KENANGA INVESTMENT BANK BERHAD SUSTAINABILITY REPORT 2024 BASIS OF THIS REPORT OUR APPROACH TO SUSTAINABILITY KENANGA AT A GLANCE GOOD GOVERNANCE LEADERSHIP STATEMENTS SUSTAINABLE ECONOMIC GROWTH ENVIRONMENTAL STEWARDSHIP EMPOWERING PEOPLE AND COMMUNITIES APPENDIX 109 108 YEAR-ON-YEAR ESG PERFORMANCE TABLE Training and Development 2022 2023 2024 Total Expenses on Training and Development (RM) 2.7mil 1.9mil 2.6mil Overall Training Hours 39,325.9 40,067.9 42,294 Average Training Hours per Employee 29.0 44.9 31.7 Average Training Days per Employee 3.6 4.3 4.0 Average Training Hours per Employee by Gender Male 26.0 22.9 13.5 Female 31.6 21.9 12.0 Average Training Hours per Employee by Category <30 97 95 68 30-39 71 49 74 40-50 39 24 40 >50 42 40 41 Breakdown by Employee Category Key Management 88.1 70.9 77.7 Senior Management 48.1 35.7 49.9 Middle/ Junior Management 29.0 62.0 32.1 Non-Executive/ General Employees 7.8 9.3 10.2 Community Investment 2022 2023 2024 Total Amount of Community Investment (RM) 180,344.50 636,809.93 648,226.00 Financial Literacy Number of Forums Conducted 98 119 164 Number of Participations 20,071 7,877 14,106 GRI CONTENT INDEX GRI Universal Standard Statement of Use Kenanga has reported the information cited in this GRI content index for the period 1 January 2024 to 31 December 2024 with reference to the GRI Standards. GRI 1 Used GRI 1: Foundation 2021 Applicable GRI Sector Standard Not Applicable GENERAL DISCLOSURES GRI Disclosure GRI Disclosure Description Page Number Remarks/ Omissions GRI 2: General Disclosures 2021 The organisation and its reporting practices 2-1 Organisational details 2, 4-6 2-2 Entities included in the organisation’s sustainability reporting 2 2-3 Reporting period, frequency and contact point 2 2-4 Restatements of information - 2-5 External assurance 3 Activities and workers 2-6 Activities, value chain and other business relationships 4-6 2-7 Employees 80, 104, 106 2-8 Workers who are not employees - Governance 2-9 Governance structure and composition 28-31 2-10 Nomination and selection of the highest governance body - Please refer to the Kenanga Investment Bank Integrated Report 2024 for further details 2-11 Chair of the highest governance body 10, 28 2-12 Role of the highest governance body in overseeing the management of impacts 29-30 2-13 Delegation of responsibility for managing impacts 29-31 2-14 Role of the highest governance in sustainability reporting 3, 18-19 2-15 Conflicts of interest 28 Please refer to the Kenanga Investment Bank Integrated Report 2024 for further details 2-16 Communication of critical concerns 10, 40, 81 2-17 Collective knowledge of the highest governance body - 2-18 Evaluation of the performance of the highest governance body - 2-19 Remuneration policies - 2-20 Process to determine remuneration 30 2-21 Annual total compensation ratio - Strategy, policies and practices 2-22 Statement on sustainable development strategy 10-15 2-23 Policy commitments 10, 33, 39-40, 53, 56, 58, 60, 81-82, 84, 96 2-24 Embedding policy commitments 10, 33-35, 39-40, 53-54, 56, 58, 81-82, 96 2-25 Processes to remediate negative impacts 10, 81-82 2-26 Mechanisms for seeking advice and raising concerns 10, 35, 40, 81-82
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