and service lines

Manufacture of aircraft components,
other aircraft related equipment parts,
spares and precision engineering parts 328,784 251,701 - - 328,784 251,701
Design and assembly of modular for
equipment; manufacture of components and
precision engineering parts for modular or

complete machine and equipment - - 916,994 775,107 916,994 775,107
Manufacture of components, spares and
precision engineering parts, design and
assembly of modular or complete machine
and equipment, trim and form dies, jigs and
suspension tooling - - 198,262 120,434 198,262 120,434
Support services 303 88 1,015 315 1,318 403
329,087 251,789 1,116,271 895,856 1,445,358 1,147,645

157
19. Revenue (Cont’d) 158
19.1 Disaggregation of revenue (Cont’d)
Aerospace Equipment Total

2023 2022 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Group
Timing and recognition

At a point in time - - 694,828 604,650 694,828 604,650
STATEMENTS
Over time 329,087 251,789 421,443 291,206 750,530 542,995

(Cont’d)
Total revenue from contracts with customers 329,087 251,789 1,116,271 895,856 1,445,358 1,147,645
2023 2022
RM’000 RM’000
Company
Primary geographical markets

Malaysia 23,711 23,155
Asia (excluding Malaysia) 2,125 298
Total revenue from contracts with customers 25,836 23,453
Major service line and timing of recognition

Management fee recognised at a point in time 25,836 23,453
ANNUAL REPORT 2023
19.2 Nature of goods and services
The following information reflects the typical transactions of the Group:
Timing of recognition or Significant Variable Obligation for

Nature of goods method used to recognise payment element in returns or
or services revenue terms consideration refunds Warranty
Manufacture of aircraft Revenue is recognised over time Credit period Discounts may Returns are only Product warranties
components and other as costs are incurred. Control of within the be offered applicable for are assurance type
aircraft related equipment goods are transferred over time industry for certain products that warranty and do
parts, spares and precision as the goods have no alternative standard. contracts do not meet not form a separate
engineering parts use and there is an enforceable determined on customer’s performance
right to payment for performance a case to case specifications. obligation.
STATEMENTS
completed to date. basis.

Design and assembly of Revenue is recognised over time Credit period Not applicable. Returns are only Product warranties
modular for equipment; as costs are incurred. These within the applicable for are assurance type
(Cont’d)
manufacture of components contracts would meet the no industry products that warranty and do
and precision engineering alternative use criteria and the standard. do not meet not form a separate
parts for modular or complete Group has rights to payment for customer’s performance
machine and equipment work performed. specifications. obligation.
Manufacture of components, Revenue is recognised at a point Credit period Not applicable. Returns only Product warranties
spares and precision in time when the products/parts within the applicable for are assurance type
engineering parts, design or machine are delivered and industry products that warranty and does
and assembly of modular accepted by the customers. standard. do not meet not form a separate
or complete machine and customer’s performance
equipment, manufacture specifications. obligation.
of trim and form dies and
suspension tooling
Support services and Revenue is recognised at a Credit period Not applicable. Not applicable. Not applicable.
management services point in time when the service is within the
performed or rendered. industry
standard.
159

19.3 Transaction price allocated to the remaining performance obligations
The following table shows revenue from performance obligations that are unsatisfied (or partially unsatisfied) at
the reporting date. The disclosure is only providing information for contracts that have a duration of more than
one year.
2024 2025 Total

RM’000 RM’000 RM’000
Group
Design and assembly of modular for equipment 444,978 332,070 777,048
The above revenue does not have variable element in consideration.
The Group applies the practical expedient in paragraph 121(a) of MFRS 15 and did not disclose information on
transaction price allocated to remaining performance obligations that have original expected durations of one
year or shorter.
20. Finance costs
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Interest expense of financial liabilities

that are not at fair value through
profit or loss 13,659 1,191 - -
Interest expense on lease liabilities 1,502 1,256 21 34
15,161 2,447 21 34

21. Profit before tax
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Profit before tax is arrived at

after charging/(crediting):
Auditors’ remuneration
- Audit fees
- KPMG PLT 300 249 70 60
- Affiliate of KPMG PLT 70 - - -
- Other auditors 152 192 - -
- Non-audit fees
- KPMG PLT 12 8 12 8
- Affiliate of KPMG PLT 173 134 30 18
Material expenses/(income)
Impairment on investments
in subsidiaries 6 - - 15 11
Inventories written off - 3,770 - -
Personnel expenses:
- Wages, salaries and
others (including
Directors’ emoluments) 177,707 137,680 17,541 16,306
- Employees’ Provident
Fund contributions 15,100 11,597 1,613 1,459
Fair value loss/(gain) on
derivatives 452 (1,695) - -
Foreign exchange loss/(gain):

- Unrealised (716) 1,941 (112) (6)
- Realised 203 615 111 45
Government grants a (1,462) (4,080) (190) (38)
Amortisation of government
grants 16 (9,604) (9,048) - -

21. Profit before tax (Cont’d)
Group Company
Note 2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Profit before tax is arrived at

after charging/(crediting):
(Cont’d)
Expenses arising from leases

Expenses relating to
short-term leases b 2,093 553 223 147
Expenses relating to leases
of low-value assets b 178 124 22 31
Net (gain)/loss on impairment

of financial instruments and
contract assets
Financial assets at amortised
cost (463) (462) 10 254
Contract assets (133) (75) - -
(596) (537) 10 254
Note a
Wages and operating expenses related subsidies from governments that compensate the Group for expenses incurred
are recognised in profit or loss as other income on a systematic basis in the same period in which the expenses are
recognised.
Note b
The Group and the Company lease IT equipment and apartments with contract terms ranging from 1 to 5 years. These
leases are either short-term or for low-value items. The Group and the Company has elected not to recognise right-
of-use assets and lease liabilities for such leases.

22. Key management personnel compensation
Key management personnel compensation are as follows:
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Directors of the Company
- Fees 557 469 557 469

- Other emoluments 146 158 146 158
703 627 703 627

Other key management personnel
- Remuneration 4,432 3,839 4,432 3,305

- Employees’ Provident Fund
contributions 366 389 366 331
4,798 4,228 4,798 3,636
5,501 4,855 5,501 4,263
Other key management personnel comprise persons other than Directors of the Company, having authority and
responsibility for planning and controlling the activities of the Group either directly or indirectly.
The estimated monetary value of benefits-in-kind receivable by key management personnel of the Group and of the
Company amounted to RM59,789 and RM59,789 (2022 : RM52,553 and RM52,553) respectively.

23. Tax expense
Major components of tax expense include:
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Income tax expense
Malaysia
- current year 31,804 25,075 - -

- prior year (850) (3,824) - -
30,954 21,251 - -
Overseas
- current year 173 121 - -

- prior year - (213) - -
173 (92) - -
Total income tax expense 31,127 21,159 - -
Deferred tax expense
- reversal of temporary differences (3,349) (2,734) - -

- prior year (1,656) 6,571 - -
(5,005) 3,837 - -
Total tax expense 26,122 24,996 - -


23. Tax expense (Cont’d)
Reconciliation of tax expense
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Profit for the year 88,849 75,455 63,603 14,444

Total tax expense 26,122 24,996 - -
Profit excluding tax 114,971 100,451 63,603 14,444
Income tax calculated using Malaysian

tax rate at 24% (2022 : 24%) 27,593 24,108 15,265 3,467
Effect of different tax rates in
foreign jurisdictions 1,796 984 - -
Non-deductible expenses 1,173 3,547 280 170
Tax exempt income (1,799) (2,322) (16,330) (3,895)
Effect of tax incentives (2,779) (4,050) - -
Effect of deferred tax assets
not recognised 2,644 258 785 258
Other items - (63) - -
28,628 22,462 - -
(Over)/Under provision in prior years (2,506) 2,534 - -
26,122 24,996 - -

24. Earnings per ordinary share - Group
Basic earnings per ordinary share
The calculation of basic earnings per ordinary share is based on the profit attributable to ordinary shareholders of
RM88,849,000 (2022 : RM75,455,000) and the weighted average number of ordinary shares outstanding, calculated
as follows:
2023 2022
Issue ordinary shares as at beginning of year 541,399,588 135,166,967

Effect of ESGS exercised during the year 107,663 179,923
Effect of bonus issue in year 2022 - 406,040,670
Weighted average number of ordinary shares at end of year 541,507,251 541,387,560
Basic earnings per ordinary share (sen) 16.41 13.94
Diluted earnings per ordinary share
The diluted earnings per ordinary share is the same as basic earnings per ordinary share as there are no dilutive
potential ordinary shares.
25. Dividends - Company
2023
A first interim single tier dividend of 3.50 sen per ordinary share totalling RM18,948,986 for the financial year ended
31 March 2022 was declared on 24 May 2022 and paid on 18 August 2022.
Subsequent to the end of the financial year, the Company declared a first interim single tier dividend of 2.50 sen per
ordinary share in respect of the financial year ended 31 March 2023 to be paid on 8 August 2023.
2022
A first interim single tier dividend of 11.03 sen per ordinary share totalling RM14,929,091 for the financial year ended
31 March 2022 was declared on 25 May 2021 and paid on 18 August 2021.
26. Related parties
Identity of related parties
For the purposes of these financial statements, parties are considered to be related to the Group if the Group or the
Company has the ability, directly or indirectly, to control or jointly control the party or exercise significant influence
over the party in making financial and operating decisions, or vice versa, or where the Group or the Company and the
party are subject to common control. Related parties may be individuals or other entities.
The Group has related party relationship with its holding companies and subsidiaries as disclosed in the financial
statements.
Related parties also include key management personnel defined as those persons having authority and responsibility
for planning, directing and controlling the activities of the Group either directly or indirectly. The key management
personnel include all the Directors of the Group.

26. Related parties (Cont’d)
Significant related party transactions
The significant related party transactions of the Group and the Company are shown below. The transactions were
entered in the normal course of business and established under negotiated terms. The balances related to the below
transactions are shown in Note 8 and Note 18.
i) Subsidiaries
2023 2022
RM’000 RM’000
Company
Allocation of share-based payments 105 408

Dividend income 67,563 16,228
Management fee income 25,836 23,050
Rental expense of office (480) (480)
ii) Immediate holding company
2023 2022
RM’000 RM’000
Group
Sales of aerospace parts and other precision tools 10,929 11,553

Dividend paid (13,550) (10,680)
Provision of corporate management services, engineering
and administrative services 243 365
Purchase of corporate management services, engineering and
administrative services/fitting and quality assurance services (5,407) (5,070)
Rental expense of office, factory premises and machine (4,009) (3,784)
Company
Dividend paid (13,550) (10,680)

administrative services/fitting and quality assurance services (3,720) (2,900)
Provision of corporate management services, engineering and
administrative services 35 171

26. Related parties (Cont’d)
Significant related party transactions (Cont’d)
iii) Related companies
2023 2022
RM’000 RM’000
Group
Sales of fabrication, machining services and special services 4,491 4,023

Sales of aerospace parts and other precision tools 6,151 3,355
administrative services/fitting and quality assurance services (887) (822)
Purchase of fabrication/machining services/special process (9,642) (3,152)
Purchase of fabrication and machining parts and components - (1,032)
Rental of office, factory premises and machines (2,284) (1,947)
administrative services 1,284 232
Sales of equipment 302 -
Company

administrative services 1,284 232
iv) There were no transactions with key management personnel other than the remuneration package paid to
them in accordance with the terms and conditions of their appointment as disclosed in Note 22 to the financial
statements.
27. Operating segment - Group
The Group has two reportable segments, as described below, which are the Group’s strategic business units. The
strategic business units offer different products and services, and are managed separately because they require
different technology and marketing strategies. For each of the strategic business units, the Chief Operating Decision
Maker (“CODM”) (i.e. the Group’s Chief Executive Officer) reviews internal management reports at least on a quarterly
basis. The following summary describes the operations in each of the Group’s reportable segments:
Aerospace Provides a dedicated end-to-end manufacturing solutions on critical engine parts and other related
equipment parts
Equipment Provides an array of equipment engineering and solutions for commercial, semiconductor and other
industries
Performance is measured based on segment profit or loss before tax as included in the internal management reports
that are reviewed by the CODM. Segment profit or loss is used to measure performance as management believes
that such information is the most relevant in evaluating the results of certain segments relative to other entities that
operate within these industries.

27. Operating segment - Group (Cont’d)
Other non-reportable segment comprise investment holding activities and provision of intra-group management
services which did not meet the quantitative thresholds for reportable segments.
Segment assets
The total of segment asset is measured on all assets of a segment, as included in the internal management reports that
are reviewed by the CODM. Segment total asset is used to measure the return on assets of each segment.
Segment liabilities
Segment liabilities information is neither included in the internal management reports nor provided regularly to the
CODM. Hence, no disclosure is made on segment liabilities.
Aerospace Equipment Elimination Total

RM’000 RM’000 RM’000 RM’000
2023
Revenue from external customers 329,087 1,116,271 - 1,445,358

Inter-segment revenue 4,171 - (4,171) -
Total revenue 333,258 1,116,271 (4,171) 1,445,358
(Loss)/Profit before tax (segment profit) (1,929) 116,900 - 114,971
Included in the measure of segment

profit are:
- Write-down of inventories (5,250) (781) - (6,031)
- Depreciation and amortisation (51,775) (17,184) - (68,959)
- Amortisation of government grants (9,604) - - (9,604)
- Gain on disposal of property, plant
and equipment 75 50 - 125
- Net gain on impairment of financial
instruments and contract assets 359 237 - 596
Segment assets 645,843 961,794 - 1,607,637

assets are:
Additions to non-current assets other than
financial instruments and deferred tax
assets
- Additions to property, plant
and equipment 5,026 212,455 - 217,481
- Additions to right-of-use assets 7,031 3,087 - 10,118
- Additions to intangible assets 166 3,604 - 3,770

Aerospace Equipment Elimination Total

RM’000 RM’000 RM’000 RM’000
2022
Revenue from external customers 251,789 895,856 - 1,147,645

Inter-segment revenue 3,088 - (3,088) -
Total revenue 254,877 895,856 (3,088) 1,147,645
(Loss)/Profit before tax (segment profit) (11,662) 112,113 - 100,451

profit are:
- Write-down of inventories (2,902) (593) - (3,495)
- Inventories written off - (3,770) - (3,770)
- Depreciation and amortisation (49,146) (11,030) - (60,176)
- Amortisation of government grants 9,048 - - 9,048
- Gain on disposal of property, plant and
equipment 144 2 - 146
- Net (loss)/gain on impairment of financial
instruments and contract assets (380) 917 - 537
Segment assets 591,388 615,773 - 1,207,161

assets are:
Additions to non-current assets other than
financial instruments and deferred tax
assets
- Additions to property, plant and
equipment 8,481 18,626 - 27,107
- Additions to right-of-use assets 29 1,421 - 1,450
- Additions to intangible assets 73 586 - 659

Geographical segments
In presenting information on the basis of geographical segments, segment revenue is based on geographical location
of the customers. Segment assets are based on the geographical location of the assets.
Non-current
Revenue assets
RM’000 RM’000
Geographical information
2023
Malaysia 69,702 237,546

Asia (excluding Malaysia) 689,780 326,434
North America 637,005 -
Latin America 746 -
Europe 48,125 -
1,445,358 563,980
2022
Malaysia 64,991 215,453

Asia (excluding Malaysia) 468,324 153,983
North America 580,960 -
Latin America 460 -
Europe 32,910 -
1,147,645 369,436

Major customers
The following are major customers with revenue equal to or more than 10% of the Group’s total revenue:
Revenue
2023 2022
Customer RM’000 RM’000 Segment
Customer A 417,019 286,213 Equipment

Customer B 299,845 341,104 Equipment
Customer C 237,514 148,316 Equipment
Customer D 149,806 134,870 Aerospace
1,104,184 910,503
28. Capital commitments - Group
2023 2022
RM’000 RM’000
Contracted but not provided for 68,339 59,523
29. Financial instruments
29.1 Categories of financial instruments
The table below provides an analysis of financial instruments categorised as follows:
(a) Amortised cost (“AC”)

(b) Fair value through profit or loss (“FVTPL”)
- Designated upon initial recognition (“DUIR”)
(c) Derivatives used for hedging

29. Financial instruments (Cont’d)
29.1 Categories of financial instruments (Cont’d)
Derivatives
Carrying FVTPL used for
amount AC - DUIR hedging
RM’000 RM’000 RM’000 RM’000
Financial assets
2023
Group
Trade and other receivables

(excluding prepayments) 303,148 303,148 - -
Cash and bank balances 21,045 21,045 - -
Derivative financial assets 2,370 - 526 1,844
326,563 324,193 526 1,844
2022
Group
Trade and other receivables

(excluding prepayments) 278,961 278,961 - -
Cash and bank balances 31,063 31,063 - -
Derivative financial assets 147 - 147 -
310,171 310,024 147 -


Carrying
amount AC
RM’000 RM’000
Financial assets
2023
Company
Trade and other receivables (excluding prepayments) 11,129 11,129

Cash and bank balances 529 529
11,658 11,658
2022
Company
Trade and other receivables (excluding prepayments) 7,305 7,305

Cash and bank balances 1,120 1,120
8,425 8,425

Derivatives
Carrying FVTPL used for
amount AC - DUIR hedging
RM’000 RM’000 RM’000 RM’000
2023
Group
Loans and borrowings 479,521 479,521 - -

Trade and other payables 241,177 241,177 - -
Derivative financial liabilities 959 - 708 251
721,657 720,698 708 251

2022
Group
Loans and borrowings 211,040 211,040 - -

Trade and other payables 230,013 230,013 - -
Derivative financial liabilities 872 - 536 336
441,925 441,053 536 336


Carrying
amount AC
RM’000 RM’000
2023
Company
Other payables 11,414 11,414
2022
Company
Other payables 10,847 10,847
29.2 Net gains and losses arising from financial instruments
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Net (losses)/gains on:
Financial assets at amortised cost (2,408) (2,202) (82) (334)

Financial liabilities measured at
amortised cost (10,278) (1,084) 110 43
Financial assets and financial liabilities
at fair value through profit or loss:
- Designated upon initial
recognition
- Recognised in profit or loss (452) 1,695 - -
Derivatives used for hedging:
- Recognised in other
comprehensive income/
(expense) 2,588 (1,219) - -
(10,550) (2,810) 28 (291)


29.3 Financial risk management
The Group has exposure to the following risks from its use of financial instruments:
• Credit risk
• Liquidity risk
• Market risk
29.4 Credit risk
Credit risk is the risk of a financial loss if a customer or counterparty to a financial instrument fails to meet its
contractual obligations. The Group’s exposure to credit risk arises principally from the individual characteristics
of each customer. The Company’s exposure to credit risk arises principally from advances to subsidiaries and
financial guarantees given to banks for banking facilities granted to subsidiaries.
Trade receivables and contract assets
Risk management objectives, policies and processes for managing the risk

Management monitors the exposure to credit risk on an ongoing basis. Credit evaluations are performed on
customers as needed.
At each reporting date, the Group or the Company assesses whether any of the trade receivables and contract
assets are credit impaired.
The gross carrying amounts of credit impaired trade receivables and contract assets are written off (either
partially or full) when there is no realistic prospect of recovery. This is generally the case when the Group or the
Company determines that the debtor does not have assets or sources of income that could generate sufficient
cash flows to repay the amounts subject to the write-off. Nevertheless, trade receivables and contract assets that
are written off could still be subject to enforcement activities.
There are no significant changes as compared to previous year.
Exposure to credit risk, credit quality and collateral
As at the end of the reporting period, the maximum exposure to credit risk arising from trade receivables and
contract assets are represented by the carrying amounts in the statements of financial position.
Concentration of credit risk
The exposure to credit risk for trade receivables and contract assets as at the end of the reporting period by
geographical region was:
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Malaysia 19,180 11,858 1,768 5,750

Asia (excluding Malaysia) 192,051 135,728 1,113 291
North America 252,222 253,936 - -
Europe 18,131 18,913 - -
Latin America 156 114 - -
481,740 420,549 2,881 6,041


29.4 Credit risk (Cont’d)
Trade receivables and contract assets (Cont’d)
Recognition and measurement of impairment losses
The Group uses an allowance matrix to measure Expected Credit Loss (“ECLs”) of trade receivables and contract
assets for all segments. Consistent with the debt recovery process, invoices which are past due more than 90
days will be considered as credit impaired.
The Group will initiate appropriate debt recovery procedures on past due balances which are monitored by
the sales management team. Where necessary, the Group will also commence legal proceeding against the
customers.
Loss rates are based on published industry default rates, adjusted as necessary to reflect the Group’s credit
risk. The Group also considers differences between (a) economic conditions during the period over which the
historic data has been collected, (b) current conditions and (c) the Group’s view of economic conditions over the
expected lives of the receivables.
The following table provides information about the exposure to credit risk and ECLs for trade receivables and
contract assets as at year end which are grouped together as they are expected to have similar risk nature.
Gross
carrying Loss Net
amount allowance balance
RM’000 RM’000 RM’000
Group
2023
Current (Not past due) 472,644 (2,439) 470,205

1 - 30 days past due 8,793 (40) 8,753
31 - 60 days past due 822 (4) 818
61 - 90 days past due 233 (1) 232
482,492 (2,484) 480,008

Credit impaired
More than 90 days past due 1,955 (223) 1,732
484,447 (2,707) 481,740
Trade receivables 291,372 (1,473) 289,899

Contract assets 193,075 (1,234) 191,841
484,447 (2,707) 481,740


Recognition and measurement of impairment losses (Cont’d)
Gross
carrying Loss Net
RM’000 RM’000 RM’000
Group (Cont’d)
2022
Current (Not past due) 401,740 (2,872) 398,868

1 - 30 days past due 10,436 (96) 10,340
31 - 60 days past due 5,275 (56) 5,219
61 - 90 days past due 915 - 915
418,366 (3,024) 415,342

Credit impaired
More than 90 days past due 5,287 (80) 5,207
423,653 (3,104) 420,549
Trade receivables 272,036 (1,822) 270,214

Contract assets 151,617 (1,282) 150,335
423,653 (3,104) 420,549
Company
2023
Current (Not past due) 2,881 - 2,881
2022
Current (Not past due) 6,041 - 6,041


Recognition and measurement of impairment losses (Cont’d)
The movements in the allowance for impairment in respect of trade receivables and contract assets of the Group
during the year are shown below.
Trade
receivables Contract
Lifetime ECL assets Total
RM’000 RM’000 RM’000
Group
Balance at 1 April 2021 2,255 1,350 3,605
Net remeasurement of loss allowance (462) (75) (537)

Effect of movement in exchange rates 29 7 36
Balance at 31 March 2022/1 April 2022 1,822 1,282 3,104
Net remeasurement of loss allowance (463) (133) (596)

Effect of movement in exchange rates 114 85 199
Balance at 31 March 2023 1,473 1,234 2,707
As at the end of the reporting period, the Company did not recognise any allowance for impairment losses.
Cash and bank balances
The cash and bank balances are held with established banks and financial institutions. As at the end of the
reporting period, the maximum exposure to credit risk is represented by their carrying amounts in the statements
of financial position.
These banks and financial institutions have low credit risks. In addition, some of the bank balances are insured
by government agencies.
Other receivables
Other receivables are mainly value added tax receivables from local authorities.
As at the end of the reporting period, the maximum exposure to credit risk is represented by their carrying
amounts in the statements of financial position.
As at the end of the reporting period, the Company did not recognise any allowance for impairment losses.

Inter-company advances
The Company provides unsecured advances to subsidiaries. The Company monitors the ability of the subsidiaries
to repay the advances on an individual basis.
As at the end of the reporting period, the maximum exposure to credit risk is represented by their carrying
amounts in the statement of financial position.
The advances provided are not secured by any collateral or supported by any other credit enhancements.
Recognition and measurement of impairment loss
Generally, the Company considers advances to subsidiaries to have low credit risk. The Company assumes that
there is a significant increase in credit risk when the subsidiary’s financial position deteriorates significantly.
As the Company is able to determine the timing of payment of these advances, the Company considers the
advances to be in default when the the subsidiary is not able to pay when demanded. The Company considers
such advances to be credit impaired when:
• The subsidiary is unlikely to repay its advance to the Company in full; or

• The subsidiary is continuously loss making and is having a deficit shareholders’ fund.
The Company determines the probability of default for these advances individually using internal information
available.
The following tables provide information about the exposure to credit risk and ECLs for inter-company advances
as at year end.
Gross
carrying Loss Net
RM’000 RM’000 RM’000
Group
2023
Low credit risk 112 - 112
2022


Inter-company advances (Cont’d)
Recognition and measurement of impairment loss (Cont’d)
Gross
carrying Loss Net
RM’000 RM’000 RM’000
Company
2023
Low credit risk 7,624 - 7,624

Credit impaired 306 (306) -
7,930 (306) 7,624
2022

Credit impaired 296 (296) -
475 (296) 179
The movements in the allowance for impairment of related company advances during the year are as follows:
Lifetime ECL
RM’000
Company
Balance at 1 April 2021 42
Net remeasurement of loss allowance 254
Balance at 31 March 2022/1 April 2022 296
Net remeasurement of loss allowance 10
Balance at 31 March 2023 306


Financial guarantees
The Company provides unsecured financial guarantees to banks in respect of banking facilities granted to certain
subsidiaries. The Company monitors the ability of the subsidiaries to service their loans on an individual basis.
The maximum exposure to credit risk amounted to RM377.5 million (2022 : RM187.2 million) representing the
outstanding banking facilities of the subsidiaries as at the end of the reporting period.
The financial guarantees are provided as credit enhancements to the subsidiaries’ loans and borrowings.
Recognition and measurement of impairment loss
The Company assumes that there is a significant increase in credit risk when a subsidiary’s financial position
deteriorates significantly. The Company considers a financial guarantee to be credit impaired when:
• The subsidiary is unlikely to repay its credit obligation to the bank in full; or
• The subsidiary is continuously loss making and is having a deficit shareholders’ fund.
The Company determines the probability of default of the guaranteed loans and borrowings individually using
internal information available.
As the end of the reporting period, the Company did not recognise any allowance for impairment in respect of
financial guarantees.
29.5 Liquidity risk
Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due. The
Group’s exposure to liquidity risk arises principally from its various payables, loans and borrowings.
The Group maintains a level of cash and bank balances and bank facilities deemed adequate by the management
to ensure, as far as possible, that it will have sufficient liquidity to meet its liabilities when they fall due.
It is not expected that the cash flows included in the maturity analysis could occur significantly earlier, or at
significantly different amounts.
29. Financial instruments (Cont’d) 184
29.5 Liquidity risk (Cont’d)
Maturity analysis
The table below summarises the maturity profile of the Group’s and the Company’s financial liabilities as at the end of the reporting period based
on undiscounted contractual payments:
Contractual
interest rates/
Carrying discount rates Contractual Under 1-2 2-5 More than
amount per annum cash flows 1 year years years 5 years
RM’000 % RM’000 RM’000 RM’000 RM’000 RM’000
STATEMENTS
2023
(Cont’d)
Group
Non-derivative financial liabilities
Trade and other payables 241,177 - 241,177 241,177 - - -

Lease liabilities 30,152 3.38 - 13.00 32,367 11,627 9,691 11,049 -
Term loans - variable rate 86,550 5.70 - 6.70 93,961 16,195 73,654 4,112 -
Revolving credit 392,971 5.10 - 5.90 392,971 392,971 - - -
750,850 760,476 661,970 83,345 15,161 -

Derivative financial liabilities
Forward exchange contracts

(gross settled):
Outflow (1,411) - 153,220 153,220 - - -
Inflow - - (154,631) (154,631) - - -
749,439 759,065 660,559 83,345 15,161 -

ANNUAL REPORT 2023
Maturity analysis (Cont’d)
Contractual
Carrying interest rate Contractual Under 1-2 2-5 More than
RM’000 % RM’000 RM’000 RM’000 RM’000 RM’000
2023
Company
STATEMENTS

(Cont’d)
Other payables 11,414 - 11,414 11,414 - - -

Financial guarantees - - 377,468 377,468 - - -
11,414 388,882 388,882 - - -

185
Contractual
interest rates/
Carrying discount rates Contractual Under 1-2 2-5 More than
RM’000 % RM’000 RM’000 RM’000 RM’000 RM’000
2022
STATEMENTS
Group
(Cont’d)
Trade and other payables 230,013 - 230,013 230,013 - - -

Lease liabilities 27,467 2.95 - 13.00 30,163 8,064 7,560 12,197 2,342
Term loans - variable rate 12,588 1.79 - 2.35 12,929 6,999 5,930 - -
Revolving credit 198,452 0.65 - 1.40 198,452 198,452 - - -
468,520 471,557 443,528 13,490 12,197 2,342

Derivative financial liabilities
Forward exchange contracts

(gross settled):
Outflow 725 - 146,062 146,062 - - -
Inflow - - (145,337) (145,337) - - -
469,245 472,282 444,253 13,490 12,197 2,342

ANNUAL REPORT 2023
Contractual
Carrying interest rate Contractual Under 1-2 2-5 More than
RM’000 % RM’000 RM’000 RM’000 RM’000 RM’000
2022
Company
STATEMENTS

(Cont’d)
Other payables 10,847 - 10,847 10,847 - - -

Financial guarantees - - 187,208 187,208 - - -
10,847 198,055 198,055 - - -

187

29.6 Market risk
Market risk is the risk that changes in market prices, such as foreign exchange rates and interest rates that will
affect the Group’s financial position or cash flows.
29.6.1 Currency risk
The Group is exposed to foreign currency risk on sales and purchases that are denominated in a currency
other than the respective functional currencies of the Group entities. The currencies giving rise to this
risk are primarily U.S. Dollar (“USD”), Singapore Dollar (“SGD”) and Ringgit Malaysia (“RM”).
The Group uses forward exchange contracts to hedge its foreign currency risk arising mainly from sales
and purchases denominated in foreign currency. The forward exchange contracts have maturities of less
than a year after the end of the reporting period. Where necessary, the forward exchange contracts are
rolled over at maturity.
Exposure to foreign currency risk
The Group’s exposure to foreign currency (a currency which is other than the functional currency of the
Group entities) risk, based on carrying amounts as at the end of the reporting period are as follows:
Denominated in
USD SGD RM
RM’000 RM’000 RM’000
Group
2023
Balances recognised in the statement

of financial position
Trade and other receivables 2,748 2,930 8,775

Cash and bank balances 1,292 1,342 4,463
Trade and other payables - (8,815) (51,426)
Lease liabilities - (15,368) (5,717)
Net exposure 4,040 (19,911) (43,905)


29.6 Market risk (Cont’d)
29.6.1 Currency risk (Cont’d)
Exposure to foreign currency risk (Cont’d)
Denominated in
USD SGD RM
RM’000 RM’000 RM’000
Group
2022
Balances recognised in the statement

of financial position
Trade and other receivables 3,873 2,325 7,186

Cash and bank balances 697 6,332 2,005
Trade and other payables - (8,847) (76,841)
Lease liabilities - (16,897) (807)
Net exposure 4,570 (17,087) (68,457)
Currency risk sensitivity analysis
A 5% (2022 : 5%) strengthening of the functional currency of Group entities against the following
currencies at the end of the reporting period would have increased/(decreased) post-tax profit or
loss by the amounts shown below. This analysis is based on foreign currency exchange rate variances
that the Group considered to be reasonably possible at the end of the reporting period. The analysis
assumes that all other variables, in particular interest rates, remained constant and ignores any impact
on forecasted sales and purchases. There is no impact to equity arising from exposure to currency risk.
Profit or loss
2023 2022
RM’000 RM’000
Group
USD (154) (174)

SGD 757 649
RM 1,669 2,601
2,272 3,076
A 5% (2022 : 5%) weakening of the functional currency of Group entities against the above currencies
at the end of the reporting period would have had equal but opposite effect on the above currencies to
the amounts shown above, on the basis that all other variables remained constant.

29.6.2 Interest rate risk
The Group’s fixed rate borrowings are exposed to a risk of change in their fair values due to changes in
interest rate. The Group’s variable rate borrowings are exposed to a risk of change in their cash flows
due to changes in interest rates. Short term receivables and payables are not significantly exposed to
interest rate risk.
Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate
because of changes in market interest rates. Fair value interest rate risk is the risk that the value of a
financial instrument will fluctuate due to changes in market interest rates. The Group’s income and
operating cash flows are substantially independent of changes in market interest rates.
Exposure to interest rate risk
The interest rate profile of the Group’s significant interest-bearing financial instruments, based on
carrying amounts as at the end of the reporting period are as follows:
Group Company
2023 2022 2023 2022
RM’000 RM’000 RM’000 RM’000
Fixed rate
instruments
- Lease liabilities 30,152 27,467 - -
Floating rate
instruments
- Term loan 86,550 12,588 - -
- Revolving credit 392,971 198,452 - -
479,521 211,040 - -

29.6.2 Interest rate risk (Cont’d)
Exposure to interest rate risk (Cont’d)
(a) Fair value sensitivity analysis for fixed rate instruments
The Group does not account for any fixed rate financial assets and liabilities at fair value through
profit or loss, and the Group does not designate derivatives as hedging instruments under a fair
value hedge accounting model. Therefore, a change in interest rates at the end of the reporting
period would not affect profit or loss.
(b) Cash flow sensitivity analysis for floating rate instruments
At the reporting date, if interest rates had been 50 basis points lower/higher, with all other
variables held constant, the Group’s post-tax profit or loss would have been RM1,822,000 (2022
: RM802,000) higher/lower, arising mainly as a result of lower/higher interest expense on floating
rate loans and borrowings. The assumed movement in basis points for interest rate sensitivity
analysis is based on the currently observable market environment.
29.7 Fair value information
The carrying amounts of cash and bank balances, short term receivables and payables and short term borrowings reasonably approximate their fair
values due to the relatively short term nature of these financial instruments.
The table below analyses other financial instruments at fair value.
Fair value of financial instruments Fair value of financial instruments

Total
carried at fair value not carried at fair value
fair Carrying
Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total value amount
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
2023
STATEMENTS
Group
(Cont’d)
Financial assets
Forward exchange
contracts - 2,370 - 2,370 - - - - 2,370 2,370
Term loans
- variable rate - - - - - - (86,550) (86,550) (86,550) (86,550)

Forward exchange
contracts - (959) - (959) - - - - (959) (959)
- (959) - (959) - - (86,550) (86,550) (87,509) (87,509)

ANNUAL REPORT 2023
29.7 Fair value information (Cont’d)
Fair value of financial instruments Fair value of financial instruments

Total
carried at fair value not carried at fair value
fair Carrying
Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total value amount
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
2022
Group
STATEMENTS
Financial assets
(Cont’d)
Forward exchange
contracts - 147 - 147 - - - - 147 147
Term loans
- variable rate - - - - - - (12,588) (12,588) (12,588) (12,588)
Forward exchange
contracts - (872) - (872) - - - - (872) (872)
- (872) - (872) - - (12,588) (12,588) (13,460) (13,460)

193

29.7 Fair value information (Cont’d)
Policy on transfer between levels
The fair value of an asset to be transferred between levels is determined as of the date of the event or change
in circumstances that caused the transfer.
There has been no transfer between the levels in fair value during the financial year (2022 : no transfer in either
direction).
Level 2 fair value
Derivatives
The fair value of the forward exchange contracts is estimated by reference to the market rate for similar contracts
obtained from the banks which the Group contracted with.
Level 3 fair value
Level 3 fair value is estimated using unobservable inputs for the financial assets and liabilities.
Fair value, which is determined for disclosure purposes, is calculated based on the present value of future
principal and interest cash flows, discounted at the market rate of interest at the end of the reporting period.
The carrying amount of floating rate term loans approximate fair value as their effective interest rates change
accordingly to movements in the market interest rate.
30. Capital management
The Group’s objectives when managing capital is to maintain a strong capital base and safeguard the Group’s ability
to continue as a going concern, so as to maintain investor, creditor and market confidence and to sustain future
development of the business.
Under the requirement of Bursa Malaysia Practice Note No. 17/2005, the Company is required to maintain a
consolidated shareholders’ equity equal to or not less than 25 percent of the issued and paid-up capital and such
shareholders’ equity is not less than RM40 million. The Company has complied with this requirement.
There was no change in the Group’s approach to capital management during the financial year.
STATEMENT BY
DIRECTORS
PURSUANT TO SECTION 251(2) OF THE COMPANIES ACT 2016
In the opinion of the Directors, the financial statements set out on pages 98 to 194 are drawn up in accordance with Malaysian
Financial Reporting Standards, International Financial Reporting Standards and the requirements of the Companies Act
2016 in Malaysia so as to give a true and fair view of the financial position of the Group and of the Company as of 31 March
2023 and of their financial performance and cash flows for the financial year then ended.
Signed on behalf of the Board of Directors in accordance with a resolution of the Directors :
……………………………………...…..
Tan Kai Hoe
Director
……………………………………...…..
Peter Lim Hee Seng
Director
Date: 23 June 2023

STATUTORY
DECLARATION
PURSUANT TO SECTION 251(1)(b) OF THE COMPANIES ACT 2016
I, Teh Mun Ling, the officer primarily responsible for the financial management of SAM Engineering & Equipment (M)
Berhad, do solemnly and sincerely declare that the financial statements set out on pages 98 to 194 are, to the best of my
knowledge and belief, correct and I make this solemn declaration conscientiously believing the declaration to be true, and
by virtue of the Statutory Declarations Act 1960.
Subscribed and solemnly declared by the abovenamed Teh Mun Ling, MIA CA16317, at George Town in the State of
Penang on 23 June 2023.
….….…..….….….….….….
Teh Mun Ling
Before me:
Goh Suan Bee
(No. P125)
Commissioner for Oaths
Penang
REPORT
TO THE MEMBERS OF SAM ENGINEERING & EQUIPMENT (M) BERHAD
(REGISTRATION NO. 199401012509 (298188 - A))(INCORPORATED IN MALAYSIA)
Report on the Audit of the Financial Statements
Opinion
We have audited the financial statements of SAM Engineering & Equipment (M) Berhad, which comprise the statements
of financial position as at 31 March 2023 of the Group and of the Company, and the statements of profit or loss and other
comprehensive income, statements of changes in equity and statements of cash flows of the Group and of the Company
for the year then ended, and notes to the financial statements, including a summary of significant accounting policies, as
set out on pages 98 to 194.
In our opinion, the accompanying financial statements give a true and fair view of the financial position of the Group and
of the Company as at 31 March 2023, and of their financial performance and their cash flows for the year then ended in
accordance with Malaysian Financial Reporting Standards, International Financial Reporting Standards and the requirements
of the Companies Act 2016 in Malaysia.
Basis for Opinion
We conducted our audit in accordance with approved standards on auditing in Malaysia and International Standards on
Auditing. Our responsibilities under those standards are further described in the Auditors’ Responsibilities for the Audit of
the Financial Statements section of our auditors’ report. We believe that the audit evidence we have obtained is sufficient
and appropriate to provide a basis for our opinion.
Independence and Other Ethical Responsibilities
We are independent of the Group and of the Company in accordance with the By-Laws (on Professional Ethics, Conduct
and Practice) of the Malaysian Institute of Accountants (“By-Laws”) and the International Ethics Standards Board for
Accountants’ International Code of Ethics for Professional Accountants (including International Independence Standards)
(“IESBA Code”), and we have fulfilled our other ethical responsibilities in accordance with the By-Laws and the IESBA Code.
Key Audit Matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the
financial statements of the Group and of the Company for the current year. These matters were addressed in the context of
our audit of the financial statements of the Group and of the Company as a whole, and in forming our opinion thereon, and
we do not provide a separate opinion on these matters.
REPORT (Cont’d)
Key Audit Matters (Cont’d)
Valuation of inventories - Group

Refer to the accounting policy in Note 2(h), Note 1(d) – Use of estimates and judgements and Note 9 - Inventories to the
The key audit matter How the matter was addressed in our audit
The Group’s inventories amounted to RM481 million as at We have performed the following audit procedures, among
31 March 2023 in the consolidated statement of financial others:
position which represented 30% of the Group’s total assets.
Evaluated the design and implementation of controls over
Inventories are measured at the lower of cost and net management’s process in identifying and writing down slow-
realisable value. Identifying and determining the appropriate moving and obsolete inventories;
write down for inventories to net realisable value required
judgement by the Group. Attended the year end physical inventory counts to identify
the existence of any damaged inventories;
We have identified valuation of inventories as a key audit
matter because the judgements made by the Group may be Tested the age profile of the inventories to receiving
affected by external and market considerations which are documents and production reports;
inherently uncertain.
Evaluated the Group’s basis of writing down slow-moving
inventories based on the age of the inventory relative to
sales or consumption trends;
Agreed the quality affected inventories that were written

down to the Group’s Non-conformance Reports and Material
Disposition Reports; and
Compared the carrying value of inventories to sales made

subsequent to the year end and determined whether they
were sold at prices higher than the carrying value.
We have determined that there are no key audit matters in the audit of the separate financial statements of the Company
to be communicated in our auditors’ report.
Information Other than the Financial Statements and Auditors’ Report Thereon
The Directors of the Company are responsible for the other information. The other information comprises the information
included in the annual report, but does not include the financial statements of the Group and of the Company and our
auditors’ report thereon.
Our opinion on the financial statements of the Group and of the Company does not cover the annual report and we do not
express any form of assurance conclusion thereon.
In connection with our audit of the financial statements of the Group and of the Company, our responsibility is to read the
annual report and, in doing so, consider whether the annual report is materially inconsistent with the financial statements of
the Group and of the Company or our knowledge obtained in the audit, or otherwise appears to be materially misstated.
If, based on the work we have performed, we conclude that there is a material misstatement of the annual report, we are
required to report that fact. We have nothing to report in this regard.
REPORT (Cont’d)
Responsibilities of the Directors for the Financial Statements
The Directors of the Company are responsible for the preparation of financial statements of the Group and of the Company
that give a true and fair view in accordance with Malaysian Financial Reporting Standards, International Financial Reporting
Standards and the requirements of the Companies Act 2016 in Malaysia. The Directors are also responsible for such internal
control as the Directors determine is necessary to enable the preparation of financial statements of the Group and of the
Company that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements of the Group and of the Company, the Directors are responsible for assessing the
ability of the Group and of the Company to continue as a going concern, disclosing, as applicable, matters related to going
concern and using the going concern basis of accounting unless the Directors either intend to liquidate the Group or the
Company or to cease operations, or have no realistic alternative but to do so.
Auditors’ Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements of the Group and of the Company
as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes
our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance
with approved standards on auditing in Malaysia and International Standards on Auditing will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in
the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these
As part of an audit in accordance with approved standards on auditing in Malaysia and International Standards on Auditing,
we exercise professional judgement and maintain professional scepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the financial statements of the Group and of the Company,
whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material
misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery,
intentional omissions, misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the internal
control of the Group and of the Company.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by the Directors.
• Conclude on the appropriateness of the Directors’ use of the going concern basis of accounting and, based on the
audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant
doubt on the ability of the Group or of the Company to continue as a going concern. If we conclude that a material
uncertainty exists, we are required to draw attention in our auditors’ report to the related disclosures in the financial
statements of the Group and of the Company or, if such disclosures are inadequate, to modify our opinion. Our
conclusions are based on the audit evidence obtained up to the date of our auditors’ report. However, future events
or conditions may cause the Group or the Company to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the financial statements of the Group and of the Company,
including the disclosures, and whether the financial statements of the Group and of the Company represent the
underlying transactions and events in a manner that gives a true and fair view.
• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities
within the Group to express an opinion on the financial statements of the Group. We are responsible for the direction,
supervision and performance of the group audit. We remain solely responsible for our audit opinion.
We communicate with the Directors regarding, among other matters, the planned scope and timing of the audit and
significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
REPORT (Cont’d)
Auditors’ Responsibilities for the Audit of the Financial Statements (Cont’d)
We also provide the Directors with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear
on our independence, and where applicable, actions taken to eliminate threats or safeguards applied.
From the matters communicated with the Directors, we determine those matters that were of most significance in the audit
of the financial statements of the Group and of the Company for the current year and are therefore the key audit matters.
We describe these matters in our auditors’ report unless law or regulation precludes public disclosure about the matter or
when, in extremely rare circumstances, we determine that a matter should not be communicated in our auditors’ report
because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of
such communication.
Report on Other Legal and Regulatory Requirements
In accordance with the requirements of the Companies Act 2016 in Malaysia, we report that the subsidiaries of which we
have not acted as auditors are disclosed in Note 6 to the financial statements.
Other Matter
This report is made solely to the members of the Company, as a body, in accordance with Section 266 of the Companies
Act 2016 in Malaysia and for no other purpose. We do not assume responsibility to any other person for the content of this
report.
KPMG PLT Chong Dee Shiang

(LLP0010081-LCA & AF 0758) Approval Number: 02782/09/2024 J
Chartered Accountants Chartered Accountant
Penang
Date: 23 June 2023

ANALYSIS OF
SHAREHOLDINGS
AS AT 03 JULY 2023
Issued Share Capital : 541,589,428 Ordinary Shares

Class of Equity Securities : Ordinary Shares (“Shares”)
Voting Rights : One vote per Share
Distribution Schedule of Shareholders
No. of Holders Size of Shareholdings No. of Issued Shares %
133 Less than 100 4,077 **

904 100 - 1,000 581,223 0.11
1,412 1,001 - 10,000 6,020,547 1.11
550 10,001 to 100,000 shares 16,560,622 3.06
182 100,001 to less than 5% of issued shares 179,960,255 33.23
1 5% and above of issued shares 338,462,704 62.49
3,182 Total 541,589,428 100.00
** Negligible
30 Largest Securities Account Holders Based on Record of Depositors

(without aggregating the securities from different securities accounts belonging to the same person)
No. Name No. of Shares held %
1 AFFIN HWANG NOMINEES (ASING) SDN BHD 338,462,704 62.49

DBS VICKERS SECS (S) PTE LTD FOR SINGAPORE AEROSPACE
MANUFACTURING PTE LTD
2 CARTABAN NOMINEES (TEMPATAN) SDN BHD 18,154,400 3.35
ICAPITAL.BIZ BERHAD
3 DB (MALAYSIA) NOMINEE (TEMPATAN) SENDIRIAN BERHAD 17,537,000 3.24
DEUTSCHE TRUSTEES MALAYSIA BERHAD FOR HONG LEONG VALUE FUND
4 CITIGROUP NOMINEES (ASING) SDN BHD 13,852,700 2.56
EXEMPT AN FOR CITIBANK NEW YORK (NORGES BANK 22)
5 AMANAHRAYA TRUSTEES BERHAD 10,962,400 2.02
PUBLIC SMALLCAP FUND
PUBLIC ISLAMIC OPPORTUNITIES FUND
7 CITIGROUP NOMINEES (TEMPATAN) SDN BHD 6,691,000 1.24
GREAT EASTERN LIFE ASSURANCE (MALAYSIA) BERHAD (LEEF)
PUBLIC STRATEGIC SMALLCAP FUND
DEUTSCHE TRUSTEES MALAYSIA BERHAD FOR HONG LEONG BALANCED
FUND
10 CIMB GROUP NOMINEES (TEMPATAN) SDN BHD 4,169,700 0.77
CIMB COMMERCE TRUSTEE BERHAD FOR KENANGA SHARIAH GROWTH
OPPORTUNITIES FUND (50156 TR01)
ANALYSIS OF
SHAREHOLDINGS (Cont’d)
AS AT 03 JULY 2023
30 Largest Securities Account Holders Based on Record of Depositors (Cont’d)


PBTB FOR TAKAFULINK DANA EKUITI
PAMB FOR PRULINK EQUITY FUND
PRUDENTIAL ASSURANCE MALAYSIA BERHAD FOR PRULINK STRATEGIC
FUND
14 TOKIO MARINE LIFE INSURANCE MALAYSIA BHD 2,457,900 0.45
AS BENEFICIAL OWNER (PF)
PUBLIC SELECT TREASURES EQUITY FUND
16 HSBC NOMINEES (TEMPATAN) SDN BHD 2,238,200 0.41
HSBC (M) TRUSTEE BHD FOR MANULIFE INSURANCE BERHAD (EQUITY
FUND)
DEUTSCHE TRUSTEES MALAYSIA BERHAD FOR HONG LEONG DIVIDEND
FUND
18 CITIGROUP NOMINEES (TEMPATAN) SDN BHD 1,917,000 0.35
GREAT EASTERN LIFE ASSURANCE (MALAYSIA) BERHAD (LGF)
CIMB COMMERCE TRUSTEE BERHAD FOR KENANGA GROWTH
OPPORTUNITIES FUND (50154 TR01)
HSBC (M) TRUSTEE BHD FOR PERTUBUHAN KESELAMATAN SOSIAL (UOB
AMM6939-406)
21 CIMB ISLAMIC NOMINEES (TEMPATAN) SDN BHD 1,663,700 0.31
CIMB ISLAMIC TRUSTEE BERHAD - KENANGA SYARIAH GROWTH FUND
22 CIMB COMMERCE TRUSTEE BERHAD 1,611,600 0.30
PUBLIC FOCUS SELECT FUND
PAMB FOR PRULINK DANA UNGGUL
HONG LEONG ASSET MANAGEMENT BHD FOR HONG LEONG ASSURANCE
BERHAD (LP FUND ED102)
HSBC (M) TRUSTEE BHD FOR MANULIFE INVESTMENT AL-FAUZAN (5170)
PB ISLAMIC SMALLCAP FUND
PB SMALLCAP GROWTH FUND
ANALYSIS OF
AS AT 03 JULY 2023
30 Largest Securities Account Holders Based on Record of Depositors (Cont’d)

28 UOBM NOMINEES (TEMPATAN) SDN BHD 1,160,500 0.21

UOB ISLAMIC ASSET MANAGEMENT SDN BHD FOR LEMBAGA TABUNG
HAJI
29 CARTABAN NOMINEES (ASING) SDN BHD 1,152,000 0.21
EXEMPT AN FOR STATE STREET BANK & TRUST COMPANY (WEST CLT OD67)
DEUTSCHE TRUSTEES MALAYSIA BERHAD FOR HONG LEONG GROWTH
FUND
Substantial Shareholders’ Shareholdings
No. of Shares held

Name Direct Interest % Indirect Interest % Note
Singapore Aerospace Manufacturing

Pte. Ltd. 338,462,704 62.49 - -
Accuron Technologies Limited - - 338,462,704 62.49 (a)
Temasek Holdings (Private) Limited - - 338,462,704 62.49 (b)
Note:
(a) Deemed interested via Singapore Aerospace Manufacturing Pte. Ltd. pursuant to Section 8(4) of the Companies Act,
2016 (“Act”).
(b) Deemed interested via Accuron Technologies Limited pursuant to Section 8(4) of the Act.
Directors’ Shareholdings
(1) The Company
No. of Shares held

Name Direct Interest % Indirect Intere( % Note
Tan Kai Hoe - - - -

Peter Lim Hee Seng 653,600 0.12 - -
Shum Sze Keong - - - -
Datuk Dr. Wong Lai Sum - - - -
YM Tunku Afwida Binti
Dato’ Tunku Abdul Malek - - - -
Suresh Natarajan - - - -
Ng Chee Kiet - - - -
ANALYSIS OF
AS AT 03 JULY 2023
Directors’ Shareholdings (Cont’d)
(2) Related Corporation
No. of Shares held

Name Direct Interest % Indirect Interest % Note
Tan Kai Hoe:

(a) CapitaLand India Trust Management 20,000# ** - -
Pte. Ltd (formerly known as Ascendas
Property Fund Trustee Pte. Ltd.)
(b) CapitaLand Investment Limited 5,000 ** - -
(c) CapitaLand Integrated Commercial 773# ** - -
Trust Management Limited (Unit
holding in CapitaLand Integrated
Commercial Trust)
(d) Mapletree Industrial Trust Management 4,054# ** - -
Ltd. - (Unit holdings in Mapletree
Industrial Trust)
(e) Singapore Airlines Limited 7,500 ** - -
(f) Singapore Technologies Engineering 2,000 ** - -
Ltd
(g) Singapore Telecommunications 21,190 ** - -
Limited
(h) SIA Engineering Company Limited 9,000 ** - -
(i) StarHub Ltd 10,000 ** - -
(j) Paragon Reit Management Pte. 4,692 #
** - -
Ltd. (formerly known as SPH Reit
Management Pte. Ltd.)
Shum Sze Keong:

(a) Singapore Telecommunications Limited 1,610 ** 1,610 ** (i)
Peter Lim Hee Seng:

(a) Mapletree Industrial Trust Management 7,900# ** - -
Ltd. - (Unit holdings in Mapletree
Industrial Trust)
(b) SIA Engineering Company Limited 1,000 ** - -
(c) Singapore Telecommunications Limited 870 ** - -
Suresh Natarajan:
(a) Singapore Telecommunications Limited 1,610 ** - -
Note:
(i) Deemed interested through his spouse pursuant to Section 59(11)(c) of the Act.
# Unit holdings
** Negligible
Other than the above, none of the other Directors in office has any interest in the shares of the Company and its related
corporations as at 3 July 2023.
THE ABILITY TO UPLIFT
AND INSPIRE OTHERS
DEFINES OUR
CHARACTER
(199401012509 (298188-A))
Plot 17, Hilir Sungai Keluang Tiga, Bayan Lepas Free Industrial Zone,
Phase IV, 11900 Penang, Malaysia.
Tel: 604-643 6789 Fax: 604-644 7017
www.sam-malaysia.com

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CUTTING

OUR BOARD OF AUDIT COMMITTEE

OUR MANAGEMENT STATEMENT ON RISK MANAGEMENT

GROUP STRUCTURE STATEMENT OF DIRECTORS’

MANAGEMENT DISCUSSION FINANCIAL

A TEAM WITH A DESIRE,

A DREAM AND READY

OUR EVERY STEP

GROUP FINANCIAL GROUP FINANCIAL

Financial Year Ended Financial Year Ended

1,445,358 114,971 7.26

AS IRON SHARPENS IRON,

OUR BOARD OUR BOARD

DATUK DR. YM TUNKU AFWIDA

OUR BOARD OUR BOARD

THE SAM SPIRIT

TEAM SPIRIT IS KEY TO

OUR MANAGEMENT OUR MANAGEMENT

PETER TEH NG TUNG KONG FOO

THE JOY OF ACHIEVEMENT COMES FROM

BOARD NOMINATING & SHARE

FOR A SHARED VISION

GROUP STRUCTURE MANAGEMENT DISCUSSION

MEERKAT PRECISION SDN. BHD. LKT INTEGRATION SDN. BHD.

MANAGEMENT DISCUSSION MANAGEMENT DISCUSSION

FINANCIAL POSITION FINANCIAL POSITION (Cont’d)

As at 31 March 2023, RM484.4 million or 56.5% of facilities had been utilised.

FY2022 1,207.2 Property, Plant and

0 200 400 600 800 1,000

MANAGEMENT DISCUSSION MANAGEMENT DISCUSSION

FINANCIAL POSITION (Cont’d)

-250 -200 -150 -100 -50 0 50 100 150 200 250

CUSTOMERS AND OPERATION INITIATIVES

• Guides on key economic, business, environmental and social

Our current stakeholder engagement approach is as follows:

Community • Volunteering projects • Initiatives & partnerships with • Local • Ongoing

Ensure healthy lives • Employees • To reduce the number of man-hour lost/

SAMEE is a Malaysian-based global technology company

Procedures in maintaining Description

Table 8: Management of scheduled waste

Licensed waste Appropriate Trained and On-site Waste Lowering

FY2023 FY2022 FY2021 FY2023 FY2022 FY2021

Figure 5: Scheduled Waste Disposed

FY2023 FY2022 FY2023 FY2022

Total Water Consumption Water Intensity

In daily management, we have promoted the following

Trading Laundering with law and Blowing

Value Righteousness Commitment Serving

Integrity Courage Compassion

ETHICS & COMPLIANCE

SAMEE Human Resource Department participates in career 185.00

Maintaining a Skilled Workforce Dedicated Safety Governance

ATTRACTING, DEVELOPING, Our Employees

Our Board of Directors 80%

We have also created an emergency response team (“ERT”) 1%

1. Fire Fighting and Prevention Awareness 57%

Employee Turnover CSO Statement

Figure 17: Employee Turnover by Gender and Age Groups

PARTICULARS CORPORATE GOVERNANCE

PRINCIPLE A: BOARD LEADERSHIP AND EFFECTIVENESS (Cont'd)

PART 1 - BOARD RESPONSIBILITIES (Cont'd)

1.1 Strategic aims, values and standards (Cont'd)