Sime Darby Bhd. · MYX:SIME
Sime Darby Bhd — Shareholder Meeting (November 2025)
50 slides from Sime Darby Bhd's shareholder meeting presentation, November 2025
Slide 1: Sime Darby Berhad 18th Annual General Meeting
SIME DARBY BERHAD 18 ANNUAL th GENERAL MEETING
Slide 2: Group Overview
GROUP OVERVIEW Revenue * PATAMI PBIT * Shareholders’ equity RM67.1bn RM3.3bn RM2.8bn RM19.4bn Countries & Leading Large Leading auto Distributor of the CAT dealer BMW players World’s Leading globally dealer in Malaysia EV in Malaysia worldwide & Singapore 2 * From continuing operations
Slide 3: Our Universe of Brands
OUR UNIVERSE OF BRANDS We are the partner of choice for many of the world’s leading brands Industrial Motors Note: Brands listed are not exhaustive 3
Slide 4: Operations Overview
OPERATIONS OVERVIEW Our business is in retail & after-sales for industrial equipment & motors; acquired new capabilities with UMW acquisition 4
Slide 5: Revenue by Geography
REVENUE BY GEOGRAPHY With the acquisitions, we have diversified our revenue “ +13% ” 5
Slide 6: Strategic Themes Driving Our Business
STRATEGIC THEMES DRIVING OUR BUSINESS 6
Slide 7: Key Financial Highlights
KEY FINANCIAL HIGHLIGHTS Strong growth in revenue and earnings Revenue * PBIT * Net Profit Core ROE Net Asset Per Dividend Per (RM million) (RM million) (RM million) (%) Share (RM) Share (Sen) 67,132 13.0 13.0 7.2 7.2 3,306 2,758 2.84 48,288 2,084 2.48 1,458 FY2023 FY2024 FY2023 FY2024 FY2023 FY2024
Slide 8: FY2024 Key Market Trends
FY2024 Key Market Trends Slowdown in China; bolstered by strong commodity demand and robust auto sales in Malaysia Challenging automotive Robust commodity demand High Total Industry Volume business in China and energy transition (TIV) in Malaysia • • • • • 8
Slide 9: Updates on Transactions
UPDATES ON TRANSACTIONS Recent transactions have enlarged the Group and enhanced its profile MERGERS & ACQUISITIONS Business expansion DIVESTMENTS STRATEGIC PARTNER RAMSAY SIME DARBY ONSITE Cavpower UMW To CHINESE OEMS HEALTHCARE * * From continuing operations. 9
Slide 10: Partnering with the best brands to enable the region to grow
“ Partnering with the best brands to enable the region to grow ” 10
Slide 11: Executive Leadership
EXECUTIVE LEADERSHIP Qualified & Experienced Management Team 11
Slide 12: 5-Year Strategy Masterplan (FY24–FY28)
5-YEAR STRATEGY MASTERPLAN (fy24 – fy28) The blueprint for the Sime Darby of tomorrow Our Purpose Our Vision Strategic Pillars 1 2 3 Robust Strategic Enablers Enhancing Growing with commodity returns and brands and demand and efficiency markets Energy Transition Core Values 12
Slide 13: Total Shareholder Return: Sime Darby vs. KLCI
Total Shareholder Return: Sime Darby vs. KLCI Sime Darby TSR broadly outperforms the market Cumulative Total Shareholder Return (%) With gross dividends reinvested 13
Slide 14: ESG & Sustainability
ESG & Sustainability In FY2024, Sime Darby charted significant progress in our Sustainability Targets Net Zero 1. Committed to Net Zero 2. Addressing climate change Carbon Emissions by will requires a 2050, aligning with the global comprehensive effort consensus on the need to across our entire valu
Slide 15: Thank you
Thank you
Slide 16: Questions Raised by Minority Shareholders Watch Group (MSWG)
QUESTIONS RAISED BY MINORITY SHAREHOLDERS WATCH GROUP (MSWG)
Slide 17: Question 1
QUESTION 1 OPERATIONAL & FINANCIAL MATTERS According to Fortune on 21 October 2024, BMW AG is recalling nearly 700,000 vehicles in China due to coolant pump defects, a fresh setback for the German carmaker that’s reeling from other vehicle faults. (Source: https://fortune.com/europe/2024/10/21/bmw-r
Slide 18: Question 1
QUESTION 1 OPERATIONAL & FINANCIAL MATTERS b) Given that China is a major market for BMW, recalls can damage brand reputation and affects customer loyalty as well as market share. Has the Group experience weaker sales for BMW vehicles due to the recalls negatively affecting consumer confidence? If y
Slide 19: Question 2
QUESTION 2 OPERATIONAL & FINANCIAL MATTERS The Group’s gearing increased significantly to over 60% after the UMW and Cavpower acquisitions. However, this was reduced to about 57% as at 30 June 2024, mainly through higher utilisation of cash balances to repay borrowings. Gearing is anticipated to red
Slide 20: Question 3
QUESTION 3 SUSTAINABILITY MATTERS The Group’s disclosure of its sustainability performance under Bursa’s prescribed format for Bursa (Anti- corruption), the confirmed incidents of corruption and action taken was two (2) for FY2024. (page 92 of AR2024) What was the nature of these two corruption inci
Slide 21: Question 4
QUESTION 4 CORPORATE GOVERNANCE MATTERS The Board acknowledges Practice 5.9 of the MCCG 2021, which recommends that at least 30% of the Board be women and ongoing efforts are in place to identify and appoint suitable female candidates as board members. Currently, the Board comprises three female Dir
Slide 22: Resolutions of the 18th Annual General Meeting
Resolutions of the 18th annual general meeting
Slide 23: Resolution 1
To approve the payment of fees to the Non-Executive Directors up to an amount RESOLUTION 1 of RM4,600,000 from the Eighteenth AGM until the next AGM of the Company.
Slide 24: Resolution 2
To approve the payment of benefits to the Non-Executive Directors up to an RESOLUTION 2 amount of RM1,500,000 from the Eighteenth AGM until the next AGM of the Company.
Slide 25: Resolution 3
RESOLUTION 3 To elect Professor Datuk Ts. Ir. Dr. Siti Hamisah Tapsir, who retires pursuant to Rule 82.2 of the Constitution of the Company.
Slide 26: Professor Datuk Ts. Ir. Dr. Siti Hamisah Tapsir
SSOR DATUK TS. IR. DR. SIT] HAMISAH TAPSIR Independent Non-Executive Director Date of Appointment 8 March 2024 Length of Service (as at 30 September 2024) 6 months Academic/Professional Qualification(s)/Membership(s) Master of Science in Civil Engineering, from University of Lowell (now known as Uni
Slide 27: Resolution 4
To re-elect Tan Sri Samsudin Osman who RESOLUTION 4 retire pursuant to Rule 103 of the Constitution of the Company.
Slide 28: Tan Sri Samsudin Osman
TAN SRI SAMSUDIN OSMAN Non-Independent Non-Executive Chairman Malaysian, Age 77, Male Date of Appointment 19 December 2008 Length of Service (as at 30 September 2024) 15 years 9 months Academic/Professional Qualification(s)/Membership(s) Bachelor of Arts (Hons) and Diploma in Public Administration,
Slide 29: Resolution 5
To re-elect Dato’ Lee Cheow Hock RESOLUTION 5 Lawrence who retire pursuant to Rule 103 of the Constitution of the Company.
Slide 30: Dato' Lee Cheow Hock Lawrence
DATO’ LEE CHEOW LAWRENCE Non-Independent Non-Executive Director Date of Appointment 1 March 2018 Length of Service (as at 30 September 2024) 6 years 7 months Academic/Professional Qualification(s)/Membership(s) Fellow, Institute of Chartered Accountants in England and Wales Present Directorship(s) O
Slide 31: Resolution 6
To re-elect Moy Pui Yee who retire RESOLUTION 6 pursuant to Rule 103 of the Constitution of the Company.
Slide 32: Moy Pui Yee
Malaysian, Age 57, Female MOY PUI YEE Independent Non-Executive Director Date of Appointment 2 July 2018 Length of Service (as at 30 September 2024) 6 years 3 months Academic/Professional Qualification(s)/Membership(s) Bachelor of Economics and Law, Monash University of Australia Admitted to the Mal
Slide 33: Resolution 7
To re-elect Mohamad Idros Mosin who RESOLUTION 7 retire pursuant to Rule 103 of the Constitution of the Company.
Slide 34: Mohamad Idros Mosin
MOHAMAD IDROS MOSIN Non-Independent Non-Executive Director Malaysian, Age 52, Male Date of Appointment 15 November 2018 Length of Service (as at 30 September 2024) 5 years 10 months Academic/Professional Qualification(s)/Membership(s) + Bachelor's degree in Business Administration (Hons), Internatio
Slide 35: Resolution 8
RESOLUTION 8 To re-appoint Messrs PricewaterhouseCoopers PLT as Auditors of the Company for the financial year ending 30 June 2025 and to authorise the Directors to determine their remuneration.
Slide 36: Resolution 9
RESOLUTION 9 To approve Shareholders’ Ratification and Proposed New Shareholders’ Mandate for Recurrent Related Party Transactions of a Revenue or Trading Nature with Related Parties Involving the Interest of Toyota Motor Corporation.
Slide 37: Resolution 10
RESOLUTION 10 To approve Shareholders’ Ratification and Proposed New Shareholders’ Mandate for Recurrent Related Party Transactions of a Revenue or Trading Nature with Related Parties Involving the Interest of Toyota Tsusho Corporation.
Slide 38: Resolution 11
RESOLUTION 11 To approve Shareholders’ Ratification and Proposed New Shareholders’ Mandate for Recurrent Related Party Transactions of a Revenue or Trading Nature with Related Parties Involving the Interest of KYB Corporation, Japan.
Slide 39: Resolution 12
RESOLUTION 12 To approve Shareholders’ Ratification and Proposed New Shareholders’ Mandate for Recurrent Related Party Transactions of a Revenue or Trading Nature with Related Parties Involving the Interest of Toyota Industries Corporation.
Slide 40: Resolution 13
RESOLUTION 13 To approve Renewal of Existing Shareholders’ Mandate and Proposed New Shareholders’ Mandate for Recurrent Related Party Transactions of a Revenue or Trading Nature with Related Parties Involving the Interest of Bermaz Auto Berhad (Bermaz).
Slide 41: Q&A Session
Q&A Session
Slide 42: Question 1
QUESTION 1 Please give us some e-vouchers/e-wallet for attending this Remote Participation & Voting (RPV) as a token of appreciation.
Slide 43: Question 2
QUESTION 2 Why is this year’s AGM a virtual one? When will we be having a physical AGM.
Slide 44: Question 3
QUESTION 3 With the excessive car inventory causing excessive discounting, have car manufacturers in China (especially brands that Sime distribute) slowed down their production or still producing cars at record numbers?
Slide 45: Question 4
QUESTION 4 News reports mention that car sales are dropping and one CNN report mention that it’s no longer profitable for foreign brands in China and it’s the era of EV/China made EV. Is saying goodbye to China an option? How much dividend/cashflow does China contribute to Sime Darby?
Slide 46: Question 5
QUESTION 5 Could you please provide an overview of the recent performance of Drivecare? What strategies are being implemented to enhance your presence in the after-sales market? Would management consider venturing into commercial vehicle maintenance service?
Slide 47: Question 6
QUESTION 6 | recommend that the management team quickly adopt the agency model to address the current competitive environment especially in China. This way, the company doesn't need to hold inventory, allowing for more liquidity, and we can also offer car loans to generate revenue from financial ser
Slide 48: Question 7
QUESTION 7 What are the reasons for the low gross margins? What measures are being implemented to improve this situation and enhance the company's overall profitability?
Slide 49: Question 8
QUESTION 8 What additional revenue streams is the company exploring beyond vehicle sales in China? Specifically, how are we planning to leverage after- sales services, financial services, smart technology, and partnerships to enhance profitability?
Slide 50: Thank you
Thank you
Sime Darby Berhad — Shareholder Meeting (November 2025) on 6ix