Energy priorities for FY2026 relate to development milestones linked to Malaysian upstream assets, particularly the Abu Cluster where first oil is a key operational target. Production management at existing international assets will continue alongside portfolio optimisation measures. In parallel, DNeX plans to expand its portfolio through a renewable energy collaboration encompassing solar, hydro and other clean energy technologies, signalling broader participation in energy transition activities side by side with its upstream portfolio. For the IT segment, attention turns to sustaining concession income while expanding higher-value digital solutions. Capability expansion covers AI-enabled platforms, secure cloud services and enterprise digital solutions aligned with enterprise and Government digitalisation programmes. Capital resources will play an important enabling role. The RM3.0 billion Sukuk Wakalah Programme provides financial flexibility for investment needs while keeping capital deployment aligned with return expectations. Capital deployment will follow stricter financial thresholds following the balance sheet adjustments completed in FY2025. Investment decisions now undergo closer review against cash generation capacity, project timelines and risk exposure. Funding flexibility from the Sukuk programme also allows the Group to phase investments more carefully instead of committing capital ahead of operational readiness. Attention also extends to working capital control and preserving liquidity as DNeX moves from stabilisation towards improved operating performance. FY2026 represents the next phase following the internal consolidation completed in FY2025. Delivery capability during the year will be shaped by external and operational conditions to ensure optimal output and delivery, and close management focus. In the Semiconductor segment, progress will be driven by improved utilisation, continued advancement in product mix and stable manufacturing performance at SilTerra. Energy contributions will reflect production consistency, lifting schedules and prevailing oil price conditions, while the IT segment will continue to manage revenue concentration and contract renewal timing. Overall performance improvement will depend on the timely achievement of key operational milestones, including first oil at the Abu Cluster and sustained wafer output at SilTerra. Delivery against these priorities remains central to improving operating outcomes in the year ahead. SPEED - a core philosophy that I introduced last year to drive efficiency, agility and precision across the Group - continues to be our north star. At its foundation, S - Shareholders and D - Dividends represent our priority and desired outcome, while P - Processes, E - Efficiency and E - Excellence define how we achieve it through our teams and employees. By optimising operations and fostering a results-driven culture, we are committed to delivering sustained value with agility and discipline. This philosophy is especially relevant to our businesses, where SPEED is a critical success factor, whether in achieving faster chip performance in semiconductor manufacturing or enhancing operational agility in oil and gas production. Embedding SPEED into our execution will sharpen our focus and drive impactful business outcomes. WHAT’S NEXT As we move ahead, we are cautiously optimistic about the Group’s direction as the emphasis shifts decisively from adjustment to delivery, with focus firmly centred on achieving outcomes. Alongside these operational developments, the Group continued to enhance its sustainability profile. DNeX’s inclusion in the FTSE4Good Bursa Malaysia (“FTSE4GBM”) Index and FTSE4Good Bursa Malaysia Shariah (“F4GBMS”) Index reflect progress in environmental, social and governance (“ESG”) practices and validates its long-term corporate standing with stakeholders. I would like to record my appreciation to the Board of Directors, management and the entire DNeX workforce for their unwavering guidance, professionalism, resilience and adaptability throughout a demanding period. Their commitment ensured continuity of operations while the Group navigated change. I also thank our customers, business partners, regulators and shareholders for their continued trust and support, which remain critical as DNeX moves forward. With important adjustments now embedded, the focus ahead is on consistent execution and operational delivery. DNeX enters this next phase with clearer priorities, stronger internal alignment and a renewed emphasis on performance, as the Group works toward delivering sustainable outcomes for all stakeholders. FAIZAL SHAM ABU MANSOR Group Chief Executive Officer GCEO IN FOCUS DNeX INTEGRATED REPORT 2025 44 ABOUT THIS REPORT LEADERSHIP VALUE CREATION @DNeX LEADERSHIP INSIGHTS OVERVIEW OF DAGANG NeXCHANGE BERHAD
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