Health, Safety and Security

Why is it important

Safeguarding workers’ well-being is essential for ensuring safe operations, maintaining regulatory compliance, minimising risks, and fostering a productive work environment.

Our Approaches

We are committed to ensuring the safety and well-being of all our direct and indirect employees, so that everyone returns home safely each day. This commitment drives our efforts to prevent and minimise workplace incidents, as we continue to maintain our target of zero fatalities

Regulatory Compliance

We adhere to the Occupational Safety and Health Act 1994 (OSHA), as the principal framework guiding our health and safety practices in both construction and property management activities.

Health and Safety Oversight

In line with our commitment to workplace safety, we maintain health and safety policies and procedures, guided by ongoing risk assessments that are regularly reviewed and updated.

Health and safety risks are monitored by designated officers or coordinators to ensure compliance and address any identified issues. Where vendors or subcontractors are involved, we uphold the same standards through clear communication and active oversight.

Incident Investigation Procedures

When incidents occur, immediate action is taken by qualified personnel to ensure safety and minimise further risks. All incidents are documented, and relevant parties are notified promptly. Investigations focus on identifying root causes, assessing impacts, and implementing corrective measures to prevent recurrence.

Corrective actions are tracked and reported to ensure continuous improvement, and all findings are shared with employees through regular safety updates.

Health and Safety Training

We provide health and safety training for our employees to close skill gaps and improve awareness.

The following table shows the number of direct employees who participated in health and safety training sessions during the reporting period:

Number of direct employees trained on health and safety standards	FYE 2025	FYE 2024
Senior Management	2	Nil
Middle Management	2	6
Executive	7	3
Non-Executive	4	7
Overall Composition	15	16

1. The following data covers BCB’s Batu Pahat, Kluang, Kota Kemuning, and Johor Bahru construction operations.

Additionally, we conduct dedicated training programmes for subcontractors and indirect workers acting under BCB’s supervision, ensuring that safety responsibilities are understood and upheld at all levels of site operations.

Number of employees of direct or indirect (sub) contractors, who attended training session by BCB Berhad as principal employees	FYE 2025	FYE 2024
Senior Management	1	Nil
Middle Management	1	9
Executive	10	Nil
Non-Executive	12	10
Overall Composition	24	19

1. The following data covers BCB’s Kota Kemuning construction operations.

Facilities Management and Site Security

For the commercial properties we own and manage, we implement a comprehensive facilities management programme. This includes surveillance systems, routine maintenance checks, and emergency response plans to ensure the safety and security of occupants, visitors, and physical assets.

Our Performance

During the reporting year, we had no work-related fatalities at our premises and sites, and our Loss Time Incident Rate (LTIR) amongst our own employees and our sub-contractors are as follows:

		FYE 2025	FYE 2024	FYE 2023
Number of work-related fatalities	Employees	Nil	Nil	Nil
	Contractors’ Worker	Nil	Nil
LTIR	Employees	Nil	Nil	Nil
	Contractors’ Worker	Nil	Nil

1. Loss time incident rate refers to the loss of productivity associated with accidents or injuries arising out of or in the course of work.

2. The following data covers BCB’s Batu Pahat, Kluang, Kota Kemuning, and Johor Bahru construction operations.

Human Rights and Labour Standards

Why is it important

Respecting human rights and fair labour practices is essential to responsible business. We uphold these standards across our operations and supply chain to protect worker welfare, ensure legal compliance, and maintain stakeholder trust.

Our Approaches

Policy Commitment

Our internal labour and human rights policies outline our expectations for ethical employment practices across our operations, and we expect our contractors, subcontractors, and suppliers to comply with the same standards, in line with local laws and recognised good practices.

We continue to enhance awareness, supplier engagement, and training to strengthen the understanding and implementation of human rights and labour principles.

Area	Key Practices
Forced Labour	No forms of forced, bonded, or involuntary labour are permitted.
Freedom of Association & Collective Bargaining	We respect workers right to form or join trade unions and collectively negotiate working conditions without interference.
Equal Pay for Equal Work	We ensure fair, merit-based compensation free from bias.
Non-Discrimination	We promote diversity, inclusion, and zero tolerance for discrimination.
Minimum Wage	All workers are paid at or above the legal minimum wage in compliance with Malaysian labour laws.
Child Labour	Child labour is unequivocally forbidden; we do not employ anyone below the legal minimum working age, and suppliers must acknowledge these expectations before engagement.
Occupational Safety and Health	We uphold the highest health and safety standards across all our worksites and throughout our supply chain. We expect all workers within our value chain to be provided with adequate housing, at a minimum meeting the standards set by Malaysia’s Employees’ Minimum Standards of Housing, Accommodations and Amenities Act 1990.
Working Hours and Rest	We ensure compliance with laws on working hours and rest periods to support a conducive and safe work environment.
Passport Policy	We strictly prohibit the withholding of foreign workers' passports at our premises and project sites, in accordance with local laws.

Contractor and Supply Chain Expectations

Given the extensive supplier involvement in construction, we take steps to uphold fair labour practices across our supply chain. We work with contractors and vendors who have a proven track record of compliance with local labour laws and who demonstrate commitment to safety, ethical conduct, and proper workforce management.

Grievance and Whistleblowing Mechanisms

BCB maintains a zero-tolerance policy toward discrimination, harassment, and labour rights violations. In line with the Malaysian Employment Act and industry good practices, we have established an independent whistleblowing channel that is accessible to employees and external stakeholders.

Employees are encouraged to raise concerns through their supervisors or HR representatives. Contractors, vendors, and site workers are also expected to resolve grievances through their internal channels in the first instance. However, where internal avenues are ineffective or unavailable, the whistleblowing channel offers a secure and confidential platform for escalation, without fear of retaliation.

This mechanism supports transparent communication and helps us address misconduct, promote accountability, and strengthen trust across our operations and supply chain.

Our Performance

During the reporting period, there were no reported incidents or complaints related to labour standards or human rights violations, such as child labour or forced labour, within the Company or our supply chain.

Number of substantiated complaints pertaining to labour standards and human rights violations in FYE 2025, FYE 2024 and FYE 2023

None Reported

Human Capital Management

Why is it important

Our employees are key to our business success. As such, we focus on attracting, nurturing, and retaining skilled talent while promoting a supportive and conducive work environment.

Our Approaches

Diversity & Inclusion

We are committed to maintaining a conducive and healthy workplace, built on fairness and merit. Recruitment, career progression, and rewards are determined by performance and capability, with no discrimination on the basis of gender, age, or nationality.

While we do not prescribe formal diversity targets or quotas, our workforce reflects a balanced composition across gender and age groups, particularly at management and executive levels, demonstrating inclusiveness in practice.

At our operating sites, particularly our construction sites, the workforce is predominantly male and includes a high proportion of foreign workers. This reflects industry norms given the physically demanding, difficult, and sometimes hazardous nature of construction work, which contributes to the reluctance of local workers to take up these roles.

Our approach underscores our commitment to attract, retain, and develop workers across all levels of the organisation, while maintaining a conducive and merit-based workplace.

Employee Gender Diversity

Employee Category	% for FYE 2025		% for FYE 2024		% for FYE 2023
	Male	Female	Male	Female	Male	Female
Senior Management	57	43	60	40	45	55
Middle Management	45	55	43	57	51	49
Executive	23	77	24	76	30	70
Non-Executive	51	49	55	45	54	46
Foreign workers	100	0	100	Nil	100	Nil
Overall Composition	52	48	53	47	52	48

Employee Age Diversity

Employee Category	Age in Years (%)
	FYE 2025			FYE 2024			FYE 2023
	<30	30-50	>50	<30	30-50	>50	<30	30-50	>50
Senior Management	Nil	71	29	Nil	70	30	Nil	64	36
Middle Management	4	82	14	3	77	20	3	80	17
Executive	17	75	8	31	64	5	26	63	11
Non-Executive	34	58	8	29	59	12	27	59	14
Foreign Workers	58	39	3	56	44	Nil	60	40	Nil
Overall Composition	27	64	9	28	61	11	25	62	13

Nationality

	FYE 2025 (%)	FYE 2024 (%)	FYE 2023 (%)
Malaysian	84	82	88
Non-Malaysian	16	18	12

Board Diversity

As of this date, there is no plan by the Board to adopt any diversity target. The Board, via the Nomination and Remuneration Committee (NRC), continuously reviews the size and composition of the board to maintain effective governance at the board level. Further discussion on this can be found on the Corporate Governance Overview Statement section.

The following tables present the age and gender diversity of the Board.

Gender Diversity of Board of Directors	% for FYE 2025		% for FYE 2024		% for FYE 2023
	Male	Female	Male	Female	Male	Female
	62	38	62	38	57	43

Age Diversity of Board of Directors	% for FYE 2025			% for FYE 2024			% for FYE 2023
	<30	30-50	>50	<30	30-50	>50	<30	30-50	>50
	Nil	62	38	Nil	62	38	Nil	57	43

Training and Development

We provide ongoing learning and development opportunities, encompassing both technical and non-technical training, to help our employees enhance their knowledge and skills in meeting evolving business needs.

Employee Category	FYE 2025 (Hours)	FYE 2024 (Hours)	FYE 2023 (Hours)
Senior Management	134	75	56
Middle Management	1,116	659	132
Executive	961	577	39
Non-Executive	902	328	8
Total	3,113	1,639	235

Employment Types and Fair Treatment

To ensure consistent and uninterrupted business, we maintain hiring employees on a permanent basis rather than temporarily. This strategy promotes stability within our workforce and enhances continuity in our business operations, ultimately contributing to greater customer satisfaction and loyalty.

During the reporting period, temporary staff make up about 3%, and we ensure fair pay and working conditions aligned with legal requirements. The following table illustrates the trend in contractors/ temporary staff hiring within the group.

Employment Type	% for FYE 2025	% for FYE 2024	% for FYE 2023
Contractors/Temporary	3	4	7

Employee Benefits

We provide competitive benefits package to attract and retain talent while promoting the well-being of our employees.

Types of Benefits	Description
Healthcare	Coverage for medical expenses and outpatient treatments.
Leaves	Annual leave, medical/sick leave, maternity and paternity leave, compassionate leave, marriage leave.
Career Progression	Promotions based on performance or merit aligned with the respective job description.
Training & Development	Relevant training programmes to enhance skills, knowledge, and responsibilities tied to employees’ roles.
Employee Privileges	Staff discount for property purchase.

Our Performance

Employee Turnover

Our talent attraction and retention efforts are reflected in our turnover trends. While very low turnover signals stability, a moderate level is considered healthy as it allows renewal of skills and perspectives while maintaining continuity. We therefore do not set formal turnover targets but aim to remain within a range that does not adversely impact our business operations.

Our turnover levels over the past three years have remained broadly stable within this range, supported by our open-door culture, continuous feedback mechanisms, and focus on employee development. These measures not only help strengthen our employer value proposition but also ensure we attract, retain, and upskill a motivated workforce capable of meeting evolving business needs.

Employee Category	Number of Employee Turnover
	FYE 2025	FYE 2024	FYE 2023
Senior Management	Nil	Nil	2
Middle Management	7	8	8
Executive	11	6	17
Non-Executive	20	24	9
Foreign workers	3	Nil	1
Total	41	38	37

1. Employee turnover refers to employees who leave the company voluntarily or due to dismissal, retirement, or death in service.

Data Privacy and Security

Why is it important

We acknowledge that safeguarding personal and sensitive information is a key aspect of our commitment to responsible and ethical business practices.

Our Approach

Our Data Privacy Policy is governed by local laws, such as the Personal Data Protection Act (PDPA) 2010. We maintain, monitor, and continually enhance our data privacy policies and procedures to ensure full compliance. This includes safeguarding customer information and ensuring proper handling, storage, and access to personal data across our operations.

Our Performance

During the reporting year, there were no complaints received from any regulatory or official bodies concerning breaches of customer privacy or losses of customer data.

Number of substantiated complaints concerning breaches of customer privacy and losses of customer data for FYE 2025, 2024, and 2023

None Reported

Biodiversity

Why is it important

Our development activities, particularly land clearing and construction, may directly or indirectly impact biodiversity and local ecosystems. Responsible biodiversity management reduces risks of habitat loss, soil and water degradation, and reputational concerns, while also supporting long-term township liveability.

For a developer primarily focused on landed residential projects, biodiversity management is closely linked to compliance with environmental requirements and the provision of landscaped open spaces that meet local authority conditions.

Our approaches

We address biodiversity through compliance and progressive improvements in project design and delivery. Current and emerging practices include:

Regulatory compliance

For projects that require an Environmental Impact Assessment (EIA), we ensure compliance with Department of Environment (DOE) guidelines and conditions of approval before proceeding.

Landscaping and buffers

All new projects incorporate landscaped green areas and buffer zones as part of local authority planning requirements, which contribute to biodiversity preservation and community well-being.

Tree retention and replanting

Where feasible, we aim to retain existing trees during construction and supplement with replanting programmes to enhance township greenery.

Integration with sustainable design

Biodiversity considerations are factored into broader sustainability efforts, including the provision of parks, retention ponds, and natural drainage features that also mitigate flood risks, where required.

Forward direction

We recognise growing regulatory and market attention to nature-related disclosures, including developments under the IFRS Sustainability Disclosure Standards (SDS) and global workstreams on nature-based reporting (aligned with the Taskforce on Nature-related Financial Disclosures, TNFD).

While these frameworks are not yet mandatory locally, we anticipate that future Bursa Malaysia requirements may evolve in this direction, and we are strengthening our capacity to disclose biodiversity-related risks and opportunities over time.

Our Performance

Regulatory compliance

No fines or penalties were incurred in FYE 2025 for non-compliance with environmental regulations.

	FYE 2025	FYE 2024	FYE 2023
Number of non-compliances with environmental and biodiversity related laws	Nil	Nil	Nil

Green and landscaped spaces

All new projects included provision of green and open spaces in line with local authority requirements.

Pollution Management

Why is it important

Construction and development activities can generate air, noise, and water pollution, as well as dust and solid waste, which affect surrounding communities and the environment. Effective pollution management reduces health and safety risks, prevents regulatory non-compliance, and strengthens community trust.

Our Approach

Our strategy focuses on site-level controls to minimise air, water, and noise impacts. Key initiatives include:

• Complying with Department of Environment and local authority requirements for scheduled waste management, site discharge, and operating hours.
• Applying dust and air quality measures such as water-spraying, covered transport of loose materials, and site hoardings.
• Reducing noise and vibration through machinery maintenance and restricted work hours.
• Installing sediment traps, silt fences, and drainage control to prevent water pollution, where required.
• Using eco-friendly materials such as low-VOC paints and adhesives to limit emissions and site-level pollution.

Our Performance

During the reporting period, zero cases of non-compliance with environmental laws were reported across our active project sites.

	FYE 2025	FYE 2024	FYE 2023
Number of non-compliances with pollution-related requirements and fines	Nil	Nil	Nil

Waste Management

Why is it important

We recognise that our construction activities generate significant amounts of waste. Improper waste management can lead to environmental harm, increased operational costs, and non-compliance risks.

Reducing waste and promoting resource efficiency is not only vital for minimising our environmental footprint but also essential for cost control, regulatory compliance, and sustainable project delivery.

Our Approaches

We manage waste through careful resource planning, optimising resource use, and ensuring responsible disposal. Our approach is guided by the principles of reduction, reuse, and recycling:

Demand-Based Procurement

We purchase raw materials based on actual project needs to avoid over-ordering and minimise surplus on-site.

4Rs: Reduce, Reuse, Recycle, Recover

Excess materials are sorted into reusable and non-reusable categories. Reusable items are retained for future use, while non-reusable items are either recycled, sold as scrap, or recovered where feasible helping to reduce the amount of waste sent to landfills.

Leveraging Technology and Prefabrication to Reduce Waste

We will consider the adoption of advanced construction methods to further improve efficiency and reduce waste. This includes:

• Building Information Modelling (BIM): A digital design tool that enables accurate material planning and better coordination across project teams, helping to minimise rework and surplus use.
• Industrialised Building System (IBS): Prefabricated components manufactured in controlled environments, which can reduce material wastage and enhance build precision.

The feasibility of these approaches will be assessed based on project scale, cost-benefit considerations, internal capability, and supply chain readiness.

Responsible Disposal

We manage all waste in compliance with the environmental regulations. Waste is collected by licensed third-party service providers and sent to government-approved landfills or incineration facilities.

Our Performance

Our Waste Generated

The following is a summary of the total waste generated by our Group, which consists of waste diverted from disposal and directed to disposal.

Category	FYE 2025 (Tonnes)	FYE 2024 (Tonnes)	FYE 2023 (Tonnes)
Waste directed to disposal:
Hazardous Waste	Nil	Nil	Nil
Non-Hazardous Waste	367.38	325.35	191.02
Total Waste diverted from disposal:	40.00	44.43	36.02
Paper	13.10	10.50	5.90
Plastic	10.30	5.60	4.40
Metal Scraps	5.50	14.13	21.52
Electrical Items	8.10	9.20	4.20
Aluminium	3.00	5.00	Nil
Total Waste Generated	407.38	369.78	227.04

1. Waste diverted from disposal includes waste that is reused, recycled, or subject to other recovery positions.

2. Recovery refers to operation wherein products, components of the products or materials that have become waste are prepared to fulfil a purpose in place of new products, components, or materials that would otherwise have been used for that purpose.

3. This data above is limited to BCB’s Batu Pahat, Kluang, Kota Kemuning, and Iskandar Puteri construction sites and BCB’s Prime City Hotel.

Water Management

Why is it important

Water is essential for construction, property maintenance, and daily operations. While our operations are currently located in areas classified as low water stress by the Aqueduct Water Risk Atlas, we recognise that climate change may alter rainfall patterns, increase drought risk, and place additional pressure on local water infrastructure in the future.

Responsible water management helps us minimise operational risks, reduce costs, and ensure the resilience of our projects. It also demonstrates accountability to stakeholders concerned with the sustainability of shared natural resources.

Our Approach

Our strategy focuses on monitoring, conservation, and efficiency measures across operations and project delivery. Key initiatives include:

• Monitoring water consumption across our operations to detect inefficiencies and ensure responsible use.
• Preventive maintenance of water infrastructure to minimise losses and leakages.
• Implementing Rainwater Collection and Utilisation Systems (SPAH) in selected residential projects, where stored water is used for landscaping and irrigation.
• Applying water efficiency measures, such as dual-flush sanitary systems in newer developments, to reduce water usage by end users.

Our Performance

We report water withdrawal as equivalent to total consumption, as we have zero water discharge into the environment. Our water use has no significant impact on availability in the areas where we operate.

The table below shows our total water consumption over the past three years.

Water Withdrawn, Consumed, & Discharged	Unit	FYE 2025	FYE 2024	FYE 2023
Total Water Withdrawal: This includes	ML	76.64	69.47	64.64
Water Withdrawal from: Public water supply	ML	69.47	Nil	Nil
Water Withdrawal from: Surface water (rivers lakes, natural ponds)	ML	7.13	Nil	Nil
Water Withdrawal from: Rainwater Harvested	ML	0.04	Nil	Nil

1. The data above covers Elysia Park Residence sales gallery, Versis @ Batu Pahat office, Versis @ Medini office, HomeTree show units, sales gallery and office, Kluang office, Prime City Hotel, and Kluang, Batu Pahat, Kota Kemuning, and Iskandar Puteri constructions sites.

2. Wastewater from our premises is channelled into municipal sewerage systems in compliance with regulatory requirements.

Energy Management

Why is it important

Rising energy costs, driven by higher tariffs and reduced subsidies, are increasing our operating expenses. At the same time, occupants are becoming more conscious of utility costs and environmental impact, influencing their preference for energy-efficient properties.

Managing our energy use helps reduce operating costs, improve cost predictability for project delivery, and meet market expectations, while also supporting emissions reduction.

Our Approach

Our strategy focuses on efficiency across construction sites, sales galleries, property assets, and offices. Key initiatives include:

• Adopting energy-efficient lighting and appliances across our offices and show units.
• Maintaining building systems and equipment, including air-conditioning, lifts, and pumps, to avoid unnecessary energy wastage.
• Applying passive design strategies such as natural ventilation and daylighting in our building designs.
• Encouraging energy-conscious practices among staff and contractors, such as switching off idle equipment.

Our Performance

The table below presents a breakdown of our total energy consumption for the reporting period.

Total of Energy Consumption	FYE 2025	FYE 2024	FYE 2023
Purchased Electricity (GJ)	9,712	8,654	6,872
Fuel Consumption – Gen Set (GJ)	6,053	5,731	1,686
Fuel Consumption – Transportation (GJ)
Total (GJ)	15,765	14,385	8,558
Total (MWh)	4,379	3,996	2,376

1. The energy conversion factor used for fuel litre consumption is derived from the UK Government GHG Conversion Factors for Company Reporting 2024 and 2023 based on petrol/diesel which is 100% mineral oil.

2. This covers diesel and petrol used in company-owned vehicles.

3. The data for purchased electricity above includes BCB’s Elysia Park Residence sales gallery, Versis @ Batu Pahat office, Versis @ Medini office, Hometree show units, sales gallery and office, Kluang office, Prime City Hotel, and Kluang, Batu Pahat, Kota Kemuning, and Iskandar Puteri constructions sites.

4. The data above excludes BCB’s U-Mall and unsold property units under the Group.

5. Conversion factor for energy consumption of 0.2778 (GJ to MWh) in MWh is derived from UK Government GHG Conversion Factors for Company Reporting.

Emissions Management

Why is it important

Our activities contribute to greenhouse gas (GHG) emissions, particularly through energy use, transportation, and construction materials. Reducing emissions is essential to support Malaysia’s aspiration of achieving net-zero by 2050 and to strengthen our long-term business resilience.

By managing emissions across our operations and value chain, we reduce exposure to rising carbon costs, maintain compliance readiness, and meet the growing expectations of regulators, investors, and customers.

Our Approaches

Scope 1 and 2 (Direct and Indirect)

We focus on fuel use and purchased electricity, which are managed through energy efficiency initiatives, equipment servicing, and promoting energy-saving behaviours.

In line with Bursa Malaysia’s requirements, these disclosures will, in time, be subject to reasonable assurance to provide confidence to stakeholders on accuracy and reliability.

Scope 3 (Value Chain)

We recognise that a significant share of emissions comes from materials, supply chain activities, and end-user impacts. While comprehensive quantification remains a work in progress, we are progressively enhancing our disclosure to align with Bursa Malaysia’s phased requirements on Scope 3 reporting (mandatory by FYE 2027). Our current approach for each category is as follows:

Scope 3 Emission Categories	Description
Purchased Goods & Materials (e.g. cement, steel)	Not yet quantified but recognised as material given sector benchmarks. Eco-friendly alternatives (e.g., composite cement, recycled steel) are considered through Sustainable Design & Materials practices.
Employee Commuting	Estimated via staff commuting survey.
Business Travel (Land and Air)	Land emissions estimated from mileage claims; Air emissions calculated using the ICAO Carbon Emissions Calculator.
Waste Generated in Operations	Not yet quantified; managed under Waste Management practices. Future integration into Scope 3 reporting is planned.
Upstream Transportation & Distribution	Recognised as material based on industry practice. Currently managed through procurement planning; quantification pending.
Downstream Leased Assets (Tenant Energy Use)	Relevant to BCB’s role as a property manager for leased assets. While tenant electricity and utilities are not currently measured, this category is recognised as material and will be progressively incorporated into Scope 3 reporting.
Downstream Use of Sold Properties	Recognised as an emerging category. Although homeowners’ energy use are outside BCB’s direct control, design decisions (e.g., natural ventilation, green spaces, water-saving fittings) influence long-term tenant and buyer emissions.

Our Performance

During the reporting period, our emissions profile is as follows.

Emission Type		FYE 2025 (tCO2e)	FYE 2024 (tCO2e)	FYE 2023 (tCO2e)
Scope 1 – Direct GHG Emission	Fuel Consumption	439	391	118
Scope 2 – Indirect GHG Emission	Purchased Electricity	2,088	1,861	1,477
Scope 3 – Indirect GHG Emission
	Employee Commute	478	320	Nil
	Business Travel (Land)	12	28
Business Travel (Air)		15	Nil	Nil
Total GHG Emissions		3,032	2,600	1,595

1. Scope 1 Emissions are direct greenhouse gas (“GHG”) emissions that occur from sources that are owned or controlled by the Group. The emission Conversion factor for Scope 1 is derived from the UK Government GHG Conversion Factors for Company Reporting 2025, 2024 and 2023 based on petrol/diesel which are 100% mineral oil. For 2025, the conversion factor is 2.66 for 100% mineral diesel and 2.34 for 100% mineral petrol.

2. Scope 2 emissions are indirect GHG emissions arising from the generation of purchased electricity consumed by the Group. The emission conversion factor used for purchased electricity for Malaysia is derived from the Malaysia Energy Information Hub: Grid Emission Factor (GEF) in Malaysia, 2017-2022, using the peninsular grid emission factor of 0.774 GgCO2e/GWh.

3. With respect to employee commuting, we have estimated the total emissions based on our employee commuting survey.

4. We have commenced tracking of Scope 3 emissions – Business Travel (Air) for FYE 2025.

5. For business travel (land), distance travelled is estimated from total mileage claims (RM) and BCB’s mileage claim policy. Subsequently, we estimated the emissions using an average petrol car size emissions factor of 0.00016204 tCO₂e/KM from UK Government GHG Conversion Factors for Company Reporting 2025.

6. For business travel (air), emissions were estimated using the ICAO Carbon Emissions Calculator, the official UN tool for quantifying CO₂ emissions based on the departure and destination airports, number of passengers, type of cabin class, and type of flight.

Looking ahead, we are committed to progressively expanding the scope and transparency of our emissions disclosures in line with Bursa Malaysia’s regulatory requirements. We will also explore further emission reduction opportunities across our value chain, particularly through supplier engagement and operational enhancements, where practical and commercially feasible.

These efforts are closely linked to the climate-related risks and opportunities facing our business, which are outlined in the following Climate Report.

Climate Report

Our climate report is prepared with reference to the International Financial Reporting Standards Sustainability Disclosure Standards (IFRS), specifically IFRS S1 and IFRS S2, which are embedded within Bursa Malaysia’s sustainability reporting requirements through the National Sustainability Reporting Framework (NSRF).

While we are not yet fully aligned with all the requirements under IFRS S1 and S2, we recognise there is room for improvement. Guided by the phased and developmental approach promoted under the NSRF, we are committed to progressively improving our internal capabilities and reporting practices in line with evolving expectations and IFRS S1 and S2 standards.

Our current disclosures are presented on a best-effort basis, grounded in what is practical and relevant to our operations and data maturity.

a) Governance:

The Board of Directors has overall responsibility for overseeing climate-related risks and opportunities. The Sustainability Steering Committee (SSC) supports the Board, while the Sustainability Working Committee (SWC) manages operational aspects.

Climate change is considered as part of wider sustainability oversight and is integrated into project planning, risk reviews, and strategic discussions. Management implements practical measures at the site level, such as monitoring weather risks, enforcing safety policy, and improving drainage and heat management practices.

b) Strategy:

We continue to assess how climate-related risks and opportunities may influence BCB Berhad’s business strategy, operations, and financial planning. Guided by IFRS S2, our climate strategy considers actual and potential climate impacts across short, medium, and long-term horizons.

While we have not yet undertaken a detailed quantification of financial impacts, we acknowledge the material relevance of both physical and transition risks, along with the need to strengthen our resilience and align with evolving market expectations.

i. Climate-related risks and opportunities:

We categorise climate-related risks into two main types: physical risks and transition risks.

Physical Climate Risks - Direct impacts of climate change on construction activities and built assets:

• Acute risks: Short-term, event-driven occurrences such as flash floods, heavy rainfall, or extreme heat that can delay construction work, damage materials and machinery, and pose safety risks to workers.
• Chronic risks: Long-term changes like rising temperatures that may reduce productivity, increase cooling and maintenance needs, and shorten the lifespan of building materials and infrastructure.

Transition Risks – Arising from the global shift to a low-carbon and climate-resilient economy:

• Includes evolving building regulations (e.g., energy efficiency standards, green building codes), increased stakeholder expectations for sustainable developments, and pressure to reduce embodied carbon in construction materials.

We define climate risk time horizons aligned with strategic planning:

• Short-term: 0 -12 months
• Medium-term: 1- 5 years
• Long-term: Beyond 5 years

ii. Scenario Analysis

Scenario analysis is a tool we use to understand the range of possible climate outcomes and test the resilience of our operations. These scenarios are not forecasts, but they provide us with a spectrum of potential impacts across short-, medium-, and long-term horizons.

• For physical risks, we reference both a baseline scenario (SSP2–4.5), reflecting current policy trajectories, and a high-emissions scenario (SSP5–8.5), which assumes continued fossil fuel reliance and limited global climate action.
• For transition risks, we reference the IEA Net Zero by 2050 (NZE2050) scenario, which assumes rapid decarbonisation, stricter building codes, and high carbon pricing.

Our adaptation measures, however, are anchored in our current operating environment and regulatory requirements.

They are designed to address today’s material risks while being flexible enough to evolve as risks become more prominent and as data and regulatory expectations improve.

Physical Risks

Type	Physical Risk	Potential Financial Impact	Our Adaptation Measures
Acute Physical Risk	Safety and Security of People and Property Exposure to extreme weather events such as flash floods, heatwaves, and strong winds increases the risk to construction workers, tenants, and site infrastructure	Higher repair and maintenance costs for damaged buildings and infrastructure Operational delays due to restricted access to project sites and compromised security systems Increased labour and insurance costs due to worksite injuries and heat-related illnesses	Regular inspections and preventive maintenance across construction and operational sites Monitor weather forecasts and activate contingency protocols (e.g., work stoppages, safety briefings) Maintain site safety measures (e.g., shelter areas, drainage improvements)
	Supply Chain Disruption Disruptions in sourcing construction materials, labour, or essential utilities due to extreme weather or logistical breakdowns	Revenue loss from project delays and liquidated damages Higher procurement costs for alternative materials or express delivery Reputational risks due to failure to meet delivery timelines	Diversify supplier base and establish contingency sourcing channels Maintain buffer stock of critical materials and reallocate manpower where needed Maintain close communication with contractors and clients to manage expectations and timelines
Chronic Physical Risk	Rising Average Temperature Higher average temperatures may increase heat-related risks to workers and accelerate wear and tear of building materials, equipment, and infrastructure.	Higher medical costs and absenteeism due to heat-related illnesses, affecting workforce productivity Increased maintenance and replacement costs for equipment and building systems exposed to prolonged heat Higher electricity usage to maintain safe and comfortable indoor conditions, particularly in site offices and show units	Conduct regular inspection and maintenance of cooling systems and equipment exposed to heat Ensure compliance with legal and safety requirements for all facilities, especially those prone to temperature-induced hazards Apply heat risk management practices including shaded rest areas, scheduled cooling breaks, and hydration access for site workers

Transition Risks

Type	Transition Risk and Opportunity	Potential Financial Impact	Our Strategy
Policy/Regulatory Risk	Stricter Environmental Regulations Emerging national or local regulations on energy efficiency, green building standards, and carbon emissions	Increased compliance costs from the need to upgrade designs, materials, and systems to meet green building or low-carbon requirements Potential penalties or reputational damage from non-compliance	Monitor evolving regulations and incorporate compliance requirements into project planning Engage consultants or authorities early in the development process to ensure timely approvals
	Introduction of Carbon Pricing (e.g. removal of fuel subsidies, carbon taxes on construction materials such as cement and steel, and higher electricity tariffs)	Increase in operating costs due to higher material, energy, and logistics expenses	Monitor climate-related regulatory changes to ensure timely compliance and strategic planning Optimise construction processes and site logistics to reduce energy consumption and waste Where feasible, prioritise use of lower-emission materials such as green-certified cement and steel Factor anticipated cost increases into pricing strategies for new developments
Market Risk	Market Preference Shift Clients and property buyers increasingly favour sustainable, energy-efficient, and climate-resilient buildings	Decline in sales or rental appeal of conventional developments	Integrate sustainable design features (e.g., natural ventilation, solar-ready roofs, energy-efficient lighting) Promote sustainability credentials in marketing and project positioning Explore green certifications (e.g., GBI) where viable

c) Risk Management

We have integrated climate-related risks into our enterprise-level risk management framework, ensuring they are identified, assessed, and managed alongside other business risks. Our process includes:

• Ongoing monitoring of climate-related factors such as extreme weather events, water availability, and regulatory developments.
• Assessing adaptation and mitigation measures, including asset upgrades, energy and water efficiency efforts, and procurement planning.
• Regularly reviewing control measures to ensure our climate response remains effective under changing conditions.

d) Metrics and Targets

To effectively manage climate-related risks and opportunities, we are establishing a foundation for measuring and disclosing relevant metrics. These metrics allow us to assess exposure, track progress, and support informed decision-making.

Our immediate focus is on building internal capacity, while progressively aligning with emerging standards such as IFRS S1 and S2 and Bursa Malaysia’s phased disclosure requirements.

Area	Metrics	Performance and Target
Health and Safety	Lost Time Injury Rate (LTIR), number of fatalities, and monitoring of heat-related or weather-related incidents.	Maintained zero fatalities and lost-time injuries during FYE 2025, with no heat-related incidents recorded. Continued focus on preventive measures such as shaded rest areas, cooling breaks, and contingency protocols during extreme weather.
Greenhouse Gas (GHG) Emissions	Scope 1 (fuel use), Scope 2 (purchased electricity), Scope 3 (employee commuting, business travel, and materials).	Scope 1 and 2 baselines established and disclosed annually. Scope 3 reporting commenced with commuting and travel; expansion to materials and supply chain to align with Bursa Malaysia’s phased requirements (mandatory by FYE 2027). No formal reduction targets have been set at this stage, reflecting BCB’s current scale and data availability. Future targets will be considered once a more comprehensive baseline is established. Scope 1 and 2 disclosures will, in time, be subject to reasonable assurance.
Sustainable and Green Design	Projects certified against recognised green building standards; proportion of new projects with sustainable features.	Lumina Commercial Park is provisionally certified under GreenRE. Future large-scale projects will consider certification where commercially viable, subject to cost-benefit analysis and market demand.
Sustainable Materials	Spend and volume of eco-friendly or certified materials procured. Linkage to embodied carbon exposure in construction.	In FYE 2025, RM3.9million or approx 9,000 tonne of eco-friendly materials were procured. This consist of low carbon cement, RC pile and Skim Coat of key project sites. Procurement choices support compliance with emerging green building standards (e.g., GreenRE) and help mitigate exposure to future carbon pricing on high-emission materials. No formal targets have been set due to supply chain readiness and cost considerations. Future adoption levels will be considered progressively.
Climate-Related Business Costs	Monitoring of insurance premiums, procurement costs for carbon-intensive materials, and carbon pricing.	No material adverse financial impacts identified in FYE 2025. Continued monitoring of insurance, material costs, and potential carbon pricing that may affect project profitability.

BCB’s sustainability governance structure establishes clear accountability and oversight, with defined responsibilities at the Board, committee, and management levels. The framework ensures that sustainability-related risks and opportunities are identified, managed, and integrated into business operations and decision-making.

Board of Directors

The Board has ultimate responsibility for overseeing BCB’s sustainability and climate-related strategies and initiatives. This includes reviewing the Group’s sustainability strategy, risk management measures, and key initiatives, as well as monitoring material sustainability-related risks and opportunities. Broader details of the Board’s corporate governance responsibilities are disclosed in the Corporate Governance Overview Statement of this Annual Report.

Sustainability Steering Committee (SSC)

The SSC supports the Board by:

• Reviewing and recommending sustainability and climate-related strategies and policies;
• Evaluating developments in sustainability and climate-related risks and opportunities; and
• Ensuring alignment between strategic direction and operational execution through the SWC.

Sustainability Working Committee (SWC)

The SWC comprises senior management from key divisions. It is responsible for implementing BCB’s sustainability commitments at the operational level, including:

• Overseeing the materiality assessment process;
• Coordinating and implementing sustainability initiatives across business units;
• Monitoring day-to-day sustainability and climate-related practices; and
• Reporting implementation progress and emerging issues to the SSC.

Moving forward, BCB will continue to strengthen its governance processes to reflect evolving best practices and stakeholder expectations.

Integration of Sustainability Risks and Opportunities

Sustainability and climate-related risks and opportunities are integrated into BCB’s overall risk management framework, which is detailed in the Statement on Risk Management and Internal Control (SORMIC) of this Annual Report. These matters are considered alongside financial and operational risks to provide a holistic view of the Group’s exposures.

Risks and opportunities are identified across BCB’s operations and value chain, taking into account resource inputs, stakeholder relationships, and interdependencies. Internal and external sources are reviewed, including:

• Stakeholder engagement and feedback;
• Regulatory developments and relevant standards;
• Peer benchmarking;
• Monitoring of emerging risks and industry trends; and
• Independent advice where necessary.

Management applies judgment to determine which sustainability-related matters could reasonably affect the Group’s business prospects. Identified risks and opportunities are assessed for likelihood and potential impact, taking past occurrences and uncertain outcomes into account. Matters with higher potential business impact or greater stakeholder concern are prioritised and escalated to the Sustainability Steering Committee (SSC) for oversight, with the Sustainability Working Committee (SWC), coordinating implementation across business functions.

Performance against identified risks and opportunities is monitored through relevant metrics and reported annually in this Sustainability Statement. As sustainability practices mature, the scope and depth of disclosures will be progressively enhanced.

Materiality and Stakeholder Linkage

The prioritisation of sustainability risks and opportunities is supported by a structured materiality assessment, which considers both business impact and stakeholder expectations. This process is iterative and will continue to be refined in future years as data and management practices strengthen.

The materiality assessment involves:

• Risk identification – considering inputs from stakeholder engagement, regulatory developments, industry benchmarks, and emerging trends.
• Prioritisation – evaluating risks and opportunities based on likelihood and potential impact, with higher priority matters reflected in the materiality matrix.
• Validation – presenting the materiality matrix to the Board of Directors for discussion and endorsement.

Stakeholder engagement plays a central role in shaping the assessment. The table below summarises how we engage with key stakeholders and the topics most relevant to them.

Key Stakeholders	How We Engage Them	Key Topics
Our customers	Direct engagement by sales and marketing team and our top management Feedback sessions	Property features and demand Price appetite
Shareholders	General Meeting(s) Direct engagement by board members/ top management Annual Report/Corporate website	Financial results Key business developments such as new acquisitions, launch of new projects Investor relations
Employees	Performance appraisals Team bonding and company events Internal communication through face-to-face meetings, telephone calls, emails, WhatsApp	Information update by management Staff feedback on work-related issues Awareness and compliance management, especially on key legislations Evolving construction and property trends
Government and Regulatory Agencies	Media statements by government department and senior officials News  Regulatory and compliance updates	Regulatory and industry standards and guidelines Government policy (e.g. energy prices, taxations, etc)
Local Community	Community outreach activities	Corporate Social Responsibility matters
Trade Associations	Regular communication through meetings, emails, telephone calls, and online meetings	Initiatives for industry and businesses Feedback and updates on regulations and government guidelines
Suppliers	Regular communication through meetings, emails, telephone calls, and online meetings	Raw materials/manpower delivery and quality Pricing  Innovation in building materials and construction methods

Materiality Matrix

The materiality matrix illustrates how BCB prioritises sustainability matters by balancing two dimensions:

• Impact on BCB’s business: The extent to which each matter could affect the Group’s ability to create and preserve value.
• Importance to stakeholders: The level of concern expressed by stakeholders and the extent to which each matter influences their decisions and expectations.

In FYE 2025, the Group expanded its material matters to include Biodiversity, Pollution Management, and Sustainable Design and Materials, reflecting growing stakeholder expectations and evolving risks and opportunities.

FYE 2025 Materiality Matrix

Legend

Enviromental

Social

Economic

Stakeholder Expectation	High		Human Rights and Labour Standards Climate Change	Economic Performance Anti-Corruption Health, Safety and Security
	Medium		Supply Chain Management Data Privacy & Security Biodiversity	Sustainable Design & Materials Energy Management Human Capital Management
	Low	Community Investment Water Management	Emissions Management Waste Management Pollution Management
		Low	Medium	High
	Impact to The Business

Economic Performance

Why Is It Important

Strong financial performance is essential for BCB to remain competitive and resilient in the property development sector. Stable earnings and cash flow allow us to deliver projects on time, meet our obligations to employees, suppliers, lenders, and the government, and maintain customer confidence.

Good financial results also give us the flexibility to reinvest in quality, safety, and compliance, while supporting our wider sustainability initiatives such as community programmes, resource efficiency measures, and the gradual adoption of greener building practices.

Our Approaches

• Project selection. We focus on developments where there is proven market demand, aiming for launches that can be delivered within a reasonable timeframe and at prices suited to our target customers.
• Cash flow management. Close monitoring of progress billings, collections, and construction costs helps us maintain steady cash flow and meet financial obligations.
• Timely delivery. We place emphasis on handing over projects on schedule and addressing defects promptly, as delays or quality issues can lead to additional costs and affect customer confidence.
• Quality standards. We adopt CIDB’s QLASSIC guidelines to strengthen workmanship and reduce rework.
• Oversight. Project financials and risks are reviewed by management on a regular basis, with the Board providing oversight through its reporting processes.

Our Performance

Direct Economic Value Generated and Distributed

The table below provides a summary of the economic value generated and distributed over the past three years.

	FYE 2025 (RM’ Million)	FYE 2024 (RM’ Million)	FYE 2023 (RM’ Million)
Economic Value Generated	208	223	245
Economic Value Distributed, which includes:	207	205	225
Payment to employees (e.g. salary and benefits)	21	20	19
Payment to providers of capital	19	18 (*)	19
Payment to government	9	11	13
Payment to vendors	158	156	174

(*) Inclusive of interim dividend via treasury shares distributed on 23 July 2024.

Anti-Corruption

Why Is It Important

Corruption poses a significant risk to the integrity, credibility, and long-term sustainability of businesses, especially given the industry in which we operate.

We are committed to upholding the required standards of ethical conduct and transparency to maintain stakeholder trust, comply with regulatory requirements, and ensure good corporate governance.

Our Approaches

Policy Commitment

We maintain clear policies on anti-corruption and whistleblowing in line with Bursa Malaysia’s Listing Requirements and the Guidelines on Adequate Procedures under Section 17A(5) of the Malaysian Anti-Corruption Commission Act 2009. These policies apply to all employees and business partners.

Corruption Risk Assessment

We conduct an annual corruption risk assessment, with identified risks incorporated into our corporate risk registers. Each risk is assigned to relevant risk owners across divisions. The assessment covers key areas such as inbound and outbound bribery, fraud, conflicts of interest, and vicarious liability arising from third-party non-compliance.

	FYE 2025 (%)	FYE 2024 (%)
Percentage of operation assessed on corruption risk	100	100

Training and Awareness

All employees receive training on anti-corruption to strengthen awareness and compliance. We also conduct regular communication and reminders to ensure understanding at all levels of the organisation.

Percentage of employees that have received training on anti-corruption by employee category	FYE 2025 (%)	FYE 2024 (%)
Senior Management	100	100
Middle Management	100	100
Executive	100	100
Non-Executive	100	100

1. Foreign workers are excluded from the training.

Our Performance

We maintained a zero-tolerance approach, and during the reporting period, there were no confirmed incidents of corruption involving our employees or business partners.

Number of confirmed corruption incidents and actions taken in FYE 2025 and FYE 2024	None Reported

Sustainable Design & Green Building

Why it is important

Sustainable design and the responsible use of materials are central to our ability to deliver developments that meet stakeholder expectations and remain competitive in the property market. For a developer primarily focused on landed residential projects, these practices help control costs, reduce rework, and enhance township liveability through green and open spaces.

Our approach is shaped by workmanship standards such as CIDB’s QLASSIC, local planning and environmental requirements, and voluntary green certifications such as GreenRE. Growing customer awareness of sustainability features also influences design choices, though affordability remains a key consideration in buyer decisions.

Our Approaches

We integrate sustainability into our developments by combining practical design features with responsible material choices that support quality, efficiency, and long-term value.

Township and project design

Residential projects are planned with compact layouts, integrated amenities, and landscaped areas to improve accessibility and liveability, in line with local authority planning requirements.

Green and open spaces

Provision of parks, lakes, and landscaped areas in compliance with local authority requirements, contributing to community well-being and township resilience.

Passive and active design features

Building orientation, natural ventilation, and daylighting reduce reliance on mechanical systems, while LED lighting, motion sensors, and solar-ready rooftops are considered where feasible and appropriate.

Emerging practices

We remain attentive to industry trends such as Industrialised Building Systems (IBS) and solar integration. These are not yet part of active project plans, but may be considered where feasibility, economies of scale, and supply chain readiness support practical implementation.

Maximising lifespan and reusability

We aim to make full use of materials throughout their intended lifespan and, where practical, adopt reusable components. For example, aluminium formwork, where applied, can be reused hundreds of times, reducing timber waste and construction costs.

Sustainable materials

We incorporate eco-friendly materials such as recycled steel hollow sections, composite cement, low-VOC adhesives and paints, clay bricks, and modular scaffolding systems in our projects. These materials reduce embodied carbon, enhance durability, and support resource efficiency.

While cost and supply availability remain important considerations, the use of such materials is progressively expanding across our developments.

Material	Description
Composite Cement (Portland Composite Cement – PCC)	PCC replaces a portion of clinker (the energy-intensive ingredient in cement production) with industrial by-products such as fly ash or Ground Granulated Blast Furnace Slag (GGBS). This lowers CO₂ emissions significantly while maintaining strength and durability. By reducing clinker content, which is responsible for most of cement’s emissions, PCC directly cuts embodied carbon.
Reinforced Concrete (RC) Piles	RC piles are widely used in foundations. Where supplementary cementitious materials such as fly ash or GGBS are included in the concrete mix, the piles have a lower carbon footprint compared to conventional concrete piles. This reduces reliance on fully clinker-based cement while retaining structural integrity.
Clay Bricks	A natural and recyclable material. Clay bricks provide good thermal insulation, helping regulate indoor temperatures and lowering the need for mechanical cooling. They can also be reused or recycled, reducing construction waste.
Steel Hollow Sections	Produced with recycled steel, reducing demand for virgin raw materials. Their hollow shape makes them lighter than solid steel, lowering transport energy use. At end-of-life, they are fully recyclable, supporting a circular economy
Skim Coat Plaster	A thin finishing layer for walls and ceilings. Certain formulations include GGBS (a steel industry by-product), which lowers the product’s carbon footprint. It still provides excellent bonding strength and finishing quality while reusing industrial waste that would otherwise go to landfill.
Tile Adhesive (eco-labelled)	A cement-based adhesive certified with recognised eco-labels.It emits fewer harmful Volatile Organic Compounds (VOCs), making it safer for construction workers and residents, and reducing site-level pollution.
Low-VOC Paints	Paints free from heavy metals (like lead and mercury) and formulated with minimal VOCs. This improves indoor air quality, making buildings safer and healthier for both workers during application and residents after occupation
Aluminium Formwork	A reusable mould system for casting concrete. Unlike timber formwork, aluminium systems can be reused hundreds of times, reducing timber waste and overall costs. At end-of-life, aluminium is fully recyclable, contributing to resource efficiency.
Modular Scaffolding Systems	Durable scaffolding systems that can be repeatedly assembled, dismantled, and reused across projects. This reduces construction waste and costs. Components are typically recyclable at the end of their service life, lowering the overall environmental impact.

Our Performance

Green Building Certification

Lumina Commercial Park was awarded provisional GreenRE certification in FYE 2025.

Green and Open Spaces

All new projects comply with local authority requirements on green and landscaped areas.

Eco-friendly Procurement

The table below summarises our spending and procurement of eco-friendly materials, environmentally preferred products, and sustainable building materials for FYE 2025.

	FYE 2025
Total spending on eco-friendly and sustainable materials (RM’ Mil)	3.9
Total weight of sustainable materials procured (tonnes)	9,081

1. We have only begun tracking the procurement of sustainable materials for the reporting year, for key construction sites.

Climate Change

Why it is important

Climate change has the potential to directly affect BCB’s operations, project timelines, and long-term business resilience. Physical risks such as flash floods, extreme rainfall, and rising temperatures can cause construction delays, increase costs, and impact worker safety. Transition risks, such as new building regulations, higher energy tariffs, and growing demand for low-carbon buildings, can also affect our competitiveness and cost base.

Our Approaches

• Physical risk management. We monitor weather-related risks at our project sites and implement practical adaptation measures such as improved drainage, site safety measures, and heat risk protocols for workers.
• Transition risk management. We track regulatory developments (e.g., energy efficiency requirements, potential carbon pricing) and adjust project planning to manage compliance costs and customer expectations.
• Integration with operations. Energy use, emissions management, sustainable design, and green materials are part of our response to climate challenges (see Energy, Emissions & Sustainable Design section).

Our Performance

• No material and adverse financial impacts from climate-related risks were identified during the reporting year.
• Adaptation measures implemented included site-level drainage improvements, safety monitoring during high heat periods, and increased supplier engagement on cost impacts of energy and material price fluctuations.

A detailed Climate Change Statement is appended to this Sustainability Statement, prepared with reference to IFRS S1 and S2. It sets out our approach across governance, strategy, risk management, and metrics and targets.

Community Investment

Why it is important

We recognise the importance of giving back to the communities in which we operate. Investing in local communities not only supports social well-being but also strengthens our relationship with stakeholders and contributes to long-term positive impact.

Our Approach

Through our CSR initiatives, we support community programmes that benefit external beneficiaries such as non-profits, schools, and local foundations. We work closely with beneficiaries to ensure our contributions address real needs and deliver meaningful impact.

Our Performance

During the reporting period, we have contributed a total of RM222,315 to the community.

	FYE 2025	FYE 2024	FYE 2023
Total amount invested in the community where the target beneficiaries are external (RM ‘000)	222	166	283
Total number of beneficiaries of the investment in communities	1,488	11,724	N/A

1. The number of beneficiaries is based on the best estimate provided by the beneficiary organisation.

A few of the noteworthy contributions are as follows.

In September 2024, we participated in the Malaysia Retail Chain Association (MRCA) Charity Golf event, where we contributed through the Privilege Partners Program Platinum Package sponsorship worth RM30,000. Proceeds from this event were channelled to the MRCA Branding Education Charity Foundation, which supports underprivileged students through educational assistance, provides medical aid to vulnerable groups, and offers financial support to the underprivileged.

In June 2025, we donated RM100,000 to Yayasan Sultanah Fatimah to aid underprivileged groups, particularly orphans, single mothers, persons with disabilities, and senior citizens within the Chinese community in Johor.

Supply Chain Management

Why it is important

We recognise the crucial role our contractors and suppliers play in ensuring the timely delivery of our projects and services to high standards.

Our Approaches

Responsible Sourcing

We are committed to responsible procurement practices across our supply chain, guided by principles that promote human rights, fair labour conditions, safe and healthy workplaces, and environmental stewardship.

Our procurement approach aligns with our broader policies on labour rights, occupational safety and health, and compliance with local environmental regulations. We expect our suppliers, contractors, and service providers to uphold these same standards, ensuring our supply chain reflects ethical conduct and minimises environmental impact.

Supply Chain Continuity

We acknowledge the importance of maintaining a resilient supply chain and actively monitor potential risks. To address disruptions, we implement contingency measures such as supplier diversification and enhanced sourcing practices to ensure continuity and stability across our operations.

Local Sourcing

We value local procurement as a key driver of economic growth. Wherever feasible, we engage local contractors and suppliers with a proven record of compliance with local laws and regulations. This approach not only strengthens local economies but also improves sourcing efficiency and responsiveness to project needs.

Our Performance

The table below presents the percentage of our spending on local suppliers, highlighting our commitment to supporting local businesses and strengthening the local economy.

Percentage of spending on local suppliers	FYE 2025 (%)	FYE 2024 (%)	FYE 2023 (%)
	100	100	100

1. The following data covers BCB’s Batu Pahat, Kluang, and Johor Bahru construction sites and Total Builder Generation (TBG) operations.