Integrated Annual Report 2021

Integrated Annual Report 2021
Con-
necting Connecting
you
you to what
matters most
to what
matters
2021 continued to be an extraordinary year as
society stayed vigilant and resilient a year after
To learn more about our
Integrated Annual Report
2021, visit www.digi.com.my/
most
annualreport/index.html
the Covid-19 pandemic emerged.
Malaysians persevered as we adapted to changing situations brought on by
various safety restrictions imposed by the authorities to curb the spread of the
virus. Digital connectivity became even more crucial as lives and livelihoods
shifted online and people continued to be physically apart.
The cover highlights how digital connectivity has supported the

communication needs of every segment of the society, bringing people closer
together amidst the pandemic. We continue to be inspired by the people
we serve, and remain steadfast in our responsibility and purpose to connect
people to what matters most.
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Report 2021 online
Integrated Annual Report 2021 1
Inside This Report
1 At A Glance 4 How We Create Value 140 Statements of

2 About This Report 50 Financial Capital Comprehensive Income
4 About Digi 54 Manufactured Capital 141 Statements of Financial
57 Intellectual Capital Position
2 Message To Shareholders 62 Human Capital 143 Statements of Changes in
6 Chair of the Board’s 67 Natural Capital Equity
Statement 73 Social and Relationship 144 Statements of Cash Flows
10 Chief Executive Officer’s Capital 147 Notes to the Financial
Statement Statements
14 Chief Financial Officer’s 5 Governance
Statement 84 Board of Directors’ Profiles 7 Other Information
21 Quarterly Financial 90 Management Profiles 218 Independent Assurance
Performance 94 Corporate Governance Report
21 5-Year Financial Summary Overview Statement 221 Corporate Information
119 Statement on Risk 222 Corporate Directory
3 Strategies To Create Value Management and 223 List of Properties
24 Our Business Model Internal Control 225 Disclosure of Recurrent
26 Our Operating 126 Additional Compliance Related Party Transactions
Landscape Information 226 Share Price Development
30 Our Key Relationships 128 Statement of Responsibility 227 Statistics on
33 Our Key Risks by Directors Shareholdings
38 Our Material Matters 228 Statement of Directors
41 Our Emerging 6 Audited Financial Statements and CEO’s Shareholdings
Opportunities 130 Directors’ Report 229 List of Thirty (30) Largest
44 Our Strategy 135 Statement by Directors Shareholders
135 Statutory Declaration 231 Notice of Annual General
136 Independent Auditors’ Meeting
Report • Form of Proxy
2 Digi.Com Berhad At A Glance Message To Shareholders Strategies To Create Value How We Create Value
About This Report
This is Digi.Com Berhad’s 3rd Integrated Annual Report (IAR) 2021,

prepared in accordance with the principles prescribed by the
International Integrated Reporting Council (IIRC). Our IAR aims
to provide a balanced and accurate reflection of our strategy,
performance, risks and emerging opportunities, as well as prospects
of the company. The intent of the report is primarily to address value-
creation considerations of long-term investors and provide appropriate
information to all our key stakeholders.
about
this Scope and Reporting Boundaries
As previously announced in June 2021, Axiata Group Berhad, Telenor Asia Pte Ltd and Digi.Com Berhad (Digi) have
successfully concluded the due-diligence exercise and signed the Transaction Agreements for the proposed merger of
Celcom Axiata Berhad (Celcom) and Digi.
However, the report is published on a business-as-usual basis with its reporting scope remains largely the same as last
year’s report, covering the activities of our wholly owned subsidiary, Digi Telecommunications Sdn. Bhd., which is the core of
our business operations. The reporting period comprises our financial and non-financial performance from 1 January 2021
to 31 December 2021, unless stated otherwise.
Governance Audited Financial Statements Other Information Integrated Annual Report 2021 3
About This Report
Integrated Annual Report (IAR) 2021

Assurance
Our audited annual financial statements are disclosed

IAR Our primary report to shareholders, which details the
company’s developments, financial performance for
in Section 6. We have also engaged an external auditor the year and future orientation to form our holistic
to provide a limited assurance for selected non-financial
value creation story.
indicators. The independent assurance report can be
found on pages 218 to 220 of this report. 1 2 3 4 5 6 7 8 9
Sustainability Performance and GRI Content Index

Forward-looking Statements
SP Our Sustainability performance website provides a
This report may contain forward-looking statements with detailed account of the company’s sustainability
respect to Digi’s future performance and prospects, performances, available online via https://www.digi.
alongside the ongoing proposed merger of Digi and com.my/sustainability/reporting.html
Celcom which will be subject to regulatory approvals,
3 4 8 9
other customary terms and conditions and approvals of
all non-interest shareholders.
Corporate Governance Report 2021
Integrated Approach and Materiality

CG Our Corporate Governance report details out Digi’s
corporate governance practices.
We aim to preserve, create and deliver sustainable 2 3 5
value for all our stakeholders through our six capitals.
Our unique processes are key inputs and we produce
value-adding outputs by using an integrated approach. Reporting Framework & Principles
In addition, we have fully embedded integrated
1 IIRC’s Integrated 5 Malaysian Code on
thinking in our sustainability management to fully reflect Reporting <IR> Framework Corporate Governance
material environmental, social, and governance (ESG)
considerations into our short-to-long term business model 2 Companies Act 2016 6 Malaysian Financial
and strategies. Reporting Standards
3 Main Market Listing (MFRS)
Requirements of Bursa
Our material matters are continuously monitored as they Malaysia 7 International Financial
have the potential to substantially affect – both positively Reporting Standards (IFRS)
and negatively – our ability to create and preserve value. 4 Bursa Sustainability
Reporting Guidelines & 8 Global Reporting Initiative
Subsequently, the materiality assessment processes
Toolkits (GRI) Standards (Core)
and disclosures are aligned to the Materiality principles
of International <IR> Framework and Bursa Malaysia 9 ISAE 3000 (Revised)
Securities Berhad’s (Bursa Malaysia) Listing Requirements. – Limited Assurance
Engagement
Approval by the Board

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The Board of Directors of Digi is responsible for ensuring
Our Capitals Our Strategic Pillars
the integrity of Digi’s IAR 2021 and give full attention to the
management’s evaluation and effectiveness of disclosure
Financial Capital Growth
controls and procedures. Such controls will ensure high
reliability of financial reporting for external purposes in Manufactured Capital Modernisation
accordance with the Main Market Listing Requirements of
Bursa Malaysia. The report was approved by the Board on Intellectual Capital Responsible Business
11 March 2022.
Human Capital
Reporting Suites Feedback and Contact Point
Natural Capital Your feedback is important to
We are committed to report openly and honestly to our us and we welcome your input
to enhance the quality of our
broad range of stakeholders. To view the full suite, visit our Social and Relationship reporting. Please email your
website at www.digi.com.my/annualreport/index.html Capital feedback to [email protected].
About Digi
ABOUT
WHO WE ARE
Digi is a leading and trusted digital connectivity and services company,
empowering societies and keeping customers connected to what matters most.
WHAT WE DO
Our number one priority is to deliver connectivity in a safe, We have built solid fundamentals and expertise in future-
reliable, and efficient way to Malaysians across the country. ready networks, digitalisation, customer experience,
We believe connectivity empowers everyone to improve workplace and people development, and responsible
their lives, builds societies and secures a better future for all. business practices – shaped by a
culture of innovation.
We offer a wide range of innovative, personalised, and
engaging mobile connectivity, internet services, and digital Building on these capabilities, we believe we are well
solutions to 10.3 million consumers and business customers positioned to include, advance and safeguard customers
every day on our advanced 4G LTE network. and society through digitalisation and advanced
technologies for a future of new possibilities.
93.1% 75.9%
10.3 million 4G LTE 4G LTE-A 10,173 KM
customers network coverage in fibre network
populated areas nationwide
OUR VALUES
A lways E x p lo r e C r e ate To g eth er Keep Pr o m i ses Be Resp ectful

We believe growth comes We believe diverse teams We believe that trust is key We believe in the
from learning every day. find better solutions. We in all our relationships. We unique human ability to
We’re curious and we dare seek different perspectives, take ownership and pride understand what matters
to challenge, test, fail fast share, involve, and help in delivering with precision for people. We meet
and pivot. each other succeed. and integrity. everyone at eye level, listen
and show that we care.
OUR Way of Work
Customer Obsessed Innovation 360

Putting our customers at the heart of Exploring ways to do things differently
everything we do. and to do different things that serve to
improve the lives of our customers.
About Digi
ABOUT DIGI
OUR PURPOSE
Empowering Societies
Connecting Customers To What Matters Most
Connecting people, businesses and societies has been and data in the digital world and beyond. The global
the core of our business for the last 27 years. Covid-19 pandemic in the past two years has demonstrated
Today, internet connectivity impacts nearly every part of that our purpose is more relevant than ever.
our lives, and we are making it more personalised and
relevant than ever before. To us, it is more than good Delivering our purpose requires a dedicated focus
business. It is empowering societies. on transforming and modernising our organisation to
enable growth and create efficiencies, while innovating
Building on this, we want to enable connectivity for all to on our core services and customer experiences, and
drive greater societal inclusion, advance connectivity to conducting our business in a responsible manner always.
accelerate digital future, and safeguard the planet, people This is how we aim to create value for our customers and
stakeholders for the long-term.
Our Strategy
We have a clearly defined strategy driving our purpose to empower societies and connect customers to what
matters most. Anchored on Growth, Modernisation and Responsible Business, our strategy steers us to remain
a leading and trusted digital connectivity partner.
Refer to Our Strategy on pages to 44 to 47.
CORPORATE STRUCTURE
Digi.Com Berhad
[Registration No. 199701009694 (425190-X)]
100% Digi Telecommunications Sdn. Bhd. 100% InfraNation Sdn. Bhd.

[Registration No. 199001009711 (201283-M)] [Registration No. 200901003326 (846253-D)]
100% Y3llowlabs Sdn. Bhd.

[Registration No. 200001032596 (535203-H)]
Chair of the Board’s Statement
In the context of the ongoing Covid-19 pandemic in 2021,
Digi’s purpose has never been

more relevant: connectivity
continues to enable customers to
work from anywhere, for businesses
to remain operational, for public
services to function, and for
people to stay connected to what
matters most to them.
In 2021, Digi delivered on its strategic plans: the company focused on growing its network, brought
affordable, relevant, and innovative products and digital solutions to consumers and businesses,
modernised its operations to improve how it serves customers, and delivered healthy returns to its
shareholders. Digi continued to deepen its responsible business commitments, which are built on
good corporate governance principles to serve customers credibly, to care for its employees and
supply chain, and to play our part as society recovers from the pandemic.
Read more about this on pages 8 to 9.

Digi continued to deepen its responsible business

commitments, which are built on good corporate
governance principles to serve customers credibly, to
care for its employees and supply chain, and to play
our part as society recovers from the pandemic.
Haakon Bruaset Kjoel

Chair of the Board
Q
How did Digi create value for its
Q
How did Digi fare in sustaining its
Q
How is Digi delivering on its
stakeholders amidst the pandemic? returns to shareholders? Responsible Business commitments?
A A A
Digi continued to improve network Digi’s focused execution on strategic Responsible Business continues to
availability and quality, enabling priorities and prudent financial be a core pillar of Digi’s strategy,
customers to stay connected and management have led the Board embedded in the way the company
fully leverage the benefits of digital to declare a net dividend per share works and the standards it expects
technology. Initiatives introduced at of 14.9 sen - returning a total payout from its supply chain. The company’s
the start of the pandemic in 2020 of RM1,158 million to shareholders responsible business framework is
carried on into 2021. They include and sustaining a near 100% dividend anchored on its ‘Yellow Heart’ brand
various Yellow Heart initiatives to payout ratio for FY2021. Year on year, aspirations: to raise standards across
help critical relief and community the company continues to exceed its operations and supply chain, and
support efforts, as well as the year-long its dividend policy of distributing a to partner effectively to build skills and
provision of free daily 1GB data for
minimum 80% of net profits, keeping resilience for an accelerated digital
productivity and education, access to
to its commitment of delivering future.
affordable mobile plans and devices
strong and sustainable returns to
via the Jaringan Prihatin and Pakej
shareholders. The Board continues to push for Digi
Keluarga Malaysia programmes, and
to maintain its responsible business
access to PENJANA digitalisation
grants for small and medium leadership among corporates in
enterprises (SME). Provision of these Malaysia. In 2021, Digi improved
digital solutions has also enabled its MSCI environmental, social and
consumers and businesses to reduce governance (ESG) rating from ‘A’ to
their carbon footprint, helping Digi ‘AA’, and the company is well on track
drive greater climate action across its to achieving its ambition to be among
value chain. the best performing companies in
Malaysia on sustainable business
The Board commends the standards and ESG practices.
Management for advancing the
robust business continuity plan put in Digi continues to maintain the highest
place the previous year that enabled standards of ethics and integrity in its
the company to adapt quickly to business conduct. Initiatives include
changing conditions. We also record developing a future-ready workforce,
our appreciation to all Digizens safeguarding the health, safety and
and partners for their resilience in wellbeing of its people and partners,
navigating through yet another a being environmentally responsible in
challenging year, by working together its operations, protecting the privacy
safely to continue serving the needs of
of its customers, and reducing
its 10.3 million customers.
inequalities for society.
Read more about how

Read more about how Digi Read more about the value
Responsible Business is
created value across its six Digi created with its Financial
embedded in the way Digi
capitals on pages 50 to 81. Capital on pages 50 to 53.
creates value in pages 57 to 81.
Q
How has Digi strengthened its
Q
What is Digi’s outlook for 2022?
diversity commitment?
A A
Diversity and inclusion is a key Accelerated digitalisation will continue to fuel demand for connectivity and
agenda in Digi’s people strategy. digital infrastructure, and the telecommunications sector will continue to
The company firmly believes that a evolve rapidly, with significant new opportunities enabled through 5G,
diverse workforce across all levels artificial intelligence (AI) and internet of things (IoT). At the time of writing,
of the organisation with a variety of the mobile telecommunications industry eagerly anticipates the Malaysian
perspectives is a strength, to better government’s policy decision on the implementation of 5G. Digi continues
serve its diverse customer base. The to support the MyDigital initiative and believe that 5G networks are a critical
Board is pleased that Digi continues infrastructure to enable the advancement of the digital economy in Malaysia.
to be recognised as a leader in this
respect, with its second-year inclusion Looking ahead, we aspire to create even more value for the business. The
in the global Bloomberg Gender proposed merger with Celcom Axiata Berhad aims to create a leading
Equality Index (GEI) 2022. Digi is one telecommunications service provider in Malaysia. The new company will
of only three Malaysian companies have the capabilities to provide better network quality and coverage and
on the index. Digi also signed the UN have greater scale to invest, drive new digital solutions, catalyse new growth
Women’s Empowerment Principles opportunities for large enterprises and SMEs, and attract and partner global
and became a member of 30% digital giants. It will also leverage economies of scale to realise efficiencies
Club, attesting to its commitment in from operations, while strengthening core distribution and delivering improved
advocating diversity and inclusion network operations.
initiatives.
We are confident that Digi’s strategic focus on growth and modernisation,
and our agile way of work will enable the company to seize opportunities.
All Digizens, from the Boardroom to our stores, will work together to deliver our
ambitions. We will be led by our purpose of Connecting Customers to What
Matters Most, execute a focused strategy to make Digi more digital, efficient,
and customer centric, as well as do our part to build a truly inclusive and
resilient digital society in Malaysia.
The Board is confident we have the appropriate balance of knowledge, skills, experience,
and independence to drive the company’s agenda and govern effectively. The recent
appointments of Datuk Iain John Lo as Independent Non-Executive Director has further
strengthened the Board. We also extend our heartfelt gratitude to Tan Sri Saw Choo Boon,
for his decade-long dedication and guidance, and to Randi Wiese Heirung for her valued
contributions to the Board.
On behalf of the Board, I wish to express my appreciation to the Management team and all
Digizens for their collective contribution to Digi’s resilient performance in a year challenged
by Covid-19. I would also like to thank our business partners, shareholders, and stakeholders
for their ongoing engagement and support, as we continue to navigate the impact of the
Read more about the value pandemic.
Digi created with its Human
In view of Covid-19, we will continue to engage with shareholders virtually in 2022, to prioritise
Capital on pages 62 to 66.
your safety. Please see details outlined in our Notice to the 25th Annual General Meeting
and its governance focus in (AGM). We look forward to sharing more on our business at the AGM on 13 May 2022.
Section 5 of this report.
Chief Executive Officer’s Statement
Resilience and inspiration have been

central tenets that have underpinned
2021 for us. We continue to draw
inspiration from our customers, who are
the lifeblood of our business, recognising
that we play a crucial role in enabling
them to make real, positive impact – big
and small – in the world today.
Albern Murty
Chief Executive Officer
2021 was a year of resilience and inspiration for Digi. In a year of prolonged movement restrictions,
macroeconomic and competitive challenges, and mostly a pandemic that continued to affect
lives and livelihoods, Digizens and partners rallied to adapt to conditions and delivered a steady
performance, while being committed in driving society’s recovery from the effects of Covid-19, as well as
the devastating floods that hit many parts of the country in the later part of the year.
In 2021, Digi stayed focused on executing our

business strategy and delivering on our purpose of
Connecting Customers to What Matters Most.
We invested in ensuring the quality and availability
of our network services, aligned with the
government’s JENDELA plans. We continued to
deliver value from winning products and services to
consumer and business customers. We have put in
place a strategic transformation plan to guide the
next phase of the company’s journey. And we are
building a solid platform to advance our ESG goals.
We continue to invest strategically to deliver to the expectations of our consumer and business segments,
capture new growth opportunities, scale our business, drive modernisation and efficiencies in our operations,
safeguard people and planet, and support the nation’s recovery from the pandemic.
Resilience and inspiration have been central tenets that have underpinned 2021 for us. As CEO, I am
immensely proud of how all Digizens have come together to support each other in these challenging times.

Q
How would you characterise Digi’s
Q
How did Digi navigate through the
Q
What can we expect from Digi in the
performance in FY2021? year to deliver value and growth? coming year?
A A A
Digi delivered a well-fought We set out our three-year strategy While overall macroeconomic
performance in FY2021, achieving full- roadmap at the start of 2021, challenges will remain intense, we
year results in line with our financial anchored on our purpose to are encouraged to see some signs
guidance. We prioritised network and empower societies and connect of recovery from the pandemic and
digitalisation initiatives in the year to customers to what matters most. a clear plan from the government
for the safe normalisation of
further improve customer experience
business activities, easing of
and develop our core segments. We The surge in demand for connectivity
broader Covid-19 related restrictions,
also stepped up initiatives to run our and digital services supported
and the impending opening of
technology and business operations our ambition to modernise and international borders, all driven by an
efficiently, while continuing to invest in strengthen our network and exemplary execution of our national
the right areas to execute well on our operations, as well as to grow immunisation programme and the
growth and modernisation agenda. revenues in Postpaid, Fixed, and gallant efforts of our frontliners.
These resulted in steady earnings for Business segments during the
the company and healthy returns to year. This accelerated shift to We have confidence that Digi will
shareholders. digitalisation also put a spotlight deliver a robust 2022, underpinned
on the society’s increased use of by sharp execution of our strategic
digital technology and tools: this priorities. We see Postpaid, Fibre, and
Business as our key growth drivers,
fueled our commitment to continue
and will continue to bring best-value
on our Yellow Heart programme to
product propositions and innovative
advance safer internet awareness,
digital solutions to the market. Our
advocating data privacy, partnering business modernisation journey
to build skills for a better digital future, is progressing well, with critical IT
and promoting digital inclusion transformation projects in the pipeline
by enabling easier access to our to enhance digital experience for our
services for all Malaysians across the customers, and boost organisational
country. capabilities. We continue to
work closely with the Malaysian
Communications and Multimedia
Commission (MCMC), including
on Universal Service Provision (USP)
initiatives, which will strengthen our
ability to provide high-quality and
affordable digital connectivity to
More on our 2021 strategy communities in rural and remote
More details on Digi’s financial
review by our Chief Financial
progress and achievements are areas.
detailed out in the Our Strategy
Officer in pages 14 to 20,
section of this report on pages
and how we created value
44 to 47, and how we created
from our Financial Capital on
value across our six capitals on
pages 50 to 53.
pages 50 to 81.
In parallel, the proposed merger

of Celcom Axiata Berhad and Digi On behalf of the Management team, I would like to thank all our
Telecommunications Sdn. Bhd. customers and shareholders for your support and continued
announced last year is proceeding confidence in Digi during the last year. We also appreciate the
as planned at this time of writing.
engagement and collaboration with the MCMC and our industry
We look forward to the exciting
colleagues in achieving many shared successes in the year. We are
prospect of creating a Malaysian
grateful to the Board for their leadership in guiding and governing Digi.
market leader through the proven
capabilities of the two established
operating companies and the I would also like to take this opportunity to thank outgoing Chief Human
strength of two international Resource Officer, Elisabeth Stene for playing a pivotal role in driving Digi’s
telecom leaders Axiata and Telenor. People agenda through a most critical period. Best wishes from us as she
This underpins a shared vision to heads home to Norway for another opportunity within the Telenor Group.
create value through product and
market innovation and high-quality We want to also thank all our dedicated Digizens who have been
data connectivity to all Malaysian working tirelessly to deliver reliable network services and support our
consumers and businesses, to power customers throughout the various phases of movement control orders
the nation’s digital ambitions in the
last year.
years to come.
Lastly, we express our appreciation to Malaysia’s first responders,

5G networks are among the critical
infrastructure in the development enforcement agencies, and government authorities working
of this digital ambition. We are determinedly to keep society safe and lead us on the path of recovery
committed to supporting the in 2022.
government’s MyDigital initiative
and look forward to working closely
with the government in charting
Malaysia’s 5G deployment.
Underlying all these ambitions is

the trusted Digi brand, built on a
responsible business impulse to
include, advance, and safeguard
society. We continue to draw
inspiration from our customers, who
are the lifeblood of our business,
recognising that we play a crucial
role in enabling them to make real,
positive impact – big and small – in
the world today.
Chief Financial Officer’s Statement
2021 was undoubtedly a challenging year with the nation focusing on rebuilding growth momentum
and staying connected while people were working or studying from home. As we entered the second
year of the Covid-19 pandemic, Digi remained focused on keeping customers, businesses and
stakeholders connected while continuing to strengthen our operations and financial performance.
In this context, we are proud of our 2021 results. One of the things that has warmed me since I joined
Digi in August 2021 was the relentless commitment and dedication of all my colleagues, as well as the
entire telecommunications industry and public officials in weathering the challenges brought upon us
by the ongoing pandemic.
In this environment, I am so proud of how our shareholders have supported us and how Digi has
succeeded not only to continue to operate efficiently and deliver strong results, but also how we
continued to invest in our leading network and improve coverage all around the country.
All this would not have been

possible without the consistent
commitment over time to the
principles of disciplined capital
management, both in allocating
capital to our value creating
initiatives, as well as in the
distribution of attractive returns to
our shareholders.

I am proud of how our shareholders have

supported us and how Digi has succeeded
not only to continue to operate efficiently and
deliver strong results, but also how we continued
to invest in our leading network and improve
coverage all around the country.
Otto Magne Risbakk

Chief Financial Officer
Q
How did Digi perform financially compared to FY2020?
A
In FY2021, we delivered steady financial results within Despite the prolonged movement restrictions in Malaysia,
guidance amidst a challenging and unprecedented we were able to minimise bad debt risks and improve
operating environment. The impact of volatile collections. These were achieved by focusing on effective
macroeconomic conditions on consumer confidence customer acquisition mechanisms and digitalising
and business spend were partly mitigated by relevant payment methods. As a result, we recorded a low
government support initiatives, some of which also expected credit loss (ECL) of RM55 million as compared
supported our sector. to RM82 million a year ago.
Although financial results declined marginally, we saw For the full 2021 year, earnings before interest, tax,
encouraging improvements in key revenue segments and depreciation and amortisations (EBITDA) reached
continued improvements in operational efficiency. While RM3,009 million, a decline of 2.3%. The EBITDA margin was
total service revenue declined by 1.6%, we succeeded in 47.5%, down from 50.0% in 2020. However, the underlying
building a strong momentum in our Postpaid, Fibre, and operating 2021 EBITDA margin was similar to 2020
Business segments. We added approximately 253,000 new excluding handset sales.
Postpaid customers to reach 3.3 million subscribers. In
the fourth quarter of 2021, the Postpaid segment revenue Our conservative balance sheet and low gearing again
was higher than the Prepaid revenue for the first time in secured a high EBITDA to profit after tax (PAT) conversion.
FY2021. Nevertheless, we made significant progress in PAT for 2021 reached RM1,162 million, a decline of 4.8%
attracting higher quality Malaysian Prepaid subscribers. due to flow through from EBITDA, higher depreciation
We also grew our Fibre subscriber base to approximately charges mainly caused by our 3G network shutdown
13,000 customers in its first full year. Our Business segment and a small increase in finance costs. Despite the minor
realised a 4.8% revenue growth from large enterprises decline, our PAT margin remains among the best in the
seeking advanced managed solutions and SMEs seeking industry.
to digitalise their businesses. All in all, total revenue upped
3.0% to RM6,336 million, as handset sales increased to Supported by a strong balance sheet and low gearing,
support our growing Postpaid business, offsetting the we were able to comfortably maintain the near 100%
decline in service revenue. dividend payout ratio, distributing RM1,158 million in
dividends to our shareholders.
In line with the growth in our device and digital business,
our costs of goods sold (COGS) of RM1,754 million was Building on the execution momentum in 2021, we entered
14.0% higher. On the operating expenditure (OPEX) 2022 full of confidence, with a stronger and more resilient
front, we have also recorded a modest increase of customer base, a well-invested and modernised asset
2.5% mainly driven by 4G network coverage expansion base, and a solid capital structure.
and site upgrade works to deliver improved network
experience for our customers. OPEX-to-service-revenue
ratio remained healthy at 29.5%, highlighting our prudent
cost management and efficient operations.
Q
How did macroeconomic and Covid-19 challenges impact Digi in terms of its financial decisions?
A
The macroeconomic impact of Covid-19 has impacted After almost two years of pandemic, society is gradually
Digi in many different ways, both directly and indirectly. adapting and living alongside with Covid-19. However,
As a provider of critical communication and connectivity certain effects of the pandemic persist, and the economic
services to consumers as well as business customers, our outlook for our markets remain clouded. Malaysia has
purpose of empowering societies and connecting people closed its borders for the past two years. The extended
to what matters most has never been more relevant. closure and movement restrictions have decreased
consumer and business spending, negatively affecting
Our customers have relied heavily on our services during demand, and lowering roaming revenue.
the various phases of movement restrictions caused by
Covid-19, for example students following classes and It is difficult to predict when the effects of the Covid-19
taking exams from home, employees working remotely, pandemic will start abating. We are hopeful for a gradual
families keeping contact with their loved ones, businesses recovery in 2022, but with all the investments and
moving sales and services online, and so on. The change learnings we have made in the last two years, we are also
in consumer patterns and the increase of data traffic prepared for a prolonged impact.
required a swift response from Digi.
Data traffic growth
22%
To meet the needs of all our customers and to ensure
customers and society continued to work seamlessly and
stay safe, we had to make internal decision processes
faster, accelerate digitalisation of internal processes, and
increase investments in network capacity and quality to
meet data traffic growth of 22%. I am proud to say that we
succeeded well in this endeavor. Not only did we manage
to keep all our customers connected, we also managed to
deliver record-high internet speed and solidify our position
as the fastest and most consistent network in Malaysia,
as recognised by external benchmark. I am impressed by
the excellent work done by all Digizens and grateful for
the support we received from the Board to reprioritise and
accelerate investments during this difficult time.
Q
How has Digi progressed in delivering on its environmental, social and governance (ESG) aspiration and plans?
A
Responsible business is one of three key pillars of our Digi also invested significant human and financial capital
strategy, and ESG is a fundamental part of this. We are to support our ESG agenda. We have participated in
proud of our contributions and recognitions in this public, industry and private forums, and supported many
important area – we are member of FTSE4Good Bursa local initiatives. For example, through our partnership
Malaysia Index with ESG score of 3.8, Sustainalytics’ ESG with Astro on the #KamiCareMBiz programme, we offered
risk rating of 18th percentile, which is one of the highest of RM500,000 worth of digital solutions and mobile plans to
in the region, and we have been part of CDP’s voluntary help local micro and small business owners go digital.
environmental disclosure of carbon reporting since 2009 We had also pledged RM1 million to GDRN (GLC/GLIC
via Telenor Group, and more. Disaster Response Network), disbursing the remaining
RM750,000 in 2021, via Mercy Malaysia to support
Nevertheless, there is much more to do in the years to Covid-19 relief efforts.
come in cooperation with the industry and authorities, both
locally and on an international level. We fundamentally
believe that business and ESG targets are complementary
and not contrasting. Fortunately, we are not alone in this
battle. We enjoy strong support from our Board and our
investors are increasingly placing ESG as a key investment
criteria. FTSE4Good Bursa ESG risk rating of
Malaysia Index
A key element of ESG is climate. We take an active (2021/22) ESG 18th percentile
approach in addressing climate change and are working indices score of one of the highest for the region
closely with the industry, government, environmental

agencies, and partners towards achieving a net zero
3.8
greenhouse gas emissions by 2050, in line with the Paris
Agreement. While challenges remain in large scale CO2 #KamiCareMBiz partnership GDRN Covid-19 relief efforts
reductions due to our dependency on the national grid,
we will continue to strengthen our governance and RM500,000 RM750,000
reporting mechanisms while exploring new technologies worth of digital solutions and disbursed in 2021, part of
and solutions. mobile plans provided to RM1 million pledged in
help local micro and small 2020
business owners go digital
Q
How did Digi manage its capital in FY2021?
Q
How was Digi’s financial strength in
meeting its financial obligation?
A A
Capital allocation and maintaining a strong and flexible In 2021, Digi realised an EBITDA margin of 47.5% and a PAT
capital structure are key priorities for Digi. Our capital margin of 18.3%. Operational cash flow reached RM2,606
allocation policy is firmly based on stringent criteria for million with a margin of 41.1%. The financial gearing as
value creation, guided by our three strategic pillars of expressed by net interest bearing debt divided by EBITDA
pursuing growth, modernisation and responsible business. was at 1.6x. As at the end of 2021, Digi had a net interest
Thanks to the solid performance and strong balance bearing debt of RM2,500 million and available undrawn
sheet, Digi could continue its investment strategy despite debt facilities of RM4,925 million.
the pandemic.
Our total asset in 2021 stood at RM7,840 million. We
In 2021, we continued our targeted CAPEX and OPEX maintained a healthy return-on-total assets of 14.8%. Our
investments to maintain our leading position in terms of strength in financial position enabled us to maintain the
network quality, operational efficiency and ESG. For both Sukuk rating of AAA/P1 with stable outlook by RAM Rating
CAPEX and OPEX investments, we would always prioritise Service amidst these challenging times, supported by
investments that support customer needs, followed by strong cash flow.
initiatives to support modernisation and digitalisation.
Most of our RM815 million CAPEX in 2021 was spent to Thanks to our solid and consistent profitability, a strong
enhance our 4G network, catering for the increase in data balance sheet and low gearing, Digi benefits from a low
consumption (more than 20GB per user, up 8.9% versus cost of capital, high financial flexibility, the ability to sustain
2020) and delivering 100% of our JENDELA commitments. a generous dividend payout ratio to our shareholders,
and ample flexibility to fund future investment and growth
Our industry-leading OPEX-to-Sales ratio of 24.8% in 2021 opportunities.
as well as external recognitions for having the fastest and
most consistent network in Malaysia are testimonies of our Total asset in 2021
persistent investment in network quality, modernisation,
and digitalisation. RM7,840 million
RM815 million
Majority CAPEX in 2021 spent to enhance 4G network
8.9% growth
in monthly average data consumption per user
Q
What is the guidance for FY2022?
Q
What can shareholders expect in FY2022?
A A
By strengthening our offerings in core and near-core Digi entered 2022 with confidence. The performance in
connectivity solutions within Postpaid, Fibre, and Business core Postpaid, Fibre, and Business segments improved
segments, we aim to return to service revenue growth in and the decline of the Prepaid subscriber base after the
2022, and expect the decline of the Prepaid segment to exit of the high-churn low-end of the migrant segment was
abate further. substantially reduced. Assets are well invested, the capital
structure is conservative with significant flexibility and the
On the cost side, we will continue our efforts to modernise cost base and profitability remains among the best in
and digitalise customer touchpoints and operational the industry. Although competition in Malaysia is strong,
processes. The focus on modernisation will also require we believe that Digi is well placed to maintain its steady
continued investments to sustain network leadership financial performance and continue to offer attractive
and drive digital capabilities. We will therefore maintain shareholder returns from a resilient business model, a
2022 CAPEX around FY2021 level, focusing on disciplined prudent capital allocation methodology, and a careful
capital and resource allocation, and also deliver EBITDA at financial management practice.
around FY2021 level alongside higher cost pressure.
We also aspire to further raise our responsible business

standards including ESG, which we are already leading
the industry, as recognised by external awards and
benchmarks.
In summary, our 2022 guidance is as follows:
2022 Guidance
Service Return to growth

Revenue
EBITDA Around FY2021 level: ~RM3,000 million
Capex-
to-total
Around FY2021 level: 12% - 13%
revenue
ratio
Quarterly Financial Performance
RM Million First Quarter Second Quarter Third Quarter Fourth Quarter
KEY HIGHLIGHTS FY19 FY20 FY21 FY19 FY20 FY21 FY19 FY20 FY21 FY19 FY20 FY21
Revenue 1,509 1,560 1,550 1,549 1,452 1,618 1,562 1,580 1,584 1,678 1,561 1,584
Service revenue 1,393 1,387 1,337 1,402 1,317 1,340 1,413 1,374 1,343 1,436 1,350 1,321
Earnings before interest, taxes, depreciation and
amortisation (EBITDA)1 805 756 738 850 770 743 837 788 788 819 766 740
Normalised EBITDA 804 756 743 803 744 744 820 743 766 795 757 740
Profit before taxes (PBT) 453 435 359 490 377 373 490 433 418 459 377 365
Profit after taxes (PAT) 342 332 265 392 288 280 358 321 313 341 280 304
Normalised PAT 341 331 270 323 291 287 326 268 295 318 285 253
Profit attributable to equity holders of the
Company 342 332 265 392 288 280 358 321 313 341 280 304
Earnings per share - basic (sen) 4.4 4.3 3.4 5.0 3.7 3.6 4.6 4.1 4.0 4.4 3.6 3.9
Dividends per share (sen) 4.3 4.2 3.4 5.0 3.7 3.6 4.5 4.1 4.0 4.4 3.6 3.9
5-Year Financial Summary
RM Million 2017 2018 2019 2020 2021

KEY FINANCIAL RESULTS
Revenue 6,340 6,527 6,298 6,153 6,336
Telecommunication revenue
- Service revenue 5,969 5,827 5,644 5,428 5,341
- Others 65 75 87 84 95
- Sales of device 306 625 567 641 900
EBITDA1 2,886 3,033 3,311 3,080 3,009
Earnings before interest and taxes (EBIT) 2,100 2,229 2,113 1,805 1,729
Interest cost 132 130 246 253 210
PBT 1,985 2,080 1,892 1,622 1,515
PAT 1,477 1,541 1,433 1,221 1,162
Organic capital expenditure (Capex) 1,345 818 751 720 803
Operations (ops) cash-flow 2,577 2,176 2,062 2,432 2,606
KEY FINANCIAL POSITIONS
Total assets 5,834 6,206 8,149 8,187 7,840
Non-current liabilities 3,033 2,838 4,732 5,067 4,275
Total debts 2,704 2,694 5,150 5,452 4,960
- Conventional borrowing 1,292 1,293 780 555 333
- Islamic borrowing 1,391 1,393 2,322 2,316 2,168
- Lease liabilities 21 8 2,048 2,581 2,459
Shareholders’ equity 519 673 660 606 633
KEY FINANCIAL RATIOS3
Return on equity 285% 229% 217% 201% 184%
Return on total assets 25% 25% 18% 15% 15%
EBITDA margin 46% 46% 53% 50% 47%
Net debt/EBITDA (x) 0.7 0.7 1.4 1.7 1.6
Interest cover (x) 15.9 17.1 8.6 7.1 8.2
SHARE INFORMATION
Earnings per share (sen) 19.0 19.8 18.4 15.7 14.9
Dividend per share (sen) 18.8 19.6 18.2 15.6 14.9
Net assets per share (sen) 6.7 8.7 8.5 7.8 8.1
Dividend yield 3.7% 4.4% 4.1% 3.8% 3.4%2
Notes:
• 2019, 2020 and 2021 Financial Information are based on post-MFRS 16
1 EBITDA excludes the gain or loss on:

- disposal and write-off of property, plant and equipment
- disposal and write-off of intangible assets
- termination of lease
2 Yield calculated based on the closing price of RM4.36 as at 31 December 2021
3 Key financial ratios prior to 2019 are calculated based on MFRS 15
Fuelled by new market opportunities and segments
We aim to sustainably grow consumer and lead organic B2B

revenue growth, as part of our strategic priorities to create long-
term value for the company and for all our stakeholders.
Low Low to mid #1 Most
double-digit double-digit consistent
growth in Postpaid and Fixed
subscribers (vs FY2020)
growth in B2B revenue
(vs FY2020)
network
(maintain 2020 position)
Our Business Model
We aim to create value for our stakeholders in a sustainable manner. We strive to align our business objectives to stakeholder needs,
and deliver our strategy against business opportunities and risks, backed by our robust corporate governance to deliver value. Further
details on the value we created and the impacts to Digi are available in Section 4 to 5 of this report.
KEY INPUTS our value creation engine
Financial Key enablers to operationalise our strategy
Capital
Our Operating Our Key Our Key
RM33.9 billion market capitalisation1
Landscape Relationship Risks
(Pages 26 to 29) (Pages 30 to 32) (Pages 33 to 37)
Net debt to EBITDA at 1.6x
as at 31 December 2021
1
Our Material Our Emerging
Governance
Matters Opportunities
(Pages 84 to 128)
(Pages 38 to 40) (Pages 41 to 43)
manufactured
Capital
11,000+ network sites (2020: 10,000+) Our strategy framework (Pages 44 to 47)
Investment in enhancing
4G coverage and quality
intellectual
Capital
Innovative digital platforms and solutions
Trusted brand reputation
natural
Capital
Consumed 341.01 GWh
(2020: 329.18 GWh)
Environmental Management System -

ISO14001:2015 certified
human
Capital
1,400+ Digi employees (2020: 1,500+)
Embraced a culture of continuous

learning
Our growth engines
social and
relationship Postpaid Prepaid
Capital
Commitment to operate responsibly
Raising standards across our value chain
Partnerships to build required skills and Fibre Business

resilience for an accelerated digital future
Broadband (B2B)
Our Business Model
Outcomes
 Total revenue up by 3.0% to RM6.34 billion

 EBITDA margin at 47.5%
 ~100% dividend payout ratio
 Credit ratings of AAA/Stable/P1
Our competitive  Serving 10.3 million customers
advantage  Sustained position as Malaysia’s fastest and most consistent

network
lies in the quality of our  Delivered JENDELA commitments
 Scaled core and near-core connectivity offerings
network and infrastructure,
innovative product and service
offerings, strong distribution  Strongest brand in Malaysia (ranked by Brand Finance, 2021)
 Sustained leadership ranking in ESG2
channels and procurement  Implemented secure and sustainable business conduct
system, proven track record in  Modernised processes and innovated ways of work
 Launched innovative offerings to cater to wider segments of
driving operational efficiency, customers
2
Polled by independent Brand Health Survey provider
strength of our trusted brand,
and resilience of our people.
 5% increase in CO2 emissions in parallel with aggressive network
roll-out
 Reduced Carbon Intensity per Data Usage by 13.7%
Our performance indicators  Structural reinforcements of network sites in response to physical
climate risks (e.g. floods)
Revenue growth
Brand preference
 Average 52.6 learning hours per employee
 45% women in leadership positions
 87% employees believed their well-being was prioritised
OPEX during the Covid-19 pandemic (Digi’s 2021 Pulse Survey)
EBITDA  0 Lost Time Injury Frequency (LTIF) and 0 fatalities
CAPEX-to-total revenue
 > RM1.5 million contributed to Covid-19 Response and Recovery

ESG rating and SDG contribution efforts
 RM500,000 aid pledged for flood relief and recovery efforts
Employees’ learning hours
 Supported medical frontliners by providing devices and
Cyber security training connectivity plans for contact tracing
 Accelerated businesses and SME digitalisation via the
PENJANA grant
 Received the BCMS ISO 22301:2019 certification
Our Operating Landscape
1 Macroeconomic
In 2021, Malaysia, like many
other countries in the world, • Malaysia’s gross domestic product (GDP) grew 3% to 4% in 2021, as a result of
nationwide recovery efforts to mitigate the impact of the pandemic
continued to weather the
• Acceleration of the National Covid-19 Immunisation Programme (PICK), an integral
impact of the Covid-19
component of the National Recovery Plan (NRP) has enabled the economy to fully
pandemic. Disruptions open with less movement restrictions in the fourth quarter of 2021
caused by the pandemic • Emergence of the Covid-19 Omicron variant impacted public health and
led to increased inequalities consequently delayed economic recovery
and mobility contrains, • Vaccine and booster rollout, coupled with easing of travel restrictions increased
consumer activities across all sectors, including the telecommunications sector
which further underscored
• High unemployment rate remained a concern alongside weaker consumer spend
the critical role and services
and affordability
of telecommunications
• Accelerated digitalisation and innovation driven by remote working and online
companies. To address learning spurred demands for high quality network connectivity and digital
both the challenges and services
opportunities, Digi focused

on redirecting our network Our Response
resources and services to  Strengthened mobile offering and digital services for subscribers
support our customers and  Supported society’s recovery from Covid-19 and prioritised safety and well-
being of employees and all stakeholders
businesses.
 Increased spectrum efficiency via the new 4G integration and maintained
network stability and consistency
Legend
Looking Ahead 2022
 Malaysia’s GDP is expected to strengthen between 5.5% and 6.5% due to high
Financial Capital
vaccination rates and various stimulus and assistance packages to support the
people and revitalise the economy
 The acceleration of the National Covid-19 Immunisation Programme enabled

Manufactured Capital
next phase adoption in the National Recovery Plan (NRP) for border reopening
and endemic transition
 Continue working with the government and industry on advancing technology

Intellectual Capital
adoption among customers and businesses leveraging potential of 5G, artificial
intelligence (AI) and internet of things (IoT)
 Continue serving consumers with consistent network experience and B2B

Natural Capital
solutions to drive business growth
 Global geopolitical tensions resulting in rising commodity prices, inflation and

possible supply chain disruptions are emerging risks to be monitored
Human Capital
Social and Relationship Capitals

Capital
2 Competition and Industry Developments 3 Emerging Regulatory Requirements
• Prepaid average revenue per user (ARPU) declined in 2021, • The new Mandatory Standards for Quality of Service
as movement control orders (MCO) and economic (MSQoS) announced by the Malaysian Communications
uncertainty raised concerns with consumers and businesses and Multimedia Commission (MCMC) took effect on
1 August 2021
• Mobile operators extended coverage and capacity to
address a surge in data consumption • The government’s MyDIGITAL initiative designed to drive the
country’s digital economy by 2030
• Increase in the volume of data traffic and growing demand
for data localisation led to investments in new data centres • Covid-19 National Recovery Plan (NRP) and developing
policy framework on 5G
• Broader economic pressures dampened consumer
spending • Malaysian Code on Corporate Governance (MCCG)
updated to enhance corporate governance and practices
• Prolonged border closures led to continued shortfall in
migrant and tourist segments
• Decreased in-store traffic due to various MCO Our Response
 Implemented corporate governance framework
Our Response that provides for prudent management and
oversight of Digi, protecting the interest of all relevant
 Improved blended ARPU from shift in acquisition stakeholders
mix and contracting efforts through Digi’s refreshed
Postpaid portfolio  Maintained open and proactive engagements with
various regulators and authorities in line with the 5G
 Introduced bundling add-on deals focused on roll-out blueprint
affordable high-speed internet plans
 Embedded regulatory compliance in business
 Drove data monetisation among the youth and culture, planning and decision-making framework
Bottom 40% (B40) segment
 Conducted compliance training
 Delivered attractive value-added services on our
secure 4G LTE and LTE-A networks
 Enhanced digital channels on app and web, and
direct partnership connections increased digital Looking Ahead 2022
adoption  Government to provide RM700 million to continue digital
 Prudent cost management and continued connectivity efforts in 47 industrial areas and 630 schools,
modernisation efforts improved efficiency and especially those in rural areas
maintained profitability  Government to allocate RM30 million to provide internet
facilities in 40 existing People’s Housing Programme (PPR)
 In 2022, 5G services to cover 36% of high-density areas in
Looking Ahead 2022 Johor, Selangor, Penang, Sabah and Sarawak
 Shift in customer behaviour driving increased need for
home connectivity and digital services
Capitals
 Continue expansion of 4G coverage and optimising
service quality in line with the JENDELA and MyDIGITAL
initiatives
 Leverage leading network position to maintain market
share and grow new adjacent services
Capitals
4 Technology 5 Social
• 5G network commercial launch in selected areas within • Sustained brand trust by demonstrating strong ESG
Kuala Lumpur, Putrajaya and Cyberjaya, with the objective performance and leadership
of achieving 80% nationwide population coverage by 2024
• Higher security protection for customers’ personal data and
• Industry joint effort to retire the 3G network nationwide in our infrastructure
line with JENDELA initiative
• More skills an accelerated digital future and ‘Empowering
• JENDELA Phase 1 tender to construct 1,661 new sites Societies’ programmes
(potentially worth RM4.6 billion) to expand 4G coverage
• Priority in safeguarding the health and safety of our
across unreached areas accomplished in October 2021
employees and partners, while respecting human rights
• Rising cyber security and data protection concerns across standards
industry
• Commitment to uphold highest standards of good
• Digitalising SMEs and co-developing solutions with large governance across our value chain
corporations and partners
• Continued focus to elevate diversity and inclusion (D&I)
practices and strengthen a gender-inclusive workplace
Our Response
 Supported the government’s implementation of 5G Our Response

network as critical national infrastructure  Supported nation building activites by contributing
 Collaborated with industry to advance digital access aid to Covid-19 relief efforts via NGOs, continued free
and adoption in Malaysia 1GB daily productivity data for customers, optimised
network coverage and ramped up capacities at
 Conducted awareness campaigns on cyber security critical sites
frauds and phishing scams
 Achieved 100% vaccination rate for Digi’s employees
 Upskilled talents to embrace digital transformation in retail
strategies to meet rising demands and new
opportunities from technological innovation  Strengthened female leadership pipeline and gender
diversity policies as evidenced by our inclusion in
Bloomberg’s 2021 Gender Equality Index (GEI)
Looking Ahead 2022
 Continued advocacy of responsible business practices
 JENDELA Phase 1 is currently on track to reach its national through our Yellow Heart brand promise, leveraging
targets of providing broadband services to 7.5 million strategic partnerships to create long-term value
premises, while achieving average mobile broadband
speed of 35Mbps and 96.9% 4G coverage by the end of
2022 Looking Ahead 2022
 MyDIGITAL and 5G implementation will accelerate  Spur connectivity and digital adoption by extending
Malaysia’s progress as a technologically-advanced networks to rural areas, facilitating access to smartphones
economy and enable a socioeconomic transformation and providing affordable packages and digital services to
with the creation of more digital jobs bridge the digital divide
 Continued remote working and online learning will  Adopt multi-stakeholder approach to drive initiatives
elevate expectations for stable and high-speed network centred on digital inclusion and future skills learning
connectivity
Capitals
Capitals
6 Environment
• Climate risk has become an important global topic demanding for businesses to
adapt and respond with strategies to reach net zero carbon economy
• The government has committed to reducing the intensity of greenhouse gas
(GHG) emission across the economy by 45% based on GDP in 2030 and reach
net zero by 2050 with new economic instruments such as a comprehensive
national energy policy, carbon pricing and energy reforms
• Frequent flash floods have affected the livelihood of the community. In December
2021, the major flooding in eight states had displaced more than 125,000 people
and affected more than 1,000 mobile towers and disrupted services in these
areas
Our Response
 Drove emission reduction strategies with operational efficiencies, network
modernisation, clean energy adoption and e-waste management
 Digi nominated as a steering committee member in CEO Action Network
(CAN), a coalition of leaders with the purpose to shape policies and
create a favourable ecosystem for sustainable development in Malaysia.
Digi with CAN organised a telco sector CEO Roundtable dialogue on Low
Emissions Pathway for the Mobile Sector in Malaysia
 Supported WWF-BCG in producing the Securing Our Future: Net Zero
Pathways for Malaysia Report
 Completed the Climate Data Integrity exercise to inventorise Digi’s carbon
sources and to strengthen integrity of data collection and workflows
 Offered innovative digital solutions to help corporate and SME customers

better manage their own carbon emissions
Looking Ahead 2022

 Following the UN Climate Change Summit in Glasgow, COP 26, climate change
regulation will be enforced more tightly with a clear measurable goal
 Implement a phased approach to adopt the recommendations of the Task
Force on Climate-related Financial Disclosures (TCFD) including identifying
relevant climate-related risk scenarios
 Drive ESG performance and priorities while also improving ESG ratings
 Mitigate anticipated future physical climate risks such as extreme weather and
floods by adapting solutions on network and tower sites
Capitals
Our Key Relationships
Summary of Engagement with Internal Stakeholders Groups

Stakeholder expectations are
continuously evolving in line with
Board of Directors Government and Regulators
shifting trends and consumer
behaviours as well as new
emerging opportunities and risks. Specify and set laws and regulations
Responsible as the company’s
Regular engagements that apply to our scope of operations.
top leadership, setting strategic
with stakeholders are This also includes access to spectrum
aims, reviewing the management’s
and operating licenses and any
fundamental to how we operate. performance to meet strategic
financial implications with respect to
We believe that it is crucial to objectives
national aspirations
balance the corporate purpose
with stakeholders’ expectations. Engagement Channels Engagement Channels
Our stakeholder engagement  Annual General Meeting  Regular reports and periodic
 Quarterly Board meeting information sharing with the Ministry
approach is aligned with Practice
 Board effectiveness evaluation and regulators
12.1 of the MCCG.  Participate in JENDELA initiative and
 Company events/ activities
progress monitoring via the JENDELA
Implementation Committee
Frequency of Engagement
 Company website
In addition to ongoing engagements,  Integrated Annual Report and Financial
we have performed a refreshed Q Y Report
stakeholder engagement exercise  Yearly site audits and visits
to better understand their views on  Analyst briefings
Digi’s Sustainability management Issues and Expectations
during the year. This year, we engaged  Review financial and non-
with internal stakeholder groups financial performance W Q Y
comprising the Board of Directors,  Oversight on ESG matters such
as climate change, human rights,
selected functional leads and
compliance, anti-corruption,
employees. This was conducted with Issues and Expectations
welfare and well-being of
guidance from an external consultant  Coverage, service reliability and
stakeholders
and several engagement methods quality
 Customer’s expectations and
 Achieve JENDELA targets
were used, including attaining satisfaction scores  Talent development
feedback through qualitative and  Sustainability, climate action and
quantitative survey. environmental management
 Digi’s efforts in data protection
Our Response
Legend – Frequency of Engagement  Engage on Digi’s financial and
non-financial performance,
strategic growth plans, Our Response
D Daily
operational and talent  Widespread digital adoption
through affordable packages
management
W Weekly  Jaringan Prihatin rebate
 Ensure transparency in corporate
 Pakej Data Khas Belia
reporting and disclosures through  Pakej Remaja dan Pakej Peranti
M Monthly multiple platforms Keluarga Malaysia
 Strengthen communications and  Encourage 4G adoption through
Q Quarterly engagements with stakeholders campaigns
 Attend workshops on strategic  Programmes at Pusat Ekonomi
H Half-yearly plans and target-setting Digital (PEDi) internet centres
geared towards developing
entrepreneurs
Y Yearly
 CEO Action Network roundtables
and dialogues with Ministries
Shareholders, Analysts
Customers Employees and Investors
Subscribers of Digi’s products and Individuals employed under Digi Owners of the company, financial
services, comprising both consumers analysts, investor community and the
and business customers provider of capital. Digi’s responsibility
Engagement Channels to provide consistent communication
 Digi Telecommunications Sdn. Bhd. and timely updates pertaining to
Engagement Channels Employees Union (DGEU) and the Best financial and strategic developments
 In-person service: Digi retail stores, Digi On People Council (BOPC)
representatives  Pulse survey
 Self-serve: kiosks, MyDigi App, Digi Store  Internal engagement channels Engagement Channels
Online  Leadership forums  Dedicated investor relations office as
 Digital: Website and social media  Company events/activities the focal point for investor updates
 Customer service channels  Forums and seminars  Integrated Annual Report and
sustainability performance reports
Frequency of Engagement  Annual General Meeting
W M Q Y  Quarterly earnings calls
D W M Q Y  Non-deal roadshows and investor
conferences
 Digi Investor Relations website
Issues and Expectations
Issues and Expectations  Business priorities and strategy
 Coverage and service quality execution Frequency of Engagement
 Billing disputes from third party  Career development plans
content providers  Rewards and benefits structure W M Q Y
 Notification during service lapses  Employee engagement and
 Competitive plan and price enablement
points  Diversity and inclusion (i.e. gender
 Pace of 5G and IoT implementation balance, skills and capabilities,
 Business performance and outlook
and equal opportunities for all)
 Connectivity options and service  Growth strategies
 Employee welfare and culture
offerings for customers  Ability to sustain shareholder
 Company pursuit of ESG values
 Helping consumers and business (i.e. responses to climate change, returns and dividends
customers recover and diversify human rights)  Overall ESG performances and
 Improve digital access and strategy
working/collaborative tools  Ongoing industry developments
 Impact of Covid-19 and corporate exercises
Our Response
 Social media and web platforms  Business continuity plan and
to engage customers robust operational recovery efforts
 Segmented offering that caters to Our Response  Impact of Covid-19
a wide target base  Both the Union and BOPC have
 Offer fit-for-purpose solutions regular meetings with Digi’s
Management team
to maximise broadband Our Response
 Regular check-ins, awareness and
connectivity  Facilitate discussions on Digi’s
communication on employees’ well-
 Introduced ‘Go Digital’ with being and Yellow Heart initiatives performances and outlook
PENJANA SME Digitalisation Grant  Annual gender pay gap analysis  Provide timely and comprehensive
 Conducted Business Continuity  Increased focus on health and disclosures
Digitalisation programme safety of employees, in adherence  Provide adequate access to Digi’s
to Covid-19 SOPs Management Team
 Training employees as dedicated
Mental Health First Aiders
Summary of Engagement with Internal Stakeholders Groups
Community, Sustainability
Partners and Non-Governmental Media Suppliers and Business Partners
Organisations (NGO)
Partners who share the same Mass communication organisations Businesses that have direct and
aspirations to reduce inequalities covering publication, broadcast and non-direct contractual relationship
and bridge the digital divide in online mediums that delivers business value to Digi,
communities co-develop products and services for
Digi’s customers
Engagement Channels
Engagement Channels  Strategic and operational media
interviews and events Engagement Channels
 Engage and partner with government
 Formal and informal briefings  Exploratory meetings
agencies, corporates and NGOs to
 On-demand requests  Tenders and commercial agreements
address issues within communities
or partnerships
 Global and local partnerships between
Frequency of Engagement  Regular check-in discussions
Telenor Group, Digi and UNICEF
 Annual Self Assessment Questionnaire
M Q Y (SAQ)
 Site inspections and audits
M Q Y  Supplier training
Issues and Expectations  Product presentations
 Service reliability and quality
 Customer satisfaction Frequency of Engagement
 Financial performance
 Leveraging mobile technologies W M Q Y
 Emerging technologies and
and future skills learning to
future skills to empower local
empower local communities
communities
 Internet safety
 Internet safety Issues and Expectations
 Digital gap and accessibility for
 Digital divide  Partnership and co-development
underserved communities
 ESG matters (e.g. contribution to  Health and safety in supply chain
 ESG matters (e.g. contribution to
Sustainable Development Goals,  Non-compliance in supply chain
Sustainable Development Goals,
human rights and climate action)  Integrity due diligence
human rights and climate action)
 Green solution (including energy
efficient infrastructure, e-waste
management)
Our Response
Our Response  Covid-19 impacts on supply chain
 Regular media engagements
 Global partnership with UNICEF  Support the digitalisation of
to provide updates on business
on digital resilience and digital businesses
performance and strategy,
skills
products and services, and
 Initiatives to bridge the digital
address customers’ concerns
gap and inequalities through
highlighted in the media Our Response
programmes conducted in
 Training and capacity building
partnership with NGOs and
sessions for our contractors and
communities
sub-contractors to raise standards
 Supporting the nation through
on health and safety and
emergency relief and recovery
responsible business practices
efforts for Covid-19 and floods
 Industry collaboration to strengthen
enforcements in maintaining the
highest standards of safety across
our supply chain
 Integrity Hotline as a confidential
channel to report concerns and
raise questions
Our Key Risks
By adapting to market demands and keeping up with the accelerated pace of technological
innovation, Digi continues to strengthen our ability to address emerging risks and to realise new
opportunities. Our risk management framework allows us to identify, measure, monitor, and mitigate key
risks to ensure Digi operates efficiently and continues to create value for our stakeholders.
Overview of our risk management process Further details of our Risk Management Framework are available
in the Statement on Risk Management and Internal Control, pages
Digi’s risk management framework and processes are aligned 119 to 125 of this report.
with ISO 31000 International Risk Management Standards. We
adopt an integrated approach from identification, assessment, Risk Movement
and holistic management of risks. Key risks identified are
prioritised and managed within acceptable risk level. Top risk Digi regularly evaluates its operating landscape for latest
pictures and mitigation responses are reported to the Board and changes to identify emerging risks that would affect our
Audit and Risk Committee (ARC) quarterly to allow for highest business. These are the key risks identified by Digi which have
level of accountability. been subjected to regular scrutiny throughout 2021.
Key Risks & Descriptions 2021 Performance & Challenges Mitigation Actions
Market and Competition Risk Capitals
The impact of various phases of The outbreak of Covid-19 pandemic led  Intensify acquisition and base management
lockdown, prolonged economic to a surge in data consumption due to efforts to capture growth from digital and
recovery, and travel restrictions on nationwide lockdowns and the norm of internet adoption
consumer spending behaviours social distancing.
 Drive digital value proposition to grow B2B
and consumption patterns.
revenue and market shares
The operating landscape continued
to be highly competitive in 2021 across  Offer customers a broader range of services
Risk Movement in 2021
mobile and fixed connectivity, and around across in-house and partner offerings
Unchanged
opportunities from increasing digital
 Provisioning of subsidies to consumers and
adoption by consumers and businesses.
SMEs through government-led initiatives
such as Jaringan Prihatin and PENJANA SME
Digitalisation Grant
Business Continuity Risk Capitals
We are committed to providing During the pandemic, business continuity  Redundancy strategies, contingencies and
high quality and consistent network measures were initiated to ensure segregation of critical functions
services to our customers by uninterrupted operations across network, IT
 Alternate sites established for critical functions
ensuring the stability of all critical and our supply chain.
such as customer service, call centre, network
operations in retail centres, network
operations and field force to ensure continuity
and data centres, and supply chain. Digi has maintained network availability
of services
and stability despite increased internet
demand and addressed critical needs  Dynamic sourcing and supply chain
during natural disasters in a timely manner. management to ensure adequate and
Unchanged
contingency supply
Our Key Risks
Employees’ Health and Safety Risk Capitals
Keeping our people safe is Digi’s top The overall risk related to Covid-19  Actively encourage vaccination among
priority as an employer. We aspire remained high due to the emergence employees
to create a safe, sustainable, and of new virus variants. As our employees
 Active monitoring on outbreak and tracking
inclusive working environment for progressively resumed working in the office,
of employees’ health. Implemented transition
everyone. we continued to safeguard their safety
plan to resuming work in office based on
and well-being, including enforcing strict
Covid-19 situation
safety controls for vendors and visitors at
our office.  Provide access to physical, mental health and
Unchanged
wellbeing support to employees of all levels
Other health and safety risks. including
 Ensure all employees have a safe place to
safety and hazard risks at operational sites,
work
were also constantly being monitored and
addressed.  Reinforce commitment from employees to
report potential incidents and accidents
 Promote advanced mindset and culture on

health and safety for employees and business
partners
Network Experience Risk Capitals
Digi maintains our commitment Digi has delivered on our JENDELA  Invest in competitive network and modernise
to provide the most consistent commitments to provide wider coverage our infrastructure to cater to areas with
internet experience. We continue to and better quality of service to all increasing demand
prioritise investments in digitalisation customers. We continued to provide
 Continuously redesign and review data traffic
and network modernisation to improved internet experience to customers.
trend in remote areas to ensure consumers
improve customer experience and
receive consistent internet experience
support the roadmap set out in the
MyDigital initiative.

Decreased
Our Key Risks
Governance and Compliance Risk Capitals
Digi is committed to ensuring our Digi complied with the latest regulatory  Constant evaluation of Digi’s business strategy,
business operates ethically, lawfully requirements and ensured sound new technologies, products and services as
and with the integrity for our long- corporate governance practices in all our well as government policies and regulations to
term success. Non-compliance by processes. identify and manage emerging risks
Digi or business partners may result
 Dedicated resources for on-going compliance
in reputational damage, financial We have established a Governance Forum
monitoring across our business value chain
penalties, or suspension of license and a Governance, Risk and Compliance
to operate. (GRC) Committee to strengthen existing  Ensure integrated governance and holistic
governance structure and oversight. business partners and vendor management
Risk Movement in 2021 procedures
Decreased  Implement Certification Accreditation for ISO
37001 Anti-Bribery Management System
Data Protection Risk Capitals
Digi’s customers share huge Digi continued to implement adequate  Regular scrutiny and data protection impact
amount of data through our measures to protect customers’ assessment by dedicated privacy and security
network which enables them personal data in view of growing data teams
to connect, communicate, and consumption, heightened awareness
 Establish Privacy Control Framework
innovate. To remain as a trusted on data protection and interventions by
brand, we continue to be vigilant regulatory bodies.  Strengthen customers’ data protection and
and take proactive initiatives to practice transparency in the way we collect
safeguard personal data of all our Digi has embarked on a comprehensive and and use their personal data
stakeholders. structured privacy mapping programme to
catalogue data inventory and flow.This will
provide a holistic view on privacy related risks
across Digi’s value chain.
Unchanged
Cyber Security Risk Capitals
Digi constantly evolves and adopts Security defense architecture and controls  Constant evaluation of our business strategy,
new technologies to serve our have been strengthened to improve Digi’s new technologies, and processes to protect
customers better. These rapid security posture in mitigating the threat of against cyber threats
evolutions bring about many new external cyber attacks, system abuse, and
 Improve detection and threat prevention
and emerging threats, which may internal vulnerabilities.
through deployment of network security and
expose Digi to malicious cyber
defendable architecture with robust monitoring,
attacks by a range of threat actors. Risks remained high due to remote working
awareness reiteration and up-to-date security
conditions and vulnerability of systems to
training
potential data theft. Constant focus and
prioritisation of investments were critical to  Implement identity and privileged access
Decreased
ensure sustainable risk mitigation. management tool to strengthen access control
to critical systems
 Improve cyber security maturity governance to

protect Digi against cyber risks
Our Key Risks
Climate Risk Capitals
Digi is committed to foster a culture As part of our commitment to operate  Improve Digi’s sustainability framework to further
of responsible business in all our ethically and sustainably, we have been enhance commitment in raising standards on
activities. This risk relates to Digi’s increasing our understanding of climate- responsible business conduct
climate action commitment towards related risks and opportunities as well as
 Maintain stakeholder engagement regarding
achieving net zero ambition. embedding responses into our business
our material sustainability matters
strategy and operations.
 On-going climate change and environment
Non-fulfilment of Digi’s responsible business initiatives to minimise carbon footprint and
Unchanged
commitments and new regulatory mitigate climate risks
requirements on climate-related disclosures  Implement renewable energy and energy
may lead to negative brand perception, saving initiatives in network, and drive eco-
loss of investors’ confidence and financial practices in the workplace
penalties from enforcement agencies.
 Adopt recommendations of TCFD in phases
Talent and Succession Management Risk Capitals
Employees are key to ensure As we evolve our operating model and  Strengthen employer branding and expand
Digi delivers on our strategy and execute our strategy, we have focused on employee value proposition to attract high-
purpose. We continue to invest in developing diverse talent for the future and performing and diverse talent
the right talent and skills for future uplifting competencies through learning
 Provide access to learning programmes on
growth and to accelerate our digital and development interventions.
building critical skills and conduct regular
transformation.
career development reviews, to support
The proposed merger between Digi and
employees’ career growth
Risk Movement in 2021 Celcom Axiata Berhad aims to create a
company that will be a powerhouse of  Encourage structured leadership succession
Unchanged
top digital, technical, and commercial planning and continuous engagement efforts
talent, and become a leading employer in to retain talents and drive overall employee
Malaysia. satisfaction
Regulatory Risk Capitals
Digi is subjected to regulations that Digi constantly engaged with regulators,  Proactive dialogues with regulators to
govern the telecommunications key stakeholders, and industry to advocate anticipate emerging regulatory changes,
industry, ranging from technical, for a sustainable regulatory framework and address concerns and views as an industry,
to commercial and corporate for fair and transparent policies that meet and advocacy for a sustainable framework
frameworks that seek to develop the long-term needs of the industry.
 Collaborate with key stakeholders and
the sector, protect consumers,
industry players to participate in regulatory
and advance the country’s digital
consultations and industry events
ambitions.
 Explore 5G opportunities with technology
partners to bring cutting-edge digital
experiences to our consumers
Unchanged
Our Key Risks
Merger Approval Risk Capitals
The proposed merger between Digi While the merger application process  Proactive and continuous engagement with
and Celcom Axiata Berhad aims to continues, we have maintained strong regulators, relevant authorities, and stakeholders
create synergy, greater economy focus on our strategy and business-as-
 Timely communications and engagements with
of scale, stronger resilience usual execution, and prioritised resources
employees to provide updates, assurance and
to competition while driving on key strategic initiatives.
to address uncertainties
digitalisation and sustainable
growth. Prolonged approval process may increase  Proactive employee engagement and retention
anxiety that could lead to added talent initiatives to keep Digizens focused on delivering
Related risks include non- retention and recruitment risk due to the on our strategic goals and secure the workforce
completion if conditions are not uncertainties. to realise our long-term ambitions
fulfilled, and a potential prolonged
approval process by regulators.

New Risk
Critical Systems Migration Risk Capitals
Potential impact of prolonged Various transformation projects have been  Prepare comprehensive migration and crisis
service disruptions and adverse scheduled for replacement as part of Digi’s readiness plan
customer experience caused by transformation journey. We have been
 Strengthen technical competency and end-to-
possible outages from planned working closely with stakeholders and
end technical domain readiness for migration
systems migration. partners to execute these major projects.
of critical areas
 Proactive engagement with internal stakeholders
and partners to ensure commitment and crisis
New Risk
readiness
 Maintain open and constant communications
with customers, as well as internal and external
stakeholders
Our Material Matters
To ensure the relevance of our economic, environmental, social and governance risks, we undertook
a refreshed materiality assessment in FY2021 to evaluate and assess their priorities. We conducted this
year’s assessment with the guidance of our risk management framework, along with Bursa Malaysia’s
Sustainability Reporting Guide (2nd Edition) and Bursa Malaysia’s Toolkit, and have taken into consideration
the views of internal stakeholders and business environment, weighted against Digi’s strategic priorities.
The steps undertaken in our Materiality Assessment are as follows:
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Review material Stakeholder Sustainability impact Calibration of Review and approvals
matters engagement assessment stakeholder  The materiality
 Deliberation  Engaged  Internal discussions engagement and assessment was
sessions involving with internal were conducted impact assessment presented to the
cross-functional stakeholders to to revisit the  The results from the Digi Management
teams within Digi gauge perception. sustainability impact assessment Team and Board
This included impact assessment and FY2021’s of Directors for
 Digi took into
Board of Directors ratings, considering stakeholder approval upon
consideration the
and diverse industry trends engagement finalisation
internal business
employees and stakeholders’ outcomes were
environment,
representing expectations tabulated and
business strategy,
different functions presented in our
external trends  The materiality
in Digi materiality matrix
and stakeholders’ assessment
feedback  Stakeholders rated is in line with  Based on the
the sustainability Digi’s enterprise mapping in the
 Reviewed existing
matters identified risk, utilising its matrix, top material
25* sustainability
based on a 4-point parameters to matters were
matters
Likert scale guide the scoring identified
 Mapping of
 Average scores of likelihood and
sustainability
were tabulated consequence for
matters against
based on each sustainability
Digi’s strategic equal-weighted matter
pillars approach
 Sustainability
* The sustainability matters applied across all
were further consolidated
matters were
stakeholders
into 13 broad categories assessed based
for discussions in this
 Feedback on on impact to
report internal controls revenue, cost,
were deliberated brand exposure,
to understand stakeholders’
stakeholder expectations and
expectations overall existing
on Digi’s and future industry
management of trends
sustainability and
reporting
Digi Materiality Matrix (FY2021)

High
R2
Increasing importance to Digi’s stakeholders
G1
R1
G3
G2
M3 M1
R4
G4 R5 R3
R6
M2
Low
Low High
Increasing importance to Digi’s business
Remain Increased
Legend G Growth M Modernisation R Responsible Business
Unchanged Importance
Material Sustainability matters Description
High Importance
Upholding strong governance to strengthen privacy controls and to
R2 Data Privacy and Security
protect stakeholders’ data and information against cyber attacks.
Business Ethics and Corporate Maintaining an effective governance framework and internal controls to
R1
Governance uphold corporate values and ethical standards across our value chain.
Employing customer-centric solutions for a differentiated user
G1 Customer Satisfaction
experience in our highly competitive markets.
Material Sustainability matters Description

Conducive environment that improves health and safety conditions for
M1 Occupational Health and Safety
employees and contracted workers along the supply chain.
Maintaining robust controls to meet the existing and emerging

G3 Regulatory Compliance
legislation and regulation.
Medium Importance
G2 Service Reliability and Quality Providing quality and consistent network experience to customers.
Protect the environment via transitioning towards a low carbon

Climate Change and
M2 economy and employing effective waste management within the
Environmental Management
business operations.
Enable greater access whilst nurturing safe internet skills to enhance

R3 Digital Resilience and Inclusion
digital inclusion and resilience among stakeholders.
Raising standards in our supply chain to positively influence social

R6 Supply Chain Management
equality and environmental protection.
Fostering an environment that attracts and retains high-performing

M3 Talent and Culture talent while encouraging for continual development of digital
competencies.
Respecting Human Rights and Upholding human rights by mitigating risk of potential abuse across our
R4
Freedom of Expression value chain and access to the right information.
Crisis Management and Well-prepared for crisis with a rapid and adequate response plan, whilst
R5
Response maintaining clear lines of reporting.
Business Development and Robust strategies to acquire and expand businesses and value creation
G4
Expansion to drive growth and profitability.
Based on the outcomes of the FY2021 materiality matrix, the top four material matters have remained as High Importance,
namely: ‘R2 Data Privacy and Security’, ‘G1 Customer Satisfaction’, ‘R1 Business Ethics and Corporate Governance’, and
‘G3 Regulatory Compliance’.
The importance of the following matters have increased significantly to both stakeholders and business views, as
compared to last year.
 Material matter ‘M1 Occupational Health and Safety’ has increased in priority and included in the top five, replacing
‘G2 Service Reliability and Quality’ in FY2020. This is mainly due to the ongoing Covid-19 pandemic and increasing
expectations for Digi to place greater emphasis on safeguarding health and safety
 Material matter ‘R6 Supply Chain Management’ has also increased to High Importance as there is more concern on
suppliers addressing environmental and human rights risks within the supply chain
 Material matters ‘M2 Climate Change and Environmental Management’ and ‘R4 Respecting Human Rights and
Freedom of Expression’ have also increased in importance compared to FY2020. There is intensifying pressure and
urgency to address issues on climate change given Malaysia’s national climate change aspirations towards net zero,
and for businesses to enhance their human rights practices and its management throughout the value chain
Digi monitors all material matters and continuously evaluates its scopes and boundaries to ensure its relevance to our
strategic priorities and changing business environment.
Our Emerging Opportunities
In addition to exciting growth

Legend
The new normal has opportunities in core connectivity
areas, Digi also sees compelling
underscored the integral
opportunities to grow new revenue Financial Capital
role of connectivity in our streams beyond connectivity. We
daily lives. With the rise of look ahead to opportunities in
security, fibre and B2B solutions, Manufactured Capital
remote working and online
expanding our internal capabilities
learning, demand for data and partnerships to drive new
connectivity continues to services enabled by 5G, IoT and AI, Intellectual Capital
while continuing our modernisation
increase, while digitalisation
and digitalisation journey. As part
is increasing among SMEs of Digi’s Responsible Business Natural Capital
and large enterprises. strategy, we see opportunities to
drive standards on key issues for our
industry, such as climate change, Human Capital
safeguarding data privacy and
security, diversity and inclusion,
human rights, sustainable supply Social and Relationship
chain management, ethics and Capital
compliance, health and safety, and
building future skills and inclusive
Growth
businesses to empower societies.
Digi will continue to capitalise on

Modernisation
these opportunities and provide
innovative offerings to consumers
and business customers.
Responsible Business
Increasing customer demand for converged connectivity solutions
 Meeting end-to-end home and on-the-

Capitals Digi’s Action Plan
move connectivity needs, coupled with
personalised and converged offerings  Provide personalised and best-value offerings
across fixed and mobile connectivity to meet
customer needs
Strategy Pillars
 Selectively expand fibre-to-the-home and offices
to ensure reliable connectivity for consumers
and businesses
 Grow account revenue by layering add-on
services
Accelerated digitalisation and automation
 Digital-first journeys; customers expect

Capitals Digi’s Action Plan
to interact and transact digitally with
companies  Increase self-service capabilities for customers,
and expand reach of services via direct
 Digitalisation of SMEs and large connection with digital partners (e-commerce,
Strategy Pillars
enterprises (LEs) through development e-wallets)
and provision of digital solutions  Continue to support Malaysian SMEs and LEs
beyond Digi’s core connectivity with digitalisation and core connectivity options
business through affordable bundles
 Continue to expand Touch Free Operations for
digitalisation and automation in IT and Network
processes
Growth opportunities beyond connectivity
 New innovative digital services outside

core connectivity areas (especially for Capitals Digi’s Action Plan
LEs)  Expand partnerships with LEs in selected
verticals, technology players and system
integrators to trial innovative solutions beyond
Strategy Pillars
connectivity and expand Digi’s B2B solutions
portfolio
 Further expand internal capabilities and
partnerships to drive new business growth
beyond connectivity
Combating climate change and its impacts
 Digi’s commitment to carbon reduction

strategies disclosures in accordance Capitals Digi’s Action Plan
to global standards, and collaboration  Explore green energy alternatives and further
with the industry and partners to leverage data-driven network planning
accelerate climate action through the Strategy Pillars  Continue network modernisation and energy
efficiency initiatives
use of digital technology
 Set up high quality climate data reporting
platform
 Strengthen climate governance by building
internal capabilities and capacity
 Enhance business resilience over climate risks by
adopting recommendations of TCFD in phases
 Expand partnerships and collaborative efforts on
climate best practices
5G to open up new opportunities
 Drive revenue upside from enterprises

and customers through innovative 5G Capitals Digi’s Action Plan
offerings  Offer new state-of-the-art technology platforms to
enable 5G solutions and innovation for customers
 Enhance existing connectivity offerings with 5G to
Strategy Pillars improve customer experience and drive revenue
growth
 Continue to explore and build 5G, IoT and AI use
cases with LEs and technology partners
Strengthening diversity and inclusion (D&I)
 Ensure fair and equal access to internet

for all Malaysians while increasing Capitals Digi’s Action Plan
digital inclusivity  Drive digital inclusion and resilience through the
Future Skills For All and Safe Internet programmes
 Champion diversity and inclusion at scale with partners
practices in the workplace, community, Strategy Pillars  Continue strengthening gender diversity in
and across the Industry leadership while broadening the inclusion
agenda, with a focus on pandemic-related
support initiatives
 Strengthen D&I positioning and advocacy in
corporate Malaysia, through partnerships with
prestigious associations
 Leveraging D&I to attract the best talents
Raising supply chain management standards
Capacity building initiatives to influence

and strengthen Digi’s suppliers on: Capitals Digi’s Action Plan
 Pre-emptively close gaps on potential human
 Human rights
rights risk across Digi’s supply chain based on
 Green sourcing findings from Human Rights Due Diligence in 2021
Strategy Pillars
 Inculcate responsible sourcing practices
 Health, Safety & Security (HS&S)
 Safety Advance Project - Advancing HS&S culture
for employees and suppliers
Safeguarding cyber security for customers and within our network
 Consumers are finding it more

convenient to perform online Capitals Digi’s Action Plan
transactions via wired or wireless  Protective measures prescribed to uphold security
connections. Cyber security continues standards (e.g. confidentiality, integrity, and
to be a top priority for consumers, availability)
businesses and organisations, to Strategy Pillars  External vulnerability assessments and
protect and defend against advancing penetration testing
threats  Continuous monitoring on security configuration
settings for each layer
 Advocate cyber security awareness across the
supply chain, and to offer industry-first cloud-
based cyber security solutions to SMEs together
with partners
 Offer new cyber security products to customers
Our Strategy
our
s
ment cu Inn
g sto o
se m va
d er tin
an ex
s
g rie
tie
pe
on nc
ni
strat-
tu
ou e an
r
po
rc dd
t op
ore
to im talisation
ed by new marke
igi
prove
Fuel
egy Em
bed
ded in our way of work
Our long-term business strategy is anchored on our purpose to

empower societies and connect customers to what matters most.
We have enhanced our strategic framework, built on three key pillars
of Growth, Modernisation, and Responsible Business, and set out
a three-year (2021-2023) roadmap to drive our ambition to be the
trusted digital connectivity partner to all our stakeholders.
growth
growth
Sustainably grow consumer and lead organic
B2B revenue growth
Low double-digit
growth in Postpaid and Fixed subscribers (vs FY2020)
Low to mid double-digit

growth in B2B revenue (vs FY2020)
#1 Most consistent network

(maintain 2020 position)
modern-
2023 Ambition
modernisation
isation
Best customer experience, built on channel digitalisation
and automated operations
100% Touch-free
operations on Digi’s network (2020: 74%)
respon-
sible
RESPONSIBLE BUSINESS
Leader on sustainable business standards and ESG practices in
Malaysia
300,000 Users
engaged via Yellow Heart programmes on digital resilience and future skills
#1 Malaysian telco
for ESG standards and performance (maintain 2020 position)
46 Digi.Com Berhad At a Glance Message to Shareholders Strategies to Create Value How We Create Value
Our Strategy
our
growth modernisation
1. ~253,000 net additions in Postpaid 1. Touch Free Operations on Digi Network

2021 subscribers through attractive high speed (2021: 82% vs 2020:74%) through increased
Progress and offers on the #1 Network in Malaysia, Family adoption of AI/ML, predictive planning and
Achievements Lines and Home internet bundles maintenance
2. FY2021 B2B subscribers up 9.8% YoY from solid 2. Direct connections to e-wallets and digital
base management partners enabling convenient transactions for
3. FY2021 B2B revenue growth of 4.8% YoY purchases, reloads and bill payments
(vs FY2020) driven by; 3. Accelerated sales digitalisation during
• SME digitalisation bundles lockdowns – dealers and touchpoints pivoted
to online sales on social media, podcasts
• Acceleration of non-core connectivity
and streaming content
strat
• Securing higher solution deals from large
4. Modernised Digi’s billing platform and
corporations
enhanced platform capabilities for future
• Trialed advance 5G use cases with large business functions
enterprises and partners
5. Continued digitalisation of back-office to
4. Sustained leading positions as fastest and drive operational efficiencies
most consistent network in 2021
How do we 1. Continue to grow Postpaid, B2B and Fibre 1. Modernise core and channels to enable
subscribers seamless digital journeys
get there
2. Scale SME digitalisation and core 2. Continue Touch Free Operations across
Priorities for connectivity offerings technology
2022 3. Expand large enterprise managed services 3. Continue to grow digital transactions and
within core verticals enable self-service features to improve
4. Co-develop innovative solutions with partners customers’ convenience and experience
and enter into new verticals 4. Ensure 5G readiness across all systems and
5. Maintain leading network through data- platforms
driven investments to drive growth and meet
customers’ expectations
Governance Audited financial statements Other information Integrated Annual Report 2021 47
Our Strategy
responsible business
1. Empowering societies and building digital resilience through Yellow Heart

• Donation to support Covid-19 relief efforts - RM 1million disbursed
through MERCY Malaysia
• Free 1GB daily data usage for productivity during lockdown
• Continued support on government initiatives
• Safe Internet – 113,000 engagements
• Future Skills – ~35,000 enrolments, +300 schools reached
2. Leading ESG standards and performance across various fields
• Improved MSCI ESG rating from ‘A’ to ‘AA’
• Improved ESG performance
tegy
• Adopted best climate framework and standards
• Climate Data Integrity exercise to improve Digi’s carbon and energy
reporting
• Improved carbon intensity per data usage by 13.7%
3. Be the employer of choice
• Strengthened women leadership pipeline in Digi and global
recognition on women empowerment
• Strengthened leadership positioning in corporate Malaysia through
memberships with prestigious associations
• Safe and inclusive work environment through continuous awareness,
pandemic-related initiatives and increased communication and
celebration of related International UN days
1. Strengthen Responsible Business leadership via Yellow Heart and

collaboration with partners
2. Lead on ESG performances and deliver on our commitments to all
stakeholders
3. Attract the best talents and continue to be a corporate leader on
diversity and inclusion in the workplace
100%
Touch-free operations on
Digi’s network
(2020: 74%)
Innovating on our core to improve customer experience
Our customers are the lifeblood of our business.

We aim to consistently provide the best experiences
for our customers, built on channel digitalisation and
automated operations.
How We Create Value
Digi’s financial capital is carefully managed and allocated to run day-to-day business operations efficiently and to fund attractive
expansion plans. This capital is generated from business activities, investments as well as from external funding from financial
institutions. Digi aims to continue to create value for all stakeholders with prudent financial capital management.
Financial Capital
(Please refer to pages 38-40 on detailed

Mapping to Our Strategy and Material Matters G4 R5
description of our Material Matters)
Market capitalisation at Credit ratings of Operating cash flow of
RM33,899 million AAA/Stable/P1 RM2,606 million

Key Inputs
(as of 31 December 2021) on RAM rating
Total assets of Net debt to earnings before Total Revenue
RM7,840 million interests, taxes, depreciation RM6,336 million

and amortisation (EBITDA) at
1.6x
 Grew quality of the subscriber base by targeting  Improved credit management and collection
Key Activities
Malaysian Prepaid, Postpaid and B2B segments, processes

increased penetration into the underprivileged  Prioritised investment with prudent CAPEX
customer segment and reduced focus on low management to sustain network leadership and
quality segments drive digital capabilities
 Disciplined OPEX management through ongoing
initiatves to drive operational efficiencies
 Delivered revenue growth from core segments and  Enhancement in digital payments and affordable
devices growth product offerings to drive cost efficiencies
Outcomes
 Grew quality of subscriber base  Prioritised operational efficiency and focused on

 Leveraged rising internet and digital adoption driving growth in core segments
 Disciplined cost management supporting growth  Solid track record of near 100% dividend payout
and modernisation ratio supported by a robust balance sheet and a
low gearing ratio
Challenges in securing the capital Outlook - Our continuous focus:
 Closure of international borders and prolonged  Continue optimising financial capital management
movement control orders (MCOs) resulted in lower in an uncertain macro environment balancing
roaming revenue and significant change in data efficiency and growth
usage and consumer patterns  Ensure that we remain vigilant and ahead of
 Impact of Covid-19 on economy, business sentiment emerging business trends and accelerated internet
and employment led to business shutdowns and adoption and digitalisation
lower consumer spending  Widen penetration into different customer segments
 Forgoing revenue to support national relief efforts and seek new growth opportunities
such as provisioning of free data, zero-rated calls,  Maintain network quality to meet customers’ needs
and digitalisation subsidies and expectations
 Highly competitive industry with many players  Take a leading role in 5G adoption
offering low-entry products and unlimited data
plans, creating margin pressure
 Global supply and logistics tightness and increased
geopolitical tensions creating inflation pressure and
supply chain disruptions
Our detailed performance and outcomes created are further deliberated on the following pages.
How We Create Value
Delivered revenue growth from core segments and devices growth
 Strategic shift to reduce reliance on traditional prepaid voice has significantly improved the quality of our subscriber
base and lifted revenue
Sustainable Revenue Mix (%) Total Revenue (RM’mil)
+3%
6,336
43% 41% 40% 39% 6,153
FY2020 FY2021
12% 4% 16% 5%
Prepaid Postpaid Digital Devices and others FY2020 FY2021
 Resilient Postpaid with targeted acquisition and base  Strong subscriber growth through attractive fibre
management approach broadband and family bundles offering
 Negative Prepaid trend reversed, supported by growth in  Devices and other revenue up 37.2% YoY reflecting high
Malaysian segment demand for PhoneFreedom 365 programme
Grew quality of subscriber base
 Focused on building loyalty amongst ARPU Development (RM) Expanded active Malaysian base
Malaysian base through contracting
and personalised renewal promotions FY2020 FY2021 +10.5% Increased year-
67
63 Malaysian on-year from
 Curated multi-tiered internet passes for
active continuous
various segments such as youth, senior
43 subscribers acquisition efforts
citizens and mass consumers 41
33
 Leveraged high-speed internet 31
proposition to target new and Postpaid subscribers
underpenetrated segments
Increased year-
 Reduced reliance on low quality high on-year for five
churn segments Postpaid Prepaid Blended ~253k quarters in a
 Postpaid and Malaysian Prepaid Postpaid row to total 3.3
consumers reacted positively to Digi’s subscriber net million Postpaid
product offerings which focused on Total Number of Subscribers additions subscribers
high-speed, quality network, attractive
Prepaid Postpaid
smart bundles and entry-level plans
Fibre Broadband subscribers
 Digi’s Fibre Broadband grew growth via upselling
consistently via upselling activities 32%
to our existing mobile customers by
10.3 6X Total Fibre
Broadband
leveraging rising internet adoption stronger
million subscribers:
 The decline in the prepaid base Fibre
subscribers ~13,000
was mainly due to the exit from the Broadband
(FY2020: ~2,000)
lower-end migrant segments with high 68% subscribers
churn rates
How We Create Value
Leveraged rising internet and digital adoption
 Completion of 3G network shutdown in January 2022 in line with JENDELA initiative enabled 3G spectrum to be re-
Financial Capital
farmed to improve the network performance of 4G, contributing to more 4G subscribers and higher smartphone
penetration rate
• Voice over LTE (VoLTE) traffic increased from 24% in FY2020 to 56% in FY2021
Internet users’ expansion
4G subscribers Smartphone penetration rate
FY2020 85% FY2020 87%

+2% +5%
FY2021 87% FY2021 92%
Disciplined cost management to support growth and modernisation initiatives
Total Cost Prudent CAPEX allocation

 Optimised cost allocation to prioritise modernisation  Prioritised investments to sustain network leadership
initiatives in improving overall customer experiences and drive digital capabilities
 Overall cost increase mainly driven by higher handset  Disciplined capital allocation to support JENDELA
sales reflecting strong growth of Postpaid segment
Sustained Total CAPEX-
+5% to-Total Revenue Ratio
+8%  Cost of goods and
services (COGS) grew
+12.9%
773 815 Support growing network
3,327
14% YoY mainly due to
3,073 coverage and digital
growth in device and
enhancement
1,573 digital businesses
1,534 720 803 (FY2020: 12.6%)
 Operating expenditures
(OPEX) to service CAPEX allocation for
1,754
1,539 revenue ratio for 53 12 network modernisation
the full year remained
healthy at 29.5%
FY2020 FY2021 > 65%
FY2020 FY2021
Optimal organic CAPEX Part of our modernisation
 Modest OPEX growth of
COGS (RM’mil) (RM’mil) journey to drive efficient
2.5% mainly driven by
OPEX (RM’mil) Asset retirement rollouts of 4G, in line with
network expansion
obligation (RM’mil) national digitalisation
agenda
Enhancement in digital payments and affordable product offerings to drive cost efficiencies
 Continued digitalisation to increase touch free ECL ratio Levers for improving
digital payment methods drove solid collections ECL ratio:
during the year 3.5
 Combination of seamless customer journey 3.2%
and affordable, flexible products proved to be

3.0 2.8%
an effective strategy in customer retention and Increasing digital
curtailing delinquencies payment solutions
 Digi recorded lower expected credit loss (ECL) 2.5
of RM55 million (RM82 million in FY2020) flowing 2.2%
through to a lower ECL ratio of 2.2%, alongside
stronger free cash flow supported by robust 2.0 Affordable and
collections FY2019 FY2020 FY2021 flexible products
How We Create Value
Prioritised operational efficiency and focused growth

Solid track records of near 100% dividend payout ratio
initiatives in core segments
 Resilient EBITDA margins driven by modernised operations  Continued to exceed the company’s dividend policy
 Profit after tax (PAT) of RM1,162 million slightly of distributing a minimum 80% of net profits
down mainly due to flow through from EBITDA,  Sustainable return with high dividend payout reflecting
higher depreciation charges for 3G network our commitment to our shareholders, amidst the
shutdown and increased finance costs (FY2020:19.8%) challenging environment
 Maintained profitability margins in a competitive market

excluding the effect from higher device sales 14.9 14.9
Earnings per Dividend per
Resilient EBITDA Resilient PAT share (sen) share (sen)
50.0% 47.5% (FY2020: 15.7) (FY2020: 15.6)
3,080 3,009 19.8% 18.3%

RM1,158 Near
1,221 1,162
million 100%
Approved Dividend payout
by Board Dividend
FY2020 FY2021 FY2020 FY2021 (FY2020: RM1,213 million) payout ratio
EBITDA Margin (%) PAT Margin (%)
EBITDA (RM’mil) PAT (RM’mil)
Maintained a robust balance sheet and a low gearing ratio
 Total Assets of RM7.84 billion reflecting our solid financial capabilities and flexibility to fund future growth opportunities
 Healthy return on total asset at 14.8%
 Prudent management of gearing and capital allocation
Total Assets Total Borrowing
18% 6%
Total Assets Total

RM7.84 44%
Borrowings
50%
billion RM4.96
-4.2% YoY billion
82%
Non-current Assets Current Assets Islamic Lease Liabilities Conventional
4%
Gearing and net debt level
1.6X
Net debt to EBITDA
Conventional debt over total
assets ratio below 33% threshold
(FY2020: 1.7x) set by Securities Commission
Malaysia (FY2020: 7%)
How We Create Value
Digi’s manufactured capital refers to the network infrastructure and assets critical to running our operations, including
telecommunication towers, fibre, data centres and retail touchpoints across Malaysia. These form an integral source of
competitive advantage for us to deliver our services reliably to customers and represent our deployment of financial capital as
manufactured Capital
we diversify and invest in prioritised areas to meet customers’ needs.

Mapping to Our Strategy and Material Matters G1 G2
Investment in wider 4G LTE 4G LTE coverage

10,173KM
and LTE-A coverage and fibre 93.1% (FY2020: 91.6%)
Key Inputs
Fibre network (FY2020: 9,981KM)

network
11,000+ 4G LTE-A coverage Retail footprint nationwide
Network sites (FY2020: 10,000+) 75.9% (FY2020: 74.8%) with Digi Store and
Digi Store Express outlets
 Delivered reliable connectivity as a trusted service  Improved customer experience across digital and
Key Activities
provider to 10.3 million customers physical channels
 Met 100% JENDELA targets to drive greater digital  Provided the best customer experience through
society digital and in-person interactions
 Supported the digitalisation of SMEs and large

enterprises through core connectivity and beyond
connectivity offerings
 Sustained position as Malaysia’s fastest and most  Helped businesses stay afloat through digital
consistent network solutions leveraging PENJANA1, and trialed
Outcomes
advanced use cases with large enterprises to drive

 Delivered a robust network coverage to help
digital transformation
customers stay connected to what matters most
during challenging times  Continued to provide safe and accessible services,
and customer-first experiences across all our
 Achieved 100% of JENDELA Phase 1 targets
touchpoints
1
National Economic Recovery Plan (PENJANA)
 Prolonged MCOs required Digi to continuously  Make data-driven investments to enhance the
ensure we maintained the quality of our network for quality and consistency of our network
all customers  Accelerate national digitalisation agenda through
 Commitment towards delivering JENDELA targets JENDELA
 Strict adherence to safety guidelines and business  Support the digitalisation of SMEs and large
continuity plans across our operations to safeguard enterprises through core connectivity and beyond
our customers and employees connectivity offerings
 Improve customer experience and satisfaction
across online and offline channels
How We Create Value
Delivered robust network coverage to help customers stay connected
As the country faced prolonged MCOs in 2021, Digi focused on maintaining the reliability and quality of our network
services to ensure customers stay connected.
In 2021, we expanded our 4G network coverage in rural and remote areas and improved in-door coverage nationwide.
Our 4G LTE and LTE-A now covers 93.1% and 75.9% of populated areas respectively. We have also expanded our
fibre network footprint to over 10,173km to increase availability of fibre broadband connectivity to households and
businesses.
The successful 3G network shutdown, in line with Malaysia’s JENDELA initiative has enabled 3G spectrum to be
repurposed to strengthen Digi’s 4G network performance, allowing for better quality of internet experience.
Robust network coverage Maintained a resilient network and

sustained network leadership on
Fibre LTE (%) LTE-A (%)
quality and consistency
 Data-driven investments in the network

to improve capacity in areas with
growing customer demand
 3G spectrum re-farming to 4G
10,173 KM 93% 76% and robust network expansion for
(FY2020: 9,981 KM) (FY2020: 92%) (FY2020: 75%) enhanced speeds and quality
(FY2019: 9,563 KM) (FY2019: 91%) (FY2019: 72%)
 Sustained #1 position throughout
2021 on consistency, download
Data consumption growth
speed, video experience and group
Average monthly data usage Data consumption growth video calling despite an increase in
data consumption and high-surge
in data traffic throughout prolonged
lockdowns in 20211
1
As rated by independent third-party
21gb/user 22% agencies
(FY2020: 17GB) (FY2020: 42%)
(FY2019: 12GB) (FY2021: 36%)
Accelerated the national digitalisation agenda through JENDELA*
Digi continuously improves the quality of our

Digi’s achievements under JENDELA
network and capabilities through building of new
(As of Q4 2021 under JENDELA Phase 1)
sites, upgrading and modernising existing sites and
boosting outdoor and indoor coverage. Our efforts are
fully aligned to JENDELA. New Sites Upgrades
Digi continues to work closely with the Malaysian

Communications and Multimedia Commission
(MCMC) on initiatives to provide high quality and
affordable digital connectivity in rural and remote
areas. 119 (98% met) 2,191 (100% met)
(FY2020: 269 (99% met)) (FY2020: 2,979 (100% met))
* JENDELA was formulated collectively by the telco industry and the government to improve network coverage and enhance the quality
of broadband experience
How We Create Value
Supported the digitalisation of SMEs and large enterprises through connectivity and innovative offerings
manufactured Capital
 Delivered purpose-built solutions and customised  Scaled beyond connectivity offerings with in-house
connectivity offerings to enable digital transformation digital solutions
for businesses
• iFleet - Intelligent GPS Tracking
& Fleet Management System
• Omni™ - Virtual Phone
System
• altHR - A digital workforce
management system
Digi Business is a • D’SMS - a direct SMS
certified member marketing solution
of MEF, a global • UltraPOS All-in-1 Payment
federation of Terminal
network, cloud,
and technology
 Piloted advanced use cases
providers driving
Westports and Digi power smart port transformation
enterprise digital
with Malaysia’s first successful 5G trial conducted in
transformation
a live port operations environment
Digi powers Petronas
offshore oil rigs with
4G LTE connectivity
Provided the best customer experience through digital and in-person interactions
MyDigi App: Enables self-serve transactions, personalised rewards, support and more
Enhanced web/app
4.7mil experience, making it easier
for customers to:
Monthly Active
Users Pay bills
+7.3 YoY Reload

Get add-ons
Sustaining customer obsessed culture across customer

touchpoints
Customer Satisfaction (CSAT) 100%
In 2021, we sustained All retail frontliners are fully
good customer vaccinated
satisfaction (CSAT) 90% 89% 91%
scores for both retail We introduced new
and contact centre ways to engage
despite a challenging 62% 62% 58% customers, providing
year with prolonged them convenience while
movement restrictions FY2019 ensuring their safety.
FY2020 FY2021
and service disruptions. • Appointments
Retail Contact Centre
• Drive-thru
* Customer Satisfaction data FY2021 has been independently
• Door-to-door delivery
assured by KPMG PLT
How We Create Value
Digi’s intellectual capital refers to our unique brand, processes and technology that differentiate us in the market. Digi’s purpose
of connecting customers to what matters most is anchored on the core foundation of operating responsibly and guided by our
values and way of work. Our long-standing culture of innovation, and operating with the highest standards of security, corporate
governance, and sustainability are key success factors in Digi’s ability to deliver long-term value to our stakeholders and to play
intellectual Capital
a leading role in setting good environmental, social and governance (ESG) practices among corporate Malaysia.

Mapping to Our Strategy and Material Matters R2 G4
Trusted brand, synonymous Innovative ways of work and Robust policies and manuals
with high quality of service and modernised processes to governing our business
Key Inputs
responsible business practices support growth ambitions
Innovative products and Enhanced data protection

solutions across consumer and framework
B2B segments
 Building Digi as a trusted brand and taking leading  Created digital-first customer journeys and improved
Key Activities
positions on ESG practices self-serve capabilities through collaboration with our

partners
 Launched innovative best-value offerings to
differentiate ourselves in the consumer and B2B  Modernised our processes and way of work to drive
market growth and productivity
 Educated employees, customers, and partners on the

importance of safeguarding data privacy and security
 Recognised as a strong brand, and a leading  Safeguarded the integrity of our network through
company in Malaysia on ESG standards and strengthened data protection and security initiatives
Outcomes
practices
 Elevated the awareness on data protection and
 Launched unique and first-in-the-market cyber security through trainings and engagements
propositions across consumer and B2B segments with employees, customers and partners
 Increased digital customer interactions and

advanced self-serve capabilities, making our
services more accessible to customers
 Competition within the telecommunications industry  Continue to be a brand that customers trust, and
continues to be high. Digi will need to leverage therefore will prefer. We believe that customers
on its unique brand to cater to different customer will choose brands that operate with the highest
segments in a relevant and meaningful way standards and conform to the same values that
 Prolonged lockdowns have resulted in a change in they hold
customer behaviours and accelerated the need for  Continue to work towards becoming a Malaysian
reliable, safe, and digital-first products and services leader on ESG performance and standards, and
 Businesses must now adapt to the ‘new normal’ of to raise awareness on areas such as cyber security
employees working remotely, following movement and data protection among employees, customers
restrictions due to Covid-19 and partners
 Cyber security and data protection risks have
become a top concern for companies as they
accelerate their digital transformation
How We Create Value
Continued focus to develop Digi as a trusted brand
In 2021, Digi was recognised as Malaysia’s strongest brand, and among the Top 10 Brand Strength Index (BSI)
Most Valuable Brands in Malaysia as ranked by Brand Finance. This is a testament score of 87.3 out of 100
of our unique brand with a long-standing record of upholding the highest level of and a corresponding
responsible business practices and quality of service. AAA brand strength rating
Digi aims to continue developing our brand, as a trusted partner for all stakeholders through improved disclosures and
high-quality reporting for sustainability data to create higher appreciation towards our sustainability performances.
Digi continues to be recognised as a leader in ESG performance and standards, as we work towards delivering on our
commitments to all stakeholders.
ESG Ratings and Highlights as at 31 December 2021
Bursa Malaysia Index ESG Risk Rating Voluntary environmental MSCI ESG Rating (2021)
Member of ESG indices 18th percentile, one of the disclosure Improved rating from A
with score of 3.8 highest for the region Carbon reporting since 2009 to AA
via Telenor Group
Bloomberg Gender Investor Relations Magazine Corporate membership to drive UN Women Malaysia WEPs
Equality Index (GEI) 2021 SEA Awards leadership in gender diversity Awards 2021
Recognition in gender Certificate of Excellence for Best Member of UN Women 2nd Runner Up in the
reporting and advancing ESG Materiality Assessment in Empowerment Policies and Gender-inclusive
women’s equality Integrated Annual Report 2020 Malaysia’s 30% Club Workplace Category
Launched innovative best-value offerings to differentiate ourselves in the consumer and B2B market
 Consumers: Launched first-in-the-market offerings

• Truly high-speed Prepaid NEXT internet proposition
• Lowest-entry for device financing together with
refreshed Digi Postpaid plans
• Offering “Sahur” high-speed data passes for customers
during Ramadan
• RDY Gaming Prepaid Plans - Optimised gaming latency
and 5% cashback on game purchases
 Businesses: Strategic partnerships to accelerate SME digitalisation
Driving SME digitalisation across different verticals
Fintech E-commerce
Security Enterprise Resource

Planning (ERP) systems
How We Create Value
Created digital-first customer journeys and improving self-serve capabilities through collaboration with our partners
 Established direct connections with major e-wallets and retailers via DigiPay API making it more convenient and
accessible for Digi customers to buy top-ups and pay their bills
Reload
seamlessly
from your
favourite
e-wallets
Pay Digi bills more conveniently
 Launched digital campaigns with e-wallets and banks to provide customers with best-value offerings
 Launched Digi Official Store on e-commerce platforms and rolled out new kiosks to make our products and
services more accessible to customers
Making our Rolled out

products more over 100+ new
accessible to digital kiosks
customers on with enhanced
their favourite capabilities to
e-commerce provide more
platforms convenience
to customers
 Extended our Digi Store Online capabilities to dealers and frontliners, to reimagine the way we interact with
customers
• Extended Digi Store Online capabilities

to support open channel dealers to
sell online
• Provided our retail frontliners with new
tools and training to better engage
with customers online
How We Create Value
Modernised our processes and way of work to drive growth and productivity
 Adopted automation and AI/ML to improve processes and customer experience

• Continuous use of AI/ML to improve network NPS prediction and diagnosis, site degradation predictions
and real-time monitoring of key applications to enable proactive customer experience management
• Over 300+ network use cases automated to improve productivity
• Automated ticket handling on MyDigi for faster complaint resolutions
 Innovative ways of work
• Digi introduced a cycle way of work, empowering teams to plan and adopt best ways to engage with
customers and faster time to market
• A cross-functional team came together in 2020 to uncover insights with data analytics that would
improve customer experience. In 2021, this evolved into a data-analytics forum, reimagining the way we
execute nationwide network rollout plans based on data of customer pain-points and insights
Safeguarded data privacy and security, and raised awareness for employees, customers, and partners
Company-wide data mapping exercise

• Assessed privacy compliance of systems processing personal and non-personal data in Digi
• Established privacy control framework to monitor data management across data lifecycle and systems
Improved privacy practices

• Enhanced standard contractual clauses for data protection
• Enabled self-serve option on MyDigi app and Digi’s website for customer to opt-out from marketing
communications and promotional materials
• Established business partner privacy management process to govern end-to-end privacy compliance
Strengthened governance
• Updated Privacy Notice, improving on categorisation of data collected for easier customer
comprehension
• Revised governing documents for Privacy and Incident Management
• Enhanced cyber security maturity governance
Privacy and cyber security as a Responsible Business culture

• Launched trainings on the importance of privacy, information management, and data protection as
part of new employees’ onboarding and awareness for frontlines
• Executed mandatory quarterly privacy and cyber security training for all employees
• Conducted training on topics such as privacy awareness and business partner privacy management
• Produced bite-size materials to raise awareness on privacy and information management
100%
Completion of privacy and cyber
200
New employees trained on
100
University and school students
security e-learning modules privacy and data protection trained on career options on
online privacy
How We Create Value
Safeguarded data privacy and security, and raised awareness for employees, customers, and partners (Continued)
Enhanced Digi’s defensible network architecture Company-wide data mapping exercise
 Improved detection and threat prevention  Established internal governance controls to protect
customers’ data
 Mandatory security trainings (Four modules)
 Executed in three phases, with 84 systems in 12 months
 Enhanced Cyber Security Maturity Governance
 Documented and recorded all customers, employees,
 Accredited with Business Continuity Management
and 3rd party personal data and asset listing
System (BCMS) ISO 22301:2019 by the British
Standards Institution (BSI)  Completed privacy risk assessment and remediation
roadmap
Raising awareness on cyber security for SMEs
 Launched webinars with Cisco Systems Malaysia to promote awareness on cyber security and to help SMEs defend
against cyber attacks
How We Create Value
Digi believes in creating a productive, diverse and sustainable workforce to support our growth, meet the demands of digital
advancements and be ahead of the future of work. Our employer brand promise “Freedom to Inspire the Next” aspires to
continue enabling our employees to accomplish their best, grow alongside the organisation and deliver value to our customers.
human Capital
It is pertinent for Digi to nurture an enabled and engaged workforce - embracing the power of different experiences and
investing in critical competencies, while giving utmost importance to our employees’ health, safety and overall well-being. Digi’s
human capital plays a key role in enabling and supporting the organisation to deliver on our commitment of connecting
customers to what matters most.

Mapping to Our Strategy and Material Matters M1 M3
~1,400 Diverse and inclusive Engagement and prioritisation

Key Inputs
workforce of employees’ physical and

employees in Digi
mental well-being
Experienced Management team Equal remuneration Value-driven corporate culture

and strong Board composition across gender
 Conducted various training programmes to upskill  Conducted the annual gender pay gap analysis
Key Activities
and reskill our employees, focusing on critical

 Trained 27 employees who graduated as the first
competencies
batch of mental health first aiders
 Conducted an organisation-wide Pulse Survey
 Refreshed the employer brand promise
 Centralised online learning platform through
 Conducted employees’ annual review process
Telenor Academy
 Maintained a structured succession pipeline
 Continuous upskilling of talent to drive growth  UN Women Malaysia WEPs Awards 2021:
Outcomes
2nd runner-up for “Gender-Inclusive Workplace”

 Safe, inclusive and engaged organisation
category
 Bloomberg Gender Equality Index (GEI) 2021 and
 Signatory of the UN Women’s Empowerment
2022: Included for the second consecutive year
Principles (WEPs)
 New ways of work have required us to relook  Adjust our culture and way of work to suit a hybrid
our people engagement and enablement work environment while providing adequate support
approaches, introducing new collaborative tools for employees to work and lead efficiently
to drive productivity, implementing programmes  Acquire technical expertise and effective data
that support employee engagement, and promote management processes to conduct meaningful
physical and mental well-being analytics
 Prioritisation of people-related initiatives while taking  Support workforce transitions to cater to future
into consideration overall cost-effectiveness demands
How We Create Value
Continuous upskilling of talent to drive growth
Strategic talent management is important to Digi as it impacts our ability to attract and retain high performing talents.
We believe that employee development and engagement is crucial in achieving our business goals. We strive to
provide the right platforms for our employees to stay motivated and grow in their roles.
Learning and Development
Learning and development in Digi is supported through Telenor Academy, an integrated online learning system with
access to external platforms such as LinkedIn Learning, Linux Academy, Coursera and Udacity. The platform played
a crucial role in supporting the shift towards increased virtual learning due to the pandemic. Aside from learning
through Telenor Academy, Digi organised several annual learning days, conducted virtually for all employees.
Digi Learning Days

Responsible
Customer Obsessed
Business Summit
Day 2021:
2021:
What’s Your Six masterclasses
Annual summit with
Next 2021: conducted by
expert insights and
84% Helping 84% Product Champions 76% masterclasses on
Completion employees to Completion to help employees Completion
key ESG topics to
internalise Digi’s better understand
upskill employees to
strategy Digi’s products and
stay ahead in the
services
fast-evolving digital
age
Digital Day Employees Training Hours
An exciting day of innovation and inspiration sharing In 2021, we have successfully achieved
from industry leaders, including a curated playlist on
topics related to innovation, STEM, and social media 52.6 hours
of average learning per employee*
trends.
(versus target of 40 hours)
This is the accumulated hours clocked in from digital learning

platforms only, such as Telenor Academy, Udacity, Coursera,
and LinkedIn Learning, among others, and does not account
for face-to-face or guided learning sessions.
Average learning hours Average learning hours

Management Team Non-Management Team
45.5 hours 51.7 hours

(FY2020: 57.6 hours) (FY2020: 57.1 hours)
(FY2019: 46.5 hours) (FY2019: 47.5 hours)
* Employee average learning hours has been independently
assured by KPMG PLT (This accounts for accumulated learning
hours FY2021 and unaccounted learning hours from 1 October
2020 to 31 December 2020)
How We Create Value
Continuous upskilling of talent to drive growth (Continued)
Workshops Conducted in 2021 Performance Appraisals and Career Development

human Capital
Reviews
We encourage a culture of continuous learning and
provide employees with the right learning opportunities Digi’s employees are required to complete an “Impact
to reskill and upskill through various leadership and Assessment”, which is an annual exercise to reflect
expert learning programmes. on their development, strengths and achievements
for the year. This provides a structured approach for
employees to chart their career goals and to have
Number of
Workshops meaningful discussions with their line managers on
participants
future growth opportunities.
Tight-Loose-Tight (TLT) -
Number of employees who completed
A leadership concept for People 125
their Impact Assessment
Managers
Stepping Up - To help in the

leadership transition process
47 1,179
(FY2020: 1,257)
LEAP - To promote awareness (FY2019: 1,147)
about the role of a senior
5
executive leader, within the context
of a VUCA business environment
Talent Management and Succession Planning
Accelerate Expert - To promote
thought leadership amongst 4
Digi has a structured process to maintain the
functional experts
succession pipeline, which is discussed during the
Transform - To explore habits and annual people review process. Employees are also
behaviours developed during given opportunities to develop and collaborate at the
15 regional and global level, through partnerships with
participant’s own leadership
journey Telenor Asia and Telenor Group.
Intermediate Expert Journeys -

A self-led expedition to upskill in 143 Female leadership pipeline
critical skills of the future
Advanced Expert Journeys -

12.5%
Increase in the Female C-1
A guided expedition to upskill in 43
talent pool since January 2021
critical skills of the future
NLP Associate Virtual Presenter

Certification - Training for effective 33 C-suite succession pipeline
storytelling
Quarterly Security Training - To 85%

100% Successors are in the
increase cyber security awareness
completion
amongst all employees “ready-now” category of
< 12 months for C-suite roles
Privacy Training - To increase
awareness on protection of 98%
personal data and privacy completion
amongst all employees
How We Create Value
Safe, inclusive and engaged organisation
Guided by our commitment towards diversity and inclusion in Digi, we provide equal opportunities for all. We hire and retain the best
talent, and nurture an inclusive workplace culture that maximises the power of different experiences.
87% Outcomes of Pulse Survey
Response rate
Pulse Survey 80% 84% 87%
In 2021, we introduced Believes that Appreciates Believes that
a ‘Pulse Survey’ to working from Digi’s physical Digi prioritises
replace our annual home works and mental well- employee’s well-
Employee Effectiveness well for them being initiatives being during
Survey (EES) Covid-19
91% 85% 92%

Believes that Acknowledges Agrees that Digi’s
communications that managers compliance
are sufficient and are doing initiatives help
timely, which a good job them better
helps to keep in guiding, understand
them connected communicating the Code of
to Digi and engaging Conduct
Our diverse and inclusive organisational demographics
Balanced gender diversity

45%
Female in
50% 50% leadership

positions
(FY2020: 47%)
Percentage of workforce by age
13.1% 39.8% 36.4% 10.4% 0.3%

20-29 years 30-39 years 40-49 years 50-59 years 60+ years
Protecting Our Employees’ Health, Safety and Well-being
Digi is committed towards safeguarding our employees’ health, safety and well-being. We do this by integrating
Occupational Health and Safety (OHS) practices as a core aspect of Digi’s culture. Our OHS management system is ISO
45001 certified.
How We Create Value
Safe, inclusive and engaged organisation (Continued)
Employees’ Training On Health And Safety

human Capital
Number of employees that Number of health and Total training hours on health
received training safety training programmes and safety
conducted
All employees Two programmes 2,411 hours

• Covid-19 Awareness training
• Covid-19 Return To Office training
In 2021, we recorded Zero Lost Time Injury Frequency

(LTIF) score and zero fatality. Digi keeps track of work-
0 0
Lost Time Injury Fatality
related injuries and accidents, and sickness absence Frequency Recorded
days for its permanent and contract employees, in-house (LTIF)* score
contractors and third-party vendors. Recorded
* Lost Time Injury Frequency (LTIF) score (limited to permanent and contract employees) FY2021 has been independently assured
by KPMG PLT
Digi Yello Show Digi Virtual Teambuilding 2021 Digi Wellness Challenge 2021
40 teams participated in the

#DigiWellnessChallenge, aimed
at improving the physical
and mental well-being of our
employees.
Vaccine Care Assistance
A radio talk show hosted by

Digi employees to engage Conducted pandemic-related
fellow colleagues on topical awareness talks and provided
issues during lunch break. 1,024 employees participated assistance for employees
virtually in our annual to register for the Covid-19
teambuilding event. vaccination.
How We Create Value
Natural capital is seen as a key priority for Digi, realising the opportunities from limiting natural capital exposure within our own
operations, as well as enabling more efficient resource use in other industries. Malaysia has committed to become carbon-
neutral nation by as early as 2050. This mandate would require a concerted effort as well as a high-level green commitment
and investment from both the public and private sectors. As the level of decarbonisation readiness on a national level is often
natural Capital
mirrored by the level of readiness or progress at sectoral levels, Digi aspires to continue our climate leadership in the mobile sector
through progressive climate action. It includes how we safeguard and protect the renewable and non-renewable resources that
we consume in our day-to-day operations.

Mapping to Our Strategy and Material Matters M2 R5
Optimised efficiencies from Used 341.01 GWh Respected land rights when
allocated radio spectrum (FY2020: 329.18 GWh) building and maintaining networks
Key Inputs
Environmental Management Piloted AI use cases with partners On-going initiatives to fulfill Leed1
System - ISO14001:2015 certified and Green Building Index (GBI)2
General waste and e-waste certification requirements
management
1
LEED is a green building certification programme and a globally recognised standard for the design, construction and
operation of high-performance green buildings
2
GBI is Malaysia’s industry recognised green rating tool for buildings
 Setting energy reduction and decarbonisation  Explored opportunities to create a more sustainable
Key Activities
strategies across short, medium and long-term workplace

goals to keep us focused
 Collaborated within and across industries to address
 Climate Data Integrity exercise for best practice environmental concerns
methodology in environmental data collecting
 Natural crisis preparedness, adaptation and
and reporting
mitigation strategies
 Network modernisation and cleaner energy  Managed climate risks by strengthening network
Outcomes
innovations for sustainable growth resilience
 Sustainable workplace and remote working  Strengthened controls on climate data

arrangements management and reporting
 Managed our environmental footprint and  Carbon intensity per data usage (tCO2e)
recycling of network equipment improvements by 13.7%
 Efficient resource management by leveraging  Drive more network modernisation for sustainable
effective methodology and practices, including new growth
investments into technological advancements to  Expand our existing energy optimisation and
minimise our environmental impact decarbonisation initiatives
 Our partnerships with external parties will have a  Adopt cleaner energy innovations and solutions
positive impact on this capital as we progress to  Strengthening controls on climate data
employ green technologies in contributing towards management
our decarbonisation pathway  Transition towards data driven network planning
and higher spectrum efficiencies
 Industry collaboration with third parties towards
driving climate best practices
How We Create Value
Climate Action
Digi takes a pragmatic approach in addressing climate change and will work in collaboration with the industry, government,
environmental agencies and partners towards achieving a net zero greenhouse gas emissions by 2050, in line with a 1.5-degree
natural Capital
pathway. While there remain challenges in large scale CO2 reductions due to our dependency on the national grid, we will
continue to strengthen our governance and reporting mechanisms while exploring new technologies and solutions.
Excellence in climate reporting, compliant with mandatory requirements and guided by global best practices
Short Term Medium Term Long Term
2022-2025 2025-2030 2030-2050
Develop carbon reduction Enhance business resilience Develop greenhouse gas

strategy and conduct climate over climate transition risks (GHG) strategy in parallel to
risk assessment to guide and adopt Board ownership in national net zero targets and
strategies and target setting. climate governance. to drive climate actions across
our value chain.
Driving network modernisation and cleaner energy innovations for sustainable growth
31 102 sites 15 3G Sunset > 4000

Fuel powered CSON1 AI pilot Off-grid sites on Progressive efforts to
sites
off-grid sites initiative hybrid with lithium- shutdown remaining Site Battery
converted to ion battery 30 Core Base Station Autonomy
grid power Control (BSC) and
Prediction Tool2 to
41 Radio Network reduce downtime
Controller (RNC) in and drive greater
2022 efficiencies
1
CSON AI initiative
In 2021, Digi worked with ZTE through the Centralised Self Organising Network (CSON) Artificial Intelligence
(AI) pilot initiative, deploying tools to automatically analyse and implement power-saving mode at our Radio
Access Network (RAN) sites. 102 sites were involved in the pilot over the course of a month and demonstrated
3.77% energy reductions (kWh consumed) per site, on average. We will be taking a phased approach in
scaling the initiative, targeting to equip more than 50% of our sites to be equipped with this capability in 2022.
2
Site Battery Autonomy Prediction Tool
The ‘Site Battery Autonomy Prediction Tool’ is another AI-based initiative deployed to automatically monitor and
record usage information of backup batteries at Digi’s network sites. This information is crucial for timely sites
restoration and battery replacements planning to ensure minimal service disruptions.
How We Create Value
Sustainable workplace
 Digi’s headquarters and Technology and Operations Centre (TOC) has

been accredited with Gold certification by LEED in 2017, and by Green
50%
Reduction in energy use
Building Index (GBI) in 2012 and 2016 respectively. We provide electric
by changing to higher
vehicle charging stations for company vehicles and employees. We will
efficiency air-cooled
continue to monitor and maintain high quality and healthy workspaces
chiller
to boost productivity, optimise energy usage and implement responsive
heating and cooling measures
 In adherence to LEED standards, we have embarked on the following
energy efficiency and conservation efforts in 2021
15.6%
• Lighting setting and scheduling Savings up to 1,015,000
• Balancing of chiller load and chilled water kWh of energy use in
• Heating, ventilation, and air conditioning (HVAC) temperature setting our office due to remote
and scheduling working arrangements
Managing our environmental footprint
In 2021, to meet rising consumer demands, our carbon emission increased by 5%, attributed to data growth and network
expansion. Our annual greenhouse gas (GHG) emissions inventory FY2021 in accordance to the GHG Protocol Corporate
Standard are as follows:
Indirect Energy
Direct Energy
Consumption from Grid Indirect Energy Consumption
Consumption from
and Green Electricity from Value Chain (GWh)
Fuel (GWh)
(GWh)
Digi restated our climate
data for 2019-2020
following the outcome of
a Climate Data Integrity
42.50 297.21 1.30 exercise undertaken
(FY2020: 44.12) (FY2020: 281.94) (FY2020: 3.12)
with an independent
(FY2019: 40.10) (FY2019: 267.84) (FY2019: 7.94)
advisor to improve
our methodology
Scope 1 Carbon Emissions Scope 2 Carbon Emissions Scope 3 Carbon Emissions
(Tonnes) (Tonnes) (Tonnes) in data collection
and management
10,345.14 196,776.12 332.79 approach. Corrective
(FY2020: 10,750.88) (FY2020: 185,745.74) (FY2020: 734.70) measures have been
(FY2019: 9,763.92) (FY2019: 174,044.00) (FY2019: 1,638.03) undertaken to ensure
consistency, accuracy
and transparency of the
Total Energy (GWh) Total Carbon Emissions (Tonnes) data presented here, in
line with good climate
341.01* 207,454.05* governance practices.
(FY2020: 329.18) (FY2020: 197,231.32)
(FY2019: 315.88) (FY2019: 185,445.95)
* Total energy consumption and carbon emissions FY2021 has been independently assured by KPMG PLT
How We Create Value
Managing our environmental footprint (Continued)
During the year under review, we have improved on our Carbon Intensity per Data Usage by 13.7% YoY. We have
natural Capital
achieved a lower carbon footprint per unit of data consumed, although the average customers are using more data.
Our carbon intensity is measured by tonnes of CO2 (tCO2e) per terabyte of data.
Energy Usage per Carbon Intensity per Energy Usage per Carbon Intensity per
Customer Base (mil)
Customer (kWh) Customer Data Terabyte (MWh) Data Usage (tCO2e)
10.32 33.05 0.020 0.16 0.094

(FY2020: 10.44) (FY2020: 31.53) (FY2020: 0.019) (FY2020: 0.18) (FY2020: 0.109)
(FY2019: 11.28) (FY2019: 28.00) (FY2019: 0.016) (FY2019: 0.24) (FY2019: 0.141)
General waste Water consumption E-waste (obsolete electrical and

electronic waste)*
Waste Collected Water Consumed E-waste Collected
148 tonnes 68,435 m3 162 tonnes

(FY2020: 251 tonnes) (FY2020: 78,856 m3) (FY2020: 47 tonnes)
(FY2019: 281 tonnes) (FY2019: 93,770 m3) (FY2019: 30 tonnes)
Waste Generated per Employee1 Water Consumed per Employee1 E-waste Resold and Recycled
103 KG 48 m3 162 tonnes

(FY2020: 170 KG) (FY2020: 54 m3) (FY2020: 10 tonnes)
(FY2019: 183 KG) (FY2019: 61 m3) (FY2019: 30 tonnes)
• E-waste directly produced from our

Waste Recycled operations are managed under the
Environment Quality (Scheduled Wastes)
Regulation 2005 and our internal
guidelines
1.7 tonnes • Decommissioned network equipment
(FY2020: 2 tonnes) constitutes the largest amount of e-waste
generated by tonnes. We reuse equipment,
(FY2019: 6 tonnes)
and send those that are obsolete to
recycle and disposed off safely by a
licensed vendor
• Under our refreshed ESG guidelines,
Recycled shall include e-waste treated
by professional service provider who
guaranteed that the waste is processed,
sorted, resold, recycled or disposed in an
environmentally sound manner
1
Total employees – 1,438
How We Create Value
Managing climate risks
Towards the end of 2021, the country experienced severe flooding in eight states, affecting more than 125,000 people. This
exposed the reality of extreme weather conditions caused by climate change. The floods affected 280 of our network sites
with access roads being blocked, electricity shutdowns and other hazards.
Digi recognises climate change as an important risk element, and will continue to adopt proactive measures in addressing
both physical risks and transitional risks anticipated to arise due to climate change.
Digi supported WWF Malaysia and BCG Malaysia, and provided telecommunications
specific insights in the development of the study on Net Zero Pathways for Malaysia 2050.
This report is meant to catalyse stronger and more cohesive climate action amongst
all stakeholder groups. Digi will continue to collaborate with WWF Malaysia and BCG
Malaysia, delving deeper into industry specific topics.
The report is available at

www.wwf.org.my/our_work/climate_and_energy/towards_net_zero_emissions_by_2050/
Digi is a steering committee member in the CEO Action Network

(CAN) which is a closed door peer to peer informal network of over
50 corporate CEOs and Board members, focused on sustainability
advocacy, capacity building, action and performance.
As a member, we are committed to

engage with various stakeholders
including our supply chain, regulators
and policy makers, government,
as well as our peers across various
sectors to forge partnerships that
are committed to responsible
business practices and sustainable
development.
In 2021, Digi, CAN and Climate

Governance Malaysia (CGM)
organised a Telco CEO Roundtable
with six CEOs for conversations and
sharing on various climate initiatives,
challenges and aspirations to
decarbonise the mobile sector.
How We Create Value
Strengthened controls on climate data management and reporting
Digi’s Environmental Management System (EMS) is ISO 14001:2015 certified.

natural Capital
Digi discloses its climate impacts, energy and GHG emissions via Telenor Group to the CDP global
disclosure system.
Since 2020, Digi discloses its emissions data through its Integrated Reporting process. Digi adopts
the following principles as part of its GHG emissions management.
• Define the scope and boundary
• Identify the GHG emission sources
• Collect and quantify GHG emissions
• Set emissions reduction objectives and prepare action plans
• Involve employees, suppliers and conduct trainings
• Implement emissions reduction initiatives
Climate Data Integrity exercise
In 2021, Digi embarked on a Climate Data Integrity exercise with guidance from an independent advisor to better
improve on its carbon and energy management and reporting standards for Scopes 1,2 and 3.
The six months initiative resulted in the development of new formalised data templates, with embedded calculations
and estimations so as to minimise human errors. The data templates also presents automated historical and future
projections that will allow the team to better perform trend analysis and to make informed decisions. The respective
data stream owners have begun populating the templates with 2021 data and will be the standardised template
used in Digi moving forward.
How We Create Value
The effects of Covid-19 pandemic continued into 2021 through waves of new virus variants. In response, the government
executed more stringent measures to contain the spread of the virus, and at the same time introduced recovery strategies.This
include the reopening of more economic sectors and injecting fiscal aid and stimulus to resume economic growth, aligned
Social and Relationship Capital
to the nation’s larger reform and development agenda as stated in the Twelfth Malaysia Plan, 2021 – 2025 (12MP): Keluarga
Malaysia (Malaysian Family) to develop a ‘Prosperous, Inclusive and Sustainable Malaysia’. As a connectivity provider, Digi
is equally committed to the national agenda via our promise to empower societies and reduce inequalities. This purpose
is embodied through our Yellow Heart commitment to operate responsibly for the collective well-being of our customers,
societies and the environment.

Mapping to Our Strategy and Material Matters R3 R4 R1 G3
Sustainable and trusted brand Responsible Business culture Positive relationships and
Key Inputs
partnerships with customers,

Purpose-driven initiatives Robust and transparent suppliers, business peers, UN
contributing to the SDGs governance systems agency, NGOs, regulators and the
government
 Geared up expansion of new network sites and  Built capacities for young people to create a safer
Key Activities
service quality internet space
 Accelerated businesses and SME digitalisation  Conducted scam awareness campaigns with
customers
 Empowered youth and educators with future skills
learning  Strengthened human rights, business ethics and
corporate governance
 Empowered societies through nation building  Adapted to current and new regulations of our
Outcomes
initiatives digital ecosystem
 Enhanced commitments for a digitally inclusive  Improved human rights due diligence across our
and resilient Malaysia value chain and protected right to freedom of
association
 Reinforced strong governance and robust internal
controls
 Uncertainties due to the pandemic, adherence  Support the socio-economic recovery of

to regulatory compliance, digitalisation and underserved communities
shifting consumer behaviours have accelerated  Improve accessibility and enabling digital adoption
the demands for Digi as a connectivity provider nationwide
to deliver on its purpose and maintain a positive  Develop the next generation with skills for an
relationship with all stakeholders accelerated digital future
 Instill strong values and controls associated with Digi
products and services
 Engage stakeholders and raise standards of our
operations and supply chains
How We Create Value
Empowering societies through nation building initiatives

As a responsible corporate citizen, Digi implemented and supported various initiatives to help the rakyat weather
through difficult times.
Yellow Heart Education Data Packages
Alongside the CERDIK initiative by the government, Digi provided discounted data packages for more than
11,000 students from low-income households.
Supporting the Covid-19 Task Force and

Frontline Hospitals
Digi zero-rated calls to critical service hotlines including Covid-19 websites, screening and admitting hospitals
(as endorsed by the Ministry of Health) and telehealth providers such as DoctorOnCall. We sponsored devices
with connectivity to the National Rapid Response Task Force (GKVSTF) for contract tracing management, and to
multiple frontline hospitals to support the needs of patients in Intensive Care Units and for counselling services.
Covid-19 Response and Recovery
Contributed more than RM 1.5 million to communities, comprising free connectivity at Program Perumahan
Rakyat (PPR), free calls to helplines, and RM 750,000 channeled via our NGO partner, MERCY Malaysia to support
on-going Covid-19 response and recovery efforts.
Floods Relief and Recovery Efforts
 Provided prepaid subscribers with free internet
 Pledged up to RM500,000 via aid agencies
 Total of 140 employees supported with hotel accommodation, financial aid and home/vehicle repairs
 Rallied up efforts to restore disrupted sites and initiated employee volunteerism to support communities,
including recovery of affected Digi retail stores
How We Create Value
Gearing up for a stronger digital nation
Digi continuously monitors our network capabilities to provide consistent We initiated a nationwide campaign
and high-quality digital connectivity to meet customers’ expectations. #BuatLebihL4Gi to drive awareness for
customers to adopt 4G, coupled with affordable
device plans to drive greater adoption.
Accelerating businesses and SME digitalisation
Business and digital solutions to fast track PENJANA SME Digitalisation #KamiCareMBiz programme
business growth Grant Offered over RM 500,000 worth of
Providing customised connectivity and managed
services for business transformation.
~9,000 digital solutions and mobile plans
to help local micro and small
Businesses benefited
business owners go digital.
MYDigital SME Programme

Conducted webinars on the topic of e-commerce
and cyber security with solution partners.
7 > 150,000
Episodes Views
Empowering educators and youth for the future
Future Skills For All (FS4A)
Micro:bit, robotics #BOLEHCODE national

and programming coding movement
34,582* > 3,000

Students and teachers Students
enrolled up to participated
31 December 2021
> 350
Schools reached
For more information on FS4A, visit futureskills.moe-dl.edu.my
* Number of FS4A enrolment up to 31 December 2021 has been independently assured by KPMG PLT
How We Create Value
A decade-long commitment for safer internet

Digi celebrated the tenth anniversary of its flagship Safe Internet programme
in conjunction with the International Safer Internet Day (SID) on 9 February. We
launched the Yellow Heart Safe Internet portal, a one-stop repository of educational
material to equip Malaysians with skills to be more resilient and responsible online
citizens. For more information, visit safeinternet.my.
Life under Covid-19 Digital Well-being Research

Close to 1,800 students participated
Partnering Sunway University to gather insights to guide future
planning to improve children’s online learning and experiences.
Advocating for a safer internet

In collaboration with like-minded partners we participated in several engagement platforms comprising online
webinars and panel sessions to drive greater advocacy and awareness on the topic of child online safety.
Series of virtual workshops with subject matter experts

Five regional- organised by UNICEF and R.AGE to discuss about healthy
level safe internet relationships, including cyber-grooming. The workshops
workshops were registered over 950 participants.
conducted during
the #mydigitalmaker
Virtual Fair 2021.
Collaborated with Ai Talent on a series of workshops on Dedicated virtual hotlines to help volunteers and
safe internet with children. More than 100 short awareness counsellors provide emotional support and counselling
videos were created by the children. services during Covid-19.
‘Championing Child Rights In

The Digital Age’ is a dialogue
on protecting children’s
rights in Malaysia’s digital
transformation journey.
How We Create Value
Limiting operational risks through responsible supply chain management
All new suppliers will be screened and assessed based on their financial performance, background and historical records.
Digi mandates for all its suppliers to sign on the Agreement of Responsible Business Conduct (ABC) so as to ensure they
meet our standards and requirements in areas of Health, Safety and Security (HSS), ethical conduct, human rights and
environmental management.
179* 2,099
New suppliers who signed the ABC Total suppliers who have signed the ABC to date
(FY2020: 130) (FY2020: 1,920)
From the inspections carried out, non-compliances were identified on matters-related to health and safety, prohibited
business practices, human rights, environment, cyber security and breach of regulatory compliance. We required suppliers
to develop corrective action plans based on the outcome of the inspections conducted. Suppliers who fail to meet
the minimum requirements will be given time to work on the corrective action plan, failing which will result in serious
consequences such as suspension or even termination.
Number of inspections conducted Number of findings Number of

suppliers
Unannounced Announced Total Major Minor terminated
509 1 510 16 45 2
(FY2020: 463) (FY2020: 48) (FY2020: 511) (FY2020: 5) (FY2020: 194)
(FY2020: 3)
(FY2019: 429) (FY2019: 30) (FY2019: 459) (FY2019: 9) (FY2019: 203)
(FY2019: 1)
Total supplier training hours Promoting sustainable local procurement
We conducted periodical trainings to advocate As part of responsible sourcing practices, Digi promotes local
on best practices including laws and regulation procurement to reduce our carbon miles and to support the local
on HSS and human rights aspects. In 2021, economy. The spending percentile breakdown of local and foreign
5,635 training hours were recorded. The suppliers is shown below.
increase in training hours for 2021 was partly
attributed to the mandatory supplier training
assessment implemented towards mid last year. Number of suppliers appointed
5,635
266
Percentile 235
training hours of Total Percentile
197
Expenditure of Total Percentile
(FY2020: 2,426) Expenditure of Total
(FY2019: 2,594) 238 94.8%
Expenditure
216 98.5%
181 99.1%
28 5.2% 1.5% 0.9%

19 16
FY2019 FY2020 FY2021
Local Suppliers Foreign Suppliers
* Number of new suppliers signing Digi’s ABC FY2021 has been independently assured by KPMG PLT
How We Create Value
Limiting operational risks through responsible supply chain management (Continued)

Remote inspections as a way forward

Due to travel restrictions, we piloted an initiative to perform inspections virtually by deploying video cameras on site.
The Supply Chain Sustainability (SCS) team was able to track and monitor site work through this deployment. A total
of three Tier-1 suppliers has implemented the usage of cameras (236 units deployed in total) on sites that they are
responsible for.
Introduction of Digi Knowledge Assessment Tool (DKAT)

DKAT is a standalone web solution to assess suppliers on their training knowledge after they undergo Digi’s training or
courses on topical issues and technical competencies. Certification of completion is issued to suppliers completing
the assessments for the assigned modules.
Reinforcing our commitment for business continuity
Digi is accredited with BCMS ISO 22301:2019 by the British Standards Institution (BSI). This requires Digi to implement,
maintain and improve the management system to timely protect, mitigate and recover from disruptions.
This reinforces our commitment to deliver reliable products and services to our customers, business partners, and
stakeholders, in assurance that Digi has adopted the best practices and processes to mitigate disruptions in business.
How We Create Value
Emphasising strong governance and robust internal controls
Strengthening compliance way of work and mindset
Governance Unit Risk and Monitoring Knowledge Unit

• Review and implement Digi’s policies • Conduct Compliance risk assessment • Compliance capacity building for all
and manuals under the Governance and monitoring activities for second employees through awareness and
Work Programme (GWP) 2021, line of defence (privacy, supply chain, training programmes including Speak
where the framework for governing legal and procurement) Up Campaign, Anti-Corruption Day,
documents were simplified • Conduct Integrity Due Diligence (IDD) Responsible Business Summit, and
• Compliance case management and background check on all high-risk targeted training such as Anti-Money
analytics business partners Laundering
• Bribery risk assessment workshops for • Digi’s Anti-Corruption Day is held
all Heads of Departments to analyse annually on 9 December in recognition
divisional risk registers and establish of International Anti-Corruption
a portfolio view of corruption risks at Day. Company-wide trainings and
enterprise level awareness were carried out to educate
employees and to reinforce our zero-
tolerance policy towards corruption
Other Initiatives
• Implementing the ISO 37001: Anti-Bribery Management System standards to improve the organisation’s culture of integrity,
governance and anti-corruption, reputation and the commitment of its top management and governing body
• ISO 37001 workshop were conducted with all the Head of Departments to identify risk of corruptions in their respective
departments
• Appointment of Compliance monitor in each division to promote better governance across the business
• Formation of Governance Risk and Compliance (GRC) committee to deliberate significant GRC matters and subsequently
formulate appropriate responses to address them
Integrity Hotline
A confidential channel to report concerns and raise questions about possible breaches of Digi’s Code of Conduct, including relevant
laws, regulations and Governing Documents. Visit telenorgroup.integrityline.com
For all employees, suppliers, Can opt to remain anonymous

24 hours/7 days a week
stakeholders and general public throughout the process
100% 92% 100%

Acceptance rate by Digizens on Agree that Digi’s compliance initiatives help Completion rate of Digi’s Anti-
the Code of Conduct 2021 them better understand the Corruption e-Learning module on
Code of Conduct Telenor Academy
Pulse Survey 2021 (87% Digizens participated)
How We Create Value
Adherence to existing and emerging regulatory requirements

Regulatory Compliance
Digi complies to regulatory requirements and supports the Malaysian Communications and
Multimedia Commission (MCMC) to monitor and track progress against on-going initiatives such
as JENDELA and compliance to all Mandatory Standards under MCMC’s purview. We drive greater
accessibility and affordability through network expansion, industry collaboration, and product and
service offerings.
Pusat Ekonomi Digital Malaysia (PEDi) Consumer Complaint Handling
The Universal Service Provision (USP) programme aims Managing consumer complaints on network
to expand network infrastructures to underserved performances is a key measurement in the national
areas to close the digital divide. The programme JENDELA initiative. Digi actively resolves such complaints
includes operating PEDi internet centres across lodged through MCMC’s Aduan portal and progress are
Malaysia for facilitating internet access, e-learning, tabled fortnightly at MCMC’s JENDELA Implementation
digital skills and digital entrepreneurship upskilling for Committee (JIC). The committee reviews the progress
local communities. Since 2021, digital entrepreneurial and development of all plans within the JENDELA
programmes were conducted for SMEs. Digi operates initiative.
132 PEDi nationwide.
Total Complaints Resolved by Digi (%)
JIC #17/2021 95.43%
JIC #18/2021 92.76%
JIC #19/2021 94.69%
JIC #20/2021 94.48%
The above results were measurements taken in Q4 2021.
Advocating for Consumer Safety Against Scams
Digi supported MCMC on a crime prevention

awareness campaign for consumers to
recognise and report tactical scams via phone
calls, SMS and Transaction Authentication Codes
(TAC). This complements Digi’s Yellow Heart Scam
awareness campaign.
How We Create Value
Upholding human rights and protecting freedom of association
Digi is committed to respecting human rights as set out in the The United Nations Guiding Principles on Business and
Human Rights (UNGPs). We integrate human rights aspects within our operations and conduct a Due Diligence exercise
every alternate year to assess and mitigate any forms of human right risks in our value chain. The 2021/2022 assessment
covered 19 material areas (e.g. Workers Wellbeing and Safety, Working Environments, Working Conditions, Modern Slavery,
Digital Inclusion and Literacy, Corruption and Bribery, Collective Bargaining and Freedom of Association, Environmental and
Infrastructure Impacts, etc) under the purview of 12 departments in Digi.
Advocacy of Human Rights in Digi
 Conducted a capacity building workshop on ‘Making Business

and Human Rights a Way of Work’ for employees during the annual
Responsible Business Summit
 Digi’s Code of Conduct (Code) adheres to the UNGPs and the

International Labour Organisation (ILO) standards
 Human Rights principles are integrated into the Agreement of

Responsible Business Conduct (ABC) to ensure strict adherence by Digi’s
suppliers and business partners
In 2021, Digi engaged with key stakeholders from International

Labour Organisation (ILO), UNICEF and IO Foundation on the topic
of Human Rights
Freedom of Association
Digi employees are represented by the Digi Telecommunications Sdn. Bhd. Employees Union (DGEU) and the Best on People
Council (BOPC). Both entities are formed via democratic process by election of representatives across Digi.
Embedded in our way of work
Responsible business remains a foundation of how

we operate. We want to continue to be recognised as
a leader on sustainable business standards and ESG
practices in Malaysia, building trust among stakeholders
and meeting the increasing expectations of employees,
investors, customers, and the society at large.
300,000
users engaged via Yellow
#1
Malaysian telco for ESG
Heart programmes on digital standards & performance
resilience and future skills (maintain 2020 position)
Board of Directors’ Profiles
Academic / Professional • Non-executive Director of the global
Haakon Qualifications / Memberships

• Master of Business Administration
architect and design company
Snøhetta AS, headquartered in Oslo,
Bruaset degree (Executive) from BI Norwegian

Business School, Oslo
Norway (2020-present)
• Chief Strategy and Transformation
Kjoel • Studied public relations at BI

Norwegian Business School, Oslo
Officer at Total Access Communication
Public Company Limited, Thailand, dtac
(2019- 2020)
50, Male, Norwegian Present Directorship(s) • Senior Vice President, Partner and
• Grameenphone Ltd, Bangladesh External Relations Asia for Telenor
• Total Access Communication Public Group (2018-2019)
Company Limited, Thailand, dtac • Acting Executive Vice President and
Date of
Chief Corporate Affairs Officer for
Non-Independent
Non-Executive Appointment Relevant experience Telenor Group (July-October 2018)
Director 11 July 2017 • 27 years of experience in Telenor Group • Senior Vice President and Head of
across Europe and Asia in the area Group Public and Regulatory Affairs for
of operational development, merger Telenor Group (2016-2018)
and acquisition, public and regulatory
affairs (1995-present) Areas of Expertise
Length of Service Meetings • Board of Directors of several Telenor • Telecommunications
(as at 31 March 2022) Attended Group Companies in Singapore, • Strategy Development
4 years 8 months 11/11
Bangladesh, Thailand and Malaysia • Leadership
(2011-present) • Legal & Regulatory
• Board Member of Digi
Telecommunications Sdn. Bhd.
Chair of the Board, (2017-present)
Chair of Remuneration Committee,
Nomination Committee Member
Academic / Professional • Board member of Prince Court Medical

Qualifications / Memberships Centre Sdn. Bhd. (2011- 2018)
Vimala • Fellow of the Institute of Chartered

Accountants in England and Wales
• Nominee Director of Khazanah
Nasional Berhad on the Board of
V.R. Menon • Member of the Malaysian Institute of

Accountants (MIA)
Destination Resorts and Hotels Sdn.
Bhd. (2011-2015)
• Board Trustees of Pemandu
Relevant experience Corporation (2014-2017)
67, Female, Malaysian • Board Trustee of Yayasan Tunku Abdul • Director of Finance and Corporate
Rahman (2021-present) Affairs at Proton Holdings Berhad
• Board Member of Digi (2008-2009)
Telecommunications Sdn. Bhd. • Board member of PT Astra International
Senior Date of (2021-present) Tbk (2000-2003)
Independent
Appointment
Non-Executive • Lead Independent Director and the • Held various positions in EON Berhad
1 July 2015
Director Board Audit Committee Chairman spanning 23 years from Accounts
of Jardine Cycle & Carriage Limited Manager to Director of Finance and
(2017-2021) Corporate Services / Board member
• Independent Director and Chairman of (1984-2007)
Length of Service Meetings the Board Audit Committee of Petronas
(as at 31 March 2022) Attended Dagangan Berhad (2011-2020) Areas of Expertise
6 years 8 months 11/11 • Senior Independent Director and • Leadership
Chairman of the Board of Audit • General Management
Committee of Petronas Chemical • Accounting & Finance
Group Berhad (2010-2019) • Legal & Regulatory
Board Member, • Strategy Development
Chair of Audit and Risk Committee
Academic / Professional • Chairman of Board Risk Management

Qualifications / Memberships Committee of Sapura Energy Berhad
Datuk Iain • Master of Science in Civil Engineering

from the University of California, Los
(2021–present)
• Country Chairman of Shell Malaysia
John Lo Angeles
• Bachelor of Science in Civil Engineering
Limited (2012-2021)
• Asia Pacific Commercial Vice President
from the University of California, Los for Shell’s E&P and Integrated Gas
Angeles businesses (2017-2021)
60, Male, Malaysian • Chairman of Shell refining Company
Present Directorship(s) Bhd (2012-2016)
• RHB Investment Bank • Managing Director of Sarawak Shell
• RHB Bank Berhad Berhad and Sabah Shell Petroleum
Independent Date of • Sapura Energy Berhad (2012-2016)
Non-Executive Appointment
• Board member of Singapore’s
Director 24 May 2021
Relevant experience Economic Development Board
• Independent Director of RHB Bank (2009-2012)
Berhad (2020-present) • Held various positions in Shell
• Independent Director of RHB Investment engineering business development,
Length of Service Meetings Bank and Member of Board Audit commercial and corporate roles
(as at 31 March 2022) Attended and Nomination and Remuneration based in Malaysia, Singapore and
10 months 6/6 Committee of RHB Bank Berhad Netherlands (1990-2021)
(2021-present)
• Independent Director of Sapura Energy Areas of Expertise
Berhad (2021-present) • Leadership
Board Member, • Strategy Development
Audit and Risk Committee Member, • Health, Safety and Environment
Nomination Committee Member • General Management
Academic / Professional • Chief Operating Officer of GE
Yasmin binti Qualifications / Memberships

• Master of Business Administration from
International Inc, Thailand (1999-2003)
• Director, Business Development of
Aladad Aston University

• Member of the Advisory Board of
GE International Inc, Thailand and
Malaysia (1997-1998)
Khan Singapore Management University • Vice President, Corporate and

Investment Banking at JP Morgan
Relevant experience Chase (1986-1996)
63, Female, Malaysian • Director of DHL’s subsidiaries in Asia • Credit Analyst, JP Morgan Chase
Pacific (2003-present) (1983-1985)
• Executive Vice President, Commercial,
DHL Express, Asia Pacific (excluding Areas of Expertise
Independent Date of China) (2019-present) • Leadership
• Executive Vice President, Area Director, • Commercial Marketing
Director 23 July 2013
Emerging Markets and Commercial, • Environmental Sustainability
DHL Express, Asia Pacific (excluding • Strategy Development
China) (2015- 2019) • Human Resource
• Senior Vice President, South East Asia
Length of Service Meetings and South Asia for DHL Express
(as at 31 March 2022) Attended (2004-2015)
8 years 8 months 11/11 • Country Manager in DHL Singapore
(2003-2005)
• Country Manager in DHL Malaysia
(2001-2003)
Board Member,
Chair of Nomination Committee,
Audit and Risk Committee Member,
Remuneration Committee Member
Academic / Professional • Board member of Carousell in

Qualifications / Memberships Singapore (2020-present)
lars erik • Master in Business Administration

(MBA) from Heriot-Watt University,
• Senior Vice President and Head of
Business Development and Portfolio
tellmann Edinburgh
• Master of Science in Business (M.Sc./
Management, Telenor Asia Ltd
(2018-2019)
Siviløkonom) degree from NORD • Chief Executive Officer of Telenor
University in Norway Myanmar Ltd (2016-2018)
50, Male, Norwegian • Chief Financial Officer of Telenor
Present Directorship(s) Myanmar Ltd (2013-2016)
• Grameenphone Ltd, Bangladesh
Areas of Expertise
Non-Independent Date of Relevant experience • Leadership
• Board of Directors of several Telenor • Telecommunications
Director 12 July 2019
Group Telecom and FinTech • Strategy Development
Companies in Bangladesh, Pakistan, • Accounting & Finance
Myanmar and Malaysia (2011-present) • General Management
• Head of Telenor Financial Services
Length of Service Meetings in Singapore, Telenor Asia Ltd
(as at 31 March 2022) Attended (2019-present)
2 years 8 months 10/11 • Board Member of Digi
Telecommunications Sdn. Bhd.
(2019-present)
Board Member,
Audit and Risk Committee Member
Academic / Professional • Various senior roles as plant manager,
Wenche Qualifications / Memberships

• Master of Business Administration from
Head of Corporate M&A, Project
Director and Executive Vice President
Marie Babson College, USA

• Master’s degree in Law from University
and General Counsel in Hydro ASA,
Norwegian conglomerate (1998-2015)
Agerup of Oslo • Legal Counsel in Hafslund Nycomed

ASA (1993-1997)
Present Directorship(s)
57, Female, Norwegian • TGS ASA Areas of Expertise
• Legal & Regulatory
• Strategy Development and M&A
Relevant experience
• Environmental Sustainability
• Chair of the Board and Board member
Date of
• Human Resource
Non-Independent of Telenor Pakistan Limited
Non-Executive Appointment • Leadership
(2020–present)
Director 15 October 2020
• Senior Vice President and Head of
Board Governance and Support for Save as disclosed, none of the
Telenor Asia (2020-present) Directors have any:-
• Board member of Digi 1. Family relationship with any Director
Meetings Telecommunications Sdn. Bhd. and/or major shareholders of the
Length of Service
(as at 31 March 2022) Attended Company;
(2020-present)
1 year 5 months 11/11 2. Conflict of interest with the Company;
• Board members for several
and
international companies listed in
3. Conviction of offence within the
Norway in the oil and energy industry
past 5 years nor public sanctions
(Equinor ASA 2015-2020, TGS ASA
or penalty imposed by the relevant
Board Member, 2015-present)
regulatory bodies during the financial
Remuneration Committee Member • Executive Vice President, Corporate year other than traffic offences
Affairs and General Counsel in Telenor
(2015-2018)
Management Profiles
albern murty Otto Magne Risbakk

Chief Executive Officer Chief Financial Officer
Year of appointment: 2015 Year of appointment: 2021
Malaysian Male 49 Norwegian Male 60
Career history Career history

• Held multiple roles in Digi, including Product Management • Held multiple roles in Telenor, including Chief Financial Officer
and Product Development, Head of Strategy and New (CFO) of Telenor Denmark and was Senior Vice President of
Business, Chief Marketing Officer and Chief Operating Officer Mergers and Acquisitions
• Held business and commercial management roles in Lucent • Held several finance leadership positions in large industrial
Technologies across the Asian region firm Norsk Hydro from 1998-2007, including as CFO for the
Automotive Division, and Vice President for International
ACADEMIC QUALIFICATIONS Business Development
Bachelor of Science in Marketing and Advertising Management,
Portland State University, Oregon, USA ACADEMIC QUALIFICATIONS
Degree in Business Administration and Management, University
de Fribourg, Switzerland
Management Profiles
Praveen Rajan Cheng Weng Hong

Chief Marketing Officer Chief Sales Officer
Malaysian Male 43 Malaysian Male 43

• Held multiple positions in Digi, including Head of Advanced • Held multiple roles in Digi, including Head of Consumer Sales,
Data Services, Head of Products – Internet & Services, Head of Head of Retail and Controlled Channels, and in Product
Postpaid & Digital Services and Chief Digital Officer Development
• Co-founder and Chief Technology Officer, LifeLogger, a social • Held leadership roles at Trisilco-folec
networking startup
ACADEMIC QUALIFICATIONS
ACADEMIC QUALIFICATIONS Bachelor of Engineering in Civil and Computing, Monash
Bachelor of Engineering in Electronics and Computing, University, Australia
Nottingham Trent University, Nottingham, England
Management Profiles
Kesavan Sivabalan Eugene Teh

Chief Technology Officer Chief Business Officer
Malaysian Male 53 Malaysian Male 47

• Held multiple roles in Digi, including Chief Network Officer and • Previously Digi’s Chief Corporate Affairs Officer
Head of Technology Operations • Held the position of Director, Performance Management and
• Held the position of General Manager, Access Network at Delivery Unit (PEMANDU) at the Prime Minister’s Department
Vodafone Australia • Held senior leadership roles in Arthur D. Little, and McKinsey &
• Held various roles within the telecommunications industry Co and a Senior investment officer at Singapore’s Economic
across Asian and European markets including Malaysia, Development Board
Germany, Australia, Cambodia, Vietnam and Bangladesh,
working with network vendors like Lucent and Ericsson, and ACADEMIC QUALIFICATIONS
operators like Maxis and Vodafone
Master of Science in Electrical Engineering and Computer
Science, University of California Berkeley, USA
ACADEMIC QUALIFICATIONS
• Bachelor of Business, Deakin University, Australia
• Master of Science in Enterprise Project Management, Stevens
Institute of Technology, New York, USA
Management Profiles
Elisabeth Melander Stene Joachim Rajaram

Chief Human Resource Officer Chief Corporate Affairs Officer
Norwegian Female 56 Malaysian Male 45

• Held the position of Chief Human Resource Officer at • Held multiple roles in Digi and Telenor, including Head of
Multiconsult, a Norway based engineering company Corporate Communications in Telenor Myanmar and Head of
• Held various senior roles both at Telenor Group and Business Communications and Sustainability at Digi
Unit level across various commercial and HR functions,
including serving as Chief HR Officer at Uninor, a Telenor ACADEMIC QUALIFICATIONS
subsidiary in India • Bachelor of Laws (LLB), University of London, England
• Executive Education Programmes, London Business School,
ACADEMIC QUALIFICATIONS England
• Bachelor of Science, University of Salford, England
Save as disclosed, none of the Senior Management have any:-
• Master of Science, London School of Economics and Political 1. Family relationship with any Director and/or major shareholders of the
Science, England Company;
2. Conflict of interest with the Company; and
3. Conviction of offence within the past 5 years nor public sanctions or
penalty imposed by the relevant regulatory bodies during the financial
year other than traffic offences
Corporate Governance Overview Statement
Overview of Our Approach to Corporate Governance
The Board of Directors (the Board) sets and steers the direction of Digi Group (Digi and its subsidiaries) and brings
independent, informed and effective judgement on material decisions reserved for the Board. The Board also ensures
that strategy, risk, performance and sustainable development considerations are effectively integrated and appropriately
balanced. Recognising the importance of good corporate governance, the Board is committed to uphold high standards
of business integrity and ethics and has worked with the Management to maintain these standards through the course of
the year. For a fair view of the Board’s priorities and the Company’s corporate governance practices in 2021, this statement
is to be read together with the Corporate Governance Report (CG Report). The CG Report elaborates on the Company’s
application of each Principle of the Malaysian Code of Corporate Governance (MCCG) updated in 2021 for the financial
year under review. This statement should also be read alongside the Statement on Risk Management and Internal Control
(SORMIC).
Summary of Corporate Governance Practices
Digi has applied all applicable Practices set out in the MCCG (updated 2021) for the financial year ended 31 December
2021 save for the below provisions of the MCCG. A more thorough description in the manner which Digi is addressing
these departures are set out in the CG report which is available on Digi’s website as well as via the announcement on the
portal of Bursa Malaysia Securities Berhad (Bursa Malaysia).
Practice 1.4 Practice 5.2
The Chairman of the board should not be a At least half of the board comprises independent
member of the Audit Committee, Nomination directors. For Large Companies, the board
Committee or Remuneration Committee comprises a majority independent directors
Practice 8.2 Practice 13.6
The board discloses on a named basis the top five Minutes of the general meeting should be circulated
senior management’s remuneration component to shareholders no later than 30 business days after
including salary, bonus, benefits in-kind and other the general meeting
emoluments in bands of RM50,000
In order for the Board to be able to effectively monitor Digi’s crisis management, the Board has met up on a regular
basis throughout 2021 to monitor the impact of the Covid-19 pandemic on Digi’s operations and how Management was
responding to the developments and following through with the initiatives taken by Digi for the continuity of its operations
whilst constantly fostering a safe work environment for its employees. The Board emphasises and fosters a positive safety
and health culture. The Health and Safety (HS&S) topic has been made the focus and mandatory agenda in Board
meetings. The Management is advised to continually engage Board in discussion on HS&S and risk issues during Board
meetings. Digi has now set up a working committee to support the implementation of a HS&S roadmap which will extend
to a more leadership involvement.
All Board meetings and communications were held through video conferencing during the Movement Control Order.
Statement by the Board on Corporate Governance
The Board is pleased to report to its shareholders that to the best of its knowledge, Digi has complied with and shall remain
committed to attaining the highest possible standards of corporate governance through the continuous adoption of the
principles and best practices of the MCCG (updated 2021), and all other applicable laws. The status of the Company’s
application is reported in our CG report.
Embracing Values and Principles of Good Governance
Governance Structure
STAKEHOLDERS
BOARD OF DIRECTORS
AUDIT AND RISK NOMINATION REMUNERATION

COMMITTEE COMMITTEE COMMITTEE
CHIEF EXECUTIVE OFFICER
governance, risk & Responsible Business

DIGI MANAGEMENT TEAM (DMT)
compliance (GRC) committee Forum (RBF)
governance forum
The Board is dedicated to enhance Digi’s corporate How Sustainability is embedded in the
governance practices which has shaped the way Digi
Governance Structure
operates. The Board believes in a structured governance
to identify and manage Digi’s business systematically to
Sustainability matters in Digi are addressed as part of
address risks and maximise the positive impact to the
Digi’s overall Responsible Business (RB) strategic pillar.
business, whilst conforming to global sustainability standards.
The RB covers material issues relating to ESG indicators;
Digi’s approach is one of continuous improvement.
Risk Management, Sustainability, Anti-Corruption, Data
Protection, Cyber Security, Supply Chain, Health and Safety,
Digi’s culture is defined through the Digi Way of Work, the
Climate Change, and Diversity and Inclusion. These are
Code of Conduct (the Code), Whistle Blowing Policy and
governed across different leadership levels within the
Manual, Anti-Corruption Policy, No Gift Policy, and Health,
organisation - the Board, Management, key departments
Safety and Environmental (HSE) Policy. These policies are
and support functions. Digi’s sustainability framework
accessible in Digi’s website at https://www.digi.com.
defines the governance structure and the responsibilities
my/our-company/our-governance. Various activities are
of each party within.
conducted to increase awareness amongst employees,
essential to instill a compliance culture within Digi’s Group.
Digi addresses our Governance, Risks, Compliance and
Digi is committed to the highest standards of transparency
Sustainability matters at the Responsible Business Forum
and to be accountable for the impact on the operations,
and the Governance, Risk and Compliance (GRC)
products and services, and environmental footprint of the
committee.
value chain Digi operates in.
On the operational level, the key departments and
The Board believes that upholding high standards of
functions involving Sustainability; Compliance; Supply
corporate ethics is key to long-term value creation and will
Chain Management; Health, Safety and People Security;
contribute directly to improved business performance. The
Privacy and Security, are working alongside Human
Board has zero tolerance for corruption and Digi Group’s
Resource and Enterprise Risk Management to oversee
corporate values and ethical standards represent an
the daily operations of RB to meet the non-financial Key
important foundation for implementing our governance
Performance Indicators (KPIs).
framework.
Responsible Business Forum (RBF)
Digi’s efforts have positioned the Company amongst the
top ASEAN Public Listed Companies in terms of corporate
The RBF oversees the progress, issues and updates
governance effectiveness, and quality of disclosure has
of material issues identified in Digi’s Materiality Matrix
instilled investors’ confidence in Digi.
and is under the purview of the Chief Corporate Affairs
Officer (CCAO). These material issues are discussed and
These continuous efforts are reflected through Digi’s high
deliberated at the forum, chaired by the Chief Executive
scoring in Governance pillar across various environmental,
Officer (CEO). Other members of the forum include the
social and governance (ESG) rating assessments
Chief Human Resource Officer (CHRO), Chief Financial
conducted by reputable index providers such as
Officer (CFO), Chief Technology Officer (CTO) and other
FTSE4Good, MSCI and Sustainalytics. As one of the largest
senior leadership members. When needed, some material
listed telecommunication companies in Malaysia, Digi
issues are brought to the Board’s agenda for further
will continuously communicate with all stakeholders on
dialogues and guidance.
its good corporate governance practices whilst providing
ample opportunities for public feedback through Investor
Key functions of the RBF are to:
Relations engagements and all relevant stakeholders
communication channels.
• Formulate RB roadmaps, strategies and goals;
• Oversee ESG priorities, opportunities and non-financial
reporting performances; and
• Support and guide departments to meet RB goals.
Governance, Risk and Compliance (GRC) Committee
The GRC Committee is an avenue for Digi’s governance functions to share insights and strengthen effectiveness across the
three lines of defense. The GRC Committee consists of the Head of Compliance, Head of Internal Audit, Head of Enterprise
Risk Management and Head of Sustainability. The GRC Committee convenes quarterly through the Responsible Business
Forum where GRC matters, challenges and solutions are discussed. Significant matters requiring further deliberation are
escalated to the CEO and Audit and Risk Committee (ARC) as necessary to ensure prompt resolution.
Key functions of the GRC Committee are to:
• Provide guidance on GRC matters in alignment with Digi’s corporate governance controls and industry best practices;
• Deliberate the adequacy and effectiveness of GRC policies, procedures and initiatives to ensure that enterprise risks
are effectively managed;
• Promote efficient resource allocation through the holistic oversight of GRC initiatives to minimise overlaps and duplication
of effort; and
• Assist the CEO and ARC in fulfilling its oversight responsibilities on GRC matters.
Digi Sustainability Governance Framework
Digi Board of Directors

• Oversee Digi’s Responsible Business Focus and
performance of Digi Management Team
Quarterly Reporting
Digi Management Team
• Responsible for sustainable business policies and directions
• Oversee responsible business related risks and progress of non-financial KPIs
• Provides quarterly updates to the Board via RBF
Quarterly Reporting
Responsible Business Forum (RBF)
RBF is chaired by the CEO. Non-Financial Reporting (NFR) on people, social, and
environmental data is collected on an annual basis by the NFR Coordinator and signed
off by the CFO
Quarterly Reporting Governance, Risk and Compliance (GRC) Committee

The GRC Committee provides a platform for governance functions across Digi to
deliberate significant GRC matters and subsequently formulate appropriate responses
to address them. The Committee meets on a quarterly basis and is chaired by the
Compliance Officer
Ongoing Reporting
Quarterly Reporting
Sustainability, Compliance, Supply Chain Management, Health, Safety and People Security, Privacy
and Security, Human Resource and Enterprise Risk Management departments
Telenor Group Sustainability
• Guided by Digi’s Code of Conduct, policies and manuals, ESG guidelines, international best • Alignment to KPIs and
practices and recommendations global partnerships
• Align to relevant Telenor focuses (e.g. Group Sustainability, Group HSE, Group Compliance, etc.) • Annual non-financial
• Day-to-day management of responsible business principles, risks and issues reporting
• Ensure compliance of relevant responsible business related policies and principles
In stricter adherence to the updated MCCG in 2021, Digi has taken considerable measures, both existing and new
practices to enhance Board oversight and the integration of sustainability considerations in the strategy and operations
of Digi. The Board together with Management takes responsibility for the governance of sustainability in Digi including
setting Digi’s sustainability strategies, priorities and targets and ensures that the performance against these targets
are communicated to its internal and external stakeholders. The Board takes appropriate action to ensure they stay
abreast with and understand the sustainability issues relevant to Digi and its business, including climate-related risks and
opportunities. The CCAO is dedicated to drive strategic focus in managing sustainability, including the integration of
functional considerations in Digi.
Principle A – Board Leadership and Effectiveness
Digi’s Board has the appropriate balance of knowledge, skills, experience, diversity and independence to objectively and
effectively discharge their governance role and responsibilities.
The diversity in its membership creates value by promoting better decision-making and effective governance and the
Board has escalated its efforts to establish a diverse Board with a variety of skills, experience, age, cultural background
and gender. Similarly, the Board is committed to developing a corporate culture that embraces all aspects of diversity and
inclusion practices in the Group. The Board of Digi is guided by its Board Diversity Policy and accessible in Digi’s website at
https://www.digi.com.my/our-company/our-governance.
Board Balance and Composition Female Representative
3 Independent
Non-Executive Directors
3
50% 50%
Non-Independent
Female
Male
Ethnic Diversity Age Diversity
1 17%
33%
3 1 17%
Malay 45-50 years

Indian 55-60 years
Chinese 61-65 years
1
Other 66-70 years
33%
Board Skills and Diversity Board Roles and Responsibilities
The Board is diverse in demographics, skills and experience. The roles of the Chair of the Board and CEO are separated
The Board has members with a broad range of skills that and held by different individuals. Whilst the Chair of the
can help create value in the interests of all stakeholders. Board provides leadership of the Board, the CEO heads the
Management Team for the day-to-day management of the
business. The CEO has been delegated certain powers to
execute transactions that are guided by the CEO’s charter
Industry Background and in accordance with the authority limits as defined and
formalised.
• Telecommunications
The following Board Committees have been established to
assist the Board in its oversight function with reference to
International Experience specific responsibility areas:
• Global (i) Audit and Risk Committee (ARC)

• Regional (ii) Nomination Committee (NC)
(iii) Remuneration Committee (RC)
Functional Experience The Board Committees review matters within their Terms of
Reference (TOR) and make recommendations to the Board
• Information Technology for approval, where relevant. The Board is kept apprised of
• Logistics the activities of the Board Committees through circulation of
• Oil and Gas minutes of meetings of the Board Committees and update
• Banking on meeting deliberations and outcomes by the respective
• Leadership chairpersons of the Board Committees at meetings.
• Sales and Marketing
• Legal and Regulatory
• Operations Overview of the roles of the Board
• Merger and Acquisitions
• Audit Chair of the Board
• Corporate Governance, Risk Management and • Leads and manages the Board’s effectiveness with a
Internal Control keen focus on strategy, governance, risk and compliance;
• Accounting and Finance • Leads Board meetings, sets the agenda and promotes
• Taxation a culture of open debate between the Directors;
• Sustainability • Regularly engages with the CEO and the Management
• Human Resource Team to stay informed on operational matters; and
• Project Management/Engineering • Ensures effective communication with shareholders.
• Strategy Development
• Contribute to developing Digi’s strategies; and
• Scrutinise and constructively challenge the performance
Length of Service of Management in the execution of Digi’s strategies.
50%
0 to less than 4 years
3 Directors
33%
2 Directors
17%
1 Director
Senior Independent Non-Executive Director (Sr INED) The Board also has full access to the qualified Company
• Provides a sounding board to the Chair and appraises Secretaries, who are equipped with the skills and
his performance; expertise to provide comprehensive support, appropriate
• Acts as intermediary for other Directors, if needed; and governance and advice, to ensure adherence to corporate
• Responds to shareholders’ concerns as and when other governance issues and compliance with relevant policies
channels are exhausted. and procedures, and laws and regulatory requirements, in
addition to corporate secretarial matters.
Matters reserved for the Board
• Review, approve and adopt Digi Group’s strategic plans Meeting materials are provided to the Board and Board
and annual targets; Committees via a secured electronic Board portal at
• Overseeing and evaluating the conduct and least seven (7) days prior to the meetings to accord the
performance of Digi Group’s business; Directors’ sufficient time to assess and review the proposals
• Declaration of dividends, approval of financial or information. Materials are disseminated digitally and
statements, annual and quarterly reports of Digi and instantly. Board calendars and structured agendas are set
ensure integrity of financial and non-financial reporting; in advance and all Directors are expected to attend the
• Strategic investment, mergers and acquisition, scheduled Board meetings and relevant Board Committees
divestment and any corporate exercises; meeting in addition to the Annual General Meeting (AGM).
• Material acquisitions and disposition of assets not in the
ordinary course of business; Where there is an urgent need for ad hoc meetings, the
• Reviewing the adequacy and integrity of Digi Group’s Company Secretary in consultation with the Chair of
internal control system; the Board, will arrange for such meetings as and when
• Changes in Digi Group’s policies, procedures and necessary.
delegated authority limits; and
• Identifying and managing principal risks affecting Digi. Other than the aforesaid internal resources, the Board and
Board Committees have at their disposal access to external
Key features of the Board information and expert advice by engaging independent
• Separation of roles between the Chair of the Board and external experts at the expense of the Company, if they
CEO; deem it necessary in facilitating the performance of their
• The Chair of the NC and ARC are Independent Non- duties.
Executive Directors;
• Meets Board Diversity requirements, in particular gender Detailed description of these roles can be found on the
diversity with three (3) women serving as members of Board Charter inclusive of the Terms of References of the
the Board (50% female representation); Board Committees online at https://www.digi.com.my/
• Management do not sit on the Board; and our-company/our-governance.
• The Chair of the ARC is not the Chair of the Board.
Board Meetings
To further strengthen our board governance, we will review
the roles and responsibilities of the Chair of the Board and
the Board Committees, to ensure the Chair of the Board’s The Board held eleven (11) meetings during the year.
independence by not being a member of any Board Senior Management were invited, when appropriate to
Committees. This is to prevent self-review and risks impairing attend Board meetings. The CEO and CFO attended all
objectivity in boardroom deliberations on the observations Board meetings.
and recommendations given by the Board Committees.
Board Access to Management, Company

Secretaries, Information and External Experts
The Board has direct access to the Management Team

to arrive at informed decisions with unrestricted and
immediate access to information relating to Digi’s business
affairs.
Board Meetings
Directors Attendance %
Haakon Bruaset Kjoel (Chair of the Board) 11/11 100
Vimala V.R. Menon 11/11 100
Yasmin Binti Aladad Khan 11/11 100
Lars Erik Tellmann 10/11 90.91
Wenche Marie Agerup 11/11 100
Datuk Iain John Lo 1
6/6 100
Tan Sri Saw Choo Boon 2
5/5 100
Randi Wiese Heirung3 6/6 100
Notes:
1
Appointed as Director on 24 May 2021
2
Retired as Director on 18 May 2021
3
Resigned as Director on 30 June 2021
26 hrs 98.86% 43 hrs

Total hours of the Board Overall % of the Board meetings Total hours of the Board and
meetings attended by Directors Board Committee meetings
The Board is satisfied with the level of time commitment given by the Directors towards fulfilling their roles and responsibilities.
At present, none of the Directors hold more than five directorships in any other public listed companies at any point of
time.
Board Activities
During the financial year 2021, the Board focused on several specific areas in line with Digi’s strategic goals and principal
risks as outlined below:
Strategy
• Reviewed and approved Digi’s Group Strategy plan, ambitions, and targets
• Oversaw the implementation of Digi’s Group strategic and business plan through quarterly updates with the
CEO
• Reviewed and discussed Digi’s Group Corporate structure
• Reviewed the proposed merger exercise between Digi and Celcom Axiata Berhad
• Reviewed steps and actions taken in view of the Covid-19 pandemic for employees, business and operations
Financial Performance
• Approved the Quarterly Digi’s Group performance

• Approved the Quarterly Financial Results
• Approved the Quarterly Interim Dividend and solvency position
• Approved the Audited Financial Statements for Financial Year Ended 31 December 2020
• Reviewed and approved Digi’s Group ambitions and targets
• Reviewed and approved Digi’s Group Capital expenditure
• Approved the Recurrent Related Party Transactions by Digi Group
Risk and Internal Controls
• Reviewed the Enterprise Risk and Opportunities status update

• Reviewed Digi’s risk assessment encompassing financial and non-financial aspects
• Reviewed the Cyber security risks status and updates
• Reviewed the landscape risks impacting the business
• Reviewed the Anti-Corruption risks
• Reviewed the Business partners, distributors, credit and management risks
• Reviewed the implementation of appropriate internal controls and mitigation measures
• Reviewed the risk oversight on Management’s implementation of risk management policies and procedures
• Reviewed the Audit Status Report
• Approved the Internal Audit Plan 2021
• Approved the Statement on Risk and Internal Control for the Integrated Annual Report (IAR)
Governance
• Reviewed Digi’s compliance with the MCCG, Companies Act 2016 and the Main Market Listing Requirements
of Bursa Malaysia (MMLR)
• Discussed the MCCG gap assessment and implementation of the action plans
• Approved the 2020 IAR Statements
• Approved the CG Report to Bursa Malaysia
• Recommended the draft Circular to shareholders in relation to the Proposed Renewal Shareholders’ Mandate for
Recurrent Related Party Transactions of a Revenue or Trading nature and amendments of Articles of Association
for shareholders’ approval
• Approved Board and Board Committee restructuring
• Approved the remuneration package of the CEO and renewal of CEO’s contract
• Established and identified the Succession Plans for Management Team
• Analysed the Performance Evaluation for Board and Board Committee members
• Approved Digi’s revised Code of Conduct
• Reviewed Digi’s Anti-Corruption and compliance updates
Governance
• Approved Digi’s Board Calendar and Meeting plans 2022

• Reviewed and approved Digi’s CEO Short Term Incentive 2020 payout and Scorecard
• Reviewed and approved the revised Board Charter and TOR of the Board Committees
• Received the Minutes of Meeting of the Board Committees
• Recommended the payment of Directors’ fees and benefits payable to Independent Non-Executive Director for
shareholders’ approval
• Approved to convene the 24th Virtual AGM
• Recommended the Directors standing for re-election at the AGM
• Reviewed the tenure of Directors
Sustainability
• Reviewed Digi’s 2021 ESG performances, taking discussions on future outlooks and setting priorities for 2022
• Strategy workshop on Climate and Environment to assess Digi’s readiness and commitment to decarbonisation
and plans to adopt the Task Force on Climate-Related Financial Disclosures (TCFD) recommendations
• Reviewed Digi’s 2021 material matters as part of the Materiality Assessment exercise conducted with external
and internal stakeholders
Board Appointment Process
Digi practices a transparent and rigorous process on the appointment of new Directors. Nomination of Non-Independent
Non-Executive Directors (NINED) is made by Telenor, being the major shareholder of the Company. The search for
potential Independent Non-Executive Director (INED) is made through engagement of professional recruitment firm or
recommendations from existing Board members in identifying suitable qualified candidates to fill the vacant positions
based on the identified selection criteria approved by the NC. The NC will shortlist candidates for engagement sessions to
review the suitability of the candidate prior to recommending to the Board for approval. All potential candidates are first
considered by the NC, taking into account mix of skills, competencies, experience, integrity, personal attributes, and time
commitment. Diversity in terms of age and gender are also considered during the selection criteria.
During the year under review, Digi had engaged a professional recruiting firm to assist in the search for a new INED and
taking into account the mix of skills, competencies, experience, integrity, personal attributes, and time commitment. Datuk
Iain John Lo was appointed as INED on 24 May 2021.
Process Flow for Appointment of a Director
Identification Selection of Assessment Initial Interaction

of Skills/Gaps Candidates of Candidates with Candidates
Recommendation for
Induction Board Approval Review by NC
Board Approval
Board Re-election and Re-appointment
Article 98(A) of the Company’s Constitution provides that one-third of the remaining Directors are required to retire by
rotation and all Directors must submit themselves for re-election at the AGM at least once in every three (3) years.
Article 98(E) of the Company’s Constitution provides that any new Director appointed by the Board during the year is
required to stand for re-election at Digi’s next AGM.
In assessing the candidates’ eligibility for re-election, the NC considers their competencies, commitment, contribution,
performance based on the annual assessment and their ability to act in the best interest of Digi. The NC is satisfied
with the performance, contribution and effectiveness of the Directors. The Board at its meeting held on 11 March 2022
endorsed the recommendation of the NC for the following Directors to be considered for re-election pursuant to Article
98(A) and 98(E) of the Company’s Constitution at the Twenty-Fifth (25th) AGM and they have given their consent for re-
election. The re-election of each Director will be voted as a separate resolution during the 25th AGM.
Article 98(A) Article 98(E)
• Haakon Bruaset Kjoel • Datuk Iain John Lo

• Lars Erik Tellmann
As at the date of this report, all of the INEDs of the Company have not exceeded the cumulative terms of nine (9) years.
During the NC and Board Meetings held on 9 March 2022 and 11 March 2022 respectively, the NC and Board, through their
annual assessment, have reviewed and recommended the retention of Puan Yasmin Binti Aladad Khan (Puan Yasmin)
who will serve the Board for more than nine (9) years on 23 July 2022 as an INED of the Company to the shareholders for
approval at the forthcoming AGM based on the following justifications:
• She fulfilled the criteria under the definition of Independent Director as stated in the MMLR;
• Puan Yasmin’s vast experience enables her to provide the Board with a diverse set of experience, expertise, skills and
competence. She has good understanding of the industry and the Company’s business operations which enables her
to participate actively and contribute effectively for robust discussion at the ARC, NC, RC and Board Meetings without
compromising her independence and objective judgement;
• She has exercised due care and promotes good corporate governance practices during her tenure as INED of the
Company and carried out her duties in the best interest of the Company; and
• Sufficient time is required by the Company to find a suitable successor for Puan Yasmin as an INED, who is also the
Chair of the NC and a member of the ARC, and RC to ensure an orderly succession plan.
Board Performance Evaluation
Every year, under the purview of the NC, the Board performance evaluation is undertaken to assess the effectiveness of
the following:
• The Board as a whole and the Board Committees

• Contribution of each individual Director
• Independence of INED
• Performance evaluation of the CEO and CFO
During the year, the Board performance evaluation was conducted internally through an online platform, focuses on
maximising the effectiveness and performance of the Board and its Committees in the best interest of Digi. The Board
performance evaluation results were compiled by an independent external secretarial firm to facilitate the Board
evaluation.The Board has also engaged an external consultant during the year to conduct Board Effectiveness Evaluation
(BEE) exercise to bring a more outside-in view and deeper understanding of current Board performance and identified
potential focus areas.
Based on the 2021 Board evaluation findings, the Board is satisfied and acknowledged that the Board has continued
to carry their duties well and amicably with most areas rated in the range of “3” (Moderate/Developing), “4” (Good/
Competent) to “5” (Strong/Outstanding). The respective Board Committees had performed their responsibilities diligently
and efficiently. The Board evaluation also assesses the effectiveness of the Board Committees, particularly in the elements
on function, composition, skills & competencies, meeting administration and ESG management.
All Board Committees received positive response with no areas of concern indicating that the Committee members have
discharged their duties and responsibilities well with professionalism to uphold the interest of Digi and other stakeholders
and to meet the needs of Digi Group.
Self and Peer Evaluation are conducted to assess each Director’s professional competency, attributes, and personality.
Directors’ Peer Evaluation overall results continued to be high in 2021. The assessment also includes the evaluation of
the performance of the Board in addressing the company’s material sustainability risks and opportunities. Within the
assessment the Board has also assessed the Senior Management (for CEO and CFO) on overall sustainability management
in meeting Digi’s sustainability targets.
2022 Priorities
Based on the 2021 results and moving forward, the Board continues to navigate a complex, unsettling environment
following a year of geopolitical turmoil, social unrest, economic volatility, and the ongoing Covid-19 pandemic. The Board
has identified the following priorities for 2022:
• Strategy and risk

• Crisis management
• 5G technology and networks
• Growth and performance
• Human capital and workforce issues
• Corporate purpose and ESG matters
The Board evaluation questionnaires towards an effective Board covers the following parameters:
Responsibility and Conduct Structure and Composition Process and Administration
• Business strategy governance • Diversity • Board focus, agenda and

and implementation • Members’ competencies frequency of meetings
• Risk management and • Board and Board Committee • Sufficient information
internal control composition availability on timely basis
• Company’s value creation • Relationship with
• ESG Management and stakeholder
(1) Summary of Strengths and Challenges (2) Areas of Improvement (3) Professional Development
Board Discussion Action Plan Initiatives
# More information on the Board Performance Evaluation process can be found in the Corporate Governance Report on our website at www.digi.com.my/
annualreport/index.html
Induction and Continuous Professional Development
An induction programme is conducted for newly appointed Directors via a briefing session by the Senior Management
Team to provide the necessary information and to assist them in understanding the operations of Digi Group, current
issues and corporate strategies. All Directors have completed the Mandatory Accreditation Programme. Datuk Iain John
Lo, who was appointed as INED on 24 May 2021 has attended the induction programme organised by Digi.
All Directors are encouraged to attend continuous education programmes, talks, seminars, workshops and conferences
to enhance their skills and knowledge and to ensure that they are kept abreast with the new developments in the
business environment and corporate governance.
Despite the Covid-19 pandemic, all Directors ensured continuous participation in virtual trainings and development
programmes. Details of the trainings and programmes attended by the Directors during the financial year are outlined
below:
Name of Director Training Programme/Conference/Seminar

Haakon Bruaset Kjoel • First module on the International Directors Programme from INSEAD
• Telenor Research: The Business of 5G - today and tomorrow
• Digi Strategy and Capex Workshops
Name of Director Training Programme/Conference/Seminar

Vimala V.R. Menon • Nomination & Remuneration Committee – Beyond Box Ticking
• Data and AI insights – Driving Growth in a Digital World
• Conversations in Global Finance
• Asian Economic Forum
• Understanding Board Decision Making Process
• Strategy and Capex Workshops
• Economic Insights Q4 2021
• Securities Commission Audit Oversight Board conversation with audit committee
Yasmin Binti Aladad • Information Security Awareness
Khan • 2020 Leadership Profile and Assessment
• DPDHL Data Privacy Policy
• Certified Logistics Leadership
• Certified Data Protection
• Advanced Competition Compliance
Wenche Marie Agerup • Telenor Research: The Business of 5G - today and tomorrow
• Governance in Groups arranged by Iclif Executive Education
Lars Erik Tellmann • Telenor Research: The Business of 5G - today and tomorrow
Datuk Iain John Lo • FIDE - Financial Institution Directors Education by Iclif ABS
(Appointed on 24 May • RHB - MACC Section 17A and Adequate Procedures
2021) • SIDC - Capital Markets Training Modules
• RHB - MFRS17 Insurance Contracts, Ernst & Young
• ASB Implementing changes in MCCG
• FTI Consulting Defending your company and keeping up with key Cybersecurity risks
• ASB Risk Management Committee - Banking Sector
• Shell & Malaysian Dutch Business Council - The tree, the sky, the sun - a pathway towards
Malaysia’s carbon neutral future
• RHB Internal Capital Adequacy Assessment Process by Stamford Academy
• UN Global Compact ESG & Leadership, Formula for a Sustainable Future
• PWC Task Force on Climate-Related Financial Disclosures Annex
Nomination
NominationCommittee
Committee(Nc)
(Nc)Report
Report
Committee membership Meetings attended Responsibilities

Yasmin Binti Aladad Khan 2/2 • Regularly review the structure, size and composition (including
(Chair) the skills, knowledge, experience and diversity) of the Board
• Review the succession planning for Directors and Digi
Haakon Bruaset Kjoel 2/2 Management Team
• Responsible for identifying and nominating for the approval of
Datuk Iain John Lo - the Board, candidates to fill Board’s vacancies as and when
(Appointed on 24 May they arise
2021)
Tan Sri Saw Choo Boon 1/1

(Retired on 18 May 2021)
The NC consists of a majority of INED in compliance with the requirement of the MMLR of Bursa Malaysia, which provides
that the NC must comprise exclusively Non-Executive Directors, a majority of whom must be Independent.
Main Activities of the NC for 2021
• Annual assessment and review of composition of • Conducted induction programmes for newly
Board and Board Committees appointed Director assisted by the Company
Secretary
• Facilitated the 2021 BEE and validated the results
thereof • Assessed the independence and time
commitment of each INED
• Reviewed the tenure of INED
• Conducted annual review on the NC’s Terms of
• Reviewed the Directors’ training requirements Reference and Board Diversity Policy
• Reviewed the Board’s Skills and Experience Matrix • Reviewed Performance Planning and Key
• Recommended the appointment of Datuk Iain John Performance Indicators for CEO
Lo as INED and re-designation of Ms Vimala V.R. • Assessed and recommended to the Board on the
Menon as Sr INED re-election of Directors
• Reviewed the NC Report for inclusion in the 2020
Integrated Annual Report
Key Matters Reported to the Board
The Chair of NC updated the Board on matters of major importance deliberated at the NC meetings and its
recommendations. The copies of confirmed minutes of each NC meeting were also circulated to the Board for notation.
Among the key matters considered by the NC during 2021 were the following:
Significant matters Description Outcome
Engaged an external consultant Bringing in a more outside-in The findings and key areas
during the year to conduct BEE view and deeper understanding were identified and formed as
exercise of current Board performance priorities for 2022
and identify potential focus
areas
Priorities for 2022
• To evaluate the effectiveness and efficiency of Board meetings

• To evaluate the effectiveness of the Company Secretary department
• To develop a well-defined strategic agenda
• To enhance Director onboarding program and Directors’ trainings
Remuneration Committee(Nc)
Nomination Committee (Rc)Report
Report

Haakon Bruaset Kjoel 4/4 • Ensure the remuneration package of Non-Executive Directors
(Chair) are well-structured and able to attract, retain and motivate
Directors
Yasmin Binti Aladad Khan 4/4 • Implement remuneration policies and procedures
Wenche Marie Agerup 4/4
The RC comprises all Non-Executive Directors who oversee the implementation of the remuneration policy and structure,
and reviews and recommends matters relating to the remuneration for Directors and Management to the Board.
Main Activities of the RC for 2021
• Discussed the proposed fee and benefits payable for • Recommended the proposed remuneration
the INEDs package of the CEO
• Conducted annual review on RC’s Terms of Reference • Recommended the CEO’s Short-Term Incentive
and Non-Executive Directors’ Remuneration Policy 2020 payout and 2021 scorecard
Directors’ Remuneration
The Board remuneration approach is aligned to our strategic objectives, allowing us to attract, motivate and retain high
caliber talent. The design of the Board’s remuneration structure embraces market practices and trends and includes
attractive benefits payable to the INEDs.
Each of the INEDs abstain from deliberating and voting on his or her own remuneration. The NINEDs receive their
remuneration from their employing companies within the Telenor Group and do not receive any form of remuneration
from Digi.
The breakdown of the Directors’ remuneration paid in 2021 is as follows:
Benefit-
Directors’ Fees in-kind TOTAL
(RM) (RM) (RM)
Independent Non-Executive Directors Company Subsidiaries Company
Vimala V.R. Menon 275,000 19,350 5,300 299,650
Yasmin Binti Aladad Khan 312,742 Nil 300 313,042
Datuk Iain John Lo 163,306 Nil 4,499 167,805
(Appointed on 24 May 2021)
Tan Sri Saw Choo Boon 110,699 12,212 300 123,211
Total 861,747 31,562 10,399 903,708
Senior Management’s Remuneration
The remuneration packages for Senior Management Team are set based on industry standards, reflecting the senior
management’s roles, responsibilities, level of skills and experience, and motivates performance. The reward matrix is
assessed based on the Company’s performance indicators under our three (3) strategic pillars.
Priorities for 2022
• To review and refresh performance conditions on benefits payable for the INEDs
• To review and propose the remuneration package of the CEO
# Please refer to our website at https://www.digi.com.my/our-company/our-governance for the Non-Executive Directors’ Remuneration Policy, and
Remuneration Policy and Procedure for Senior Management
Principle B - Accountability and Effective Audit and Risk Management
Audit and Risk Committee Report
Composition and Terms of Reference
In line with the requirements of Paragraph 15.09(1)(a) and (b) of the Main Market Listing Requirements of Bursa Malaysia
(MMLR), the composition of the Audit and Risk Committee (ARC) and attendance of each member at the ARC meetings
are as follows:

Vimala V.R. Menon 6/6 • To ensure that ARC meetings run efficiently, and each
(Chair, Senior Independent agenda item is thoroughly and thoughtfully discussed by
Non-Executive Director) all members of the Committee
• To provide oversight of the financial reporting process, the
Yasmin binti Aladad Khan 6/6 audit and risk management process, the system of internal
(Independent controls and compliance with laws and regulations
Non-Executive Director)
Datuk Iain John Lo 3/3

(Independent
(Appointed on 24 May 2021)
Lars Erik Tellmann 2/2

(Non-Independent
(Appointed on 30 June 2021)
Tan Sri Saw Choo Boon 3/3

(Senior Independent
Randi Wiese Heirung 4/4

(Non-Independent
(Resigned on 30 June 2021)
The ARC held six (6) meetings during the financial year Risk Management and Internal Control
ended 31 December 2021.
(a) Reviewed Digi’s top risk profiles and deliberated on the
No alternate Directors were appointed as members of the
significant threats and opportunities on a quarterly
ARC.
basis, including progress and adequacy of mitigation
strategies.
Vimala V.R. Menon is a Fellow of the Institute of Chartered
(b) Discussed improvements to the Enterprise Risk
Accountants in England and Wales, and a member of
Management process to ensure proactive and
the Malaysian Institute of Accountants. The ARC, therefore,
holistic risk identification and monitoring of mitigation
meets the requirement of Paragraph 15.09(1)(c)(i) of the
actions to reduce risk impact to an acceptable level.
MMLR, which requires at least one (1) member of the ARC
(c) Evaluated the overall adequacy and effectiveness
to be a qualified accountant.
of internal controls through review of the work
performed by both internal and external auditors,
The duties and responsibilities of the ARC are set out in its
other assurance providers within Digi, and discussions
Terms of Reference which is accessible in the Corporate
with Management.
Governance section of Digi’s website at https://www.digi.
com.my/our-company/our-governance.
Internal Audit
There is a cooling-off period of at least 3 years before a
former partner of an external audit firm can be appointed (a) Deliberated and provided input to the risk-based
as a member of the ARC. Internal Audit Plan to ensure adequate scope and
coverage of Digi’s strategic ambitions, goals and
The CEO, CFO and Head of Internal Audit attend the ARC activities prior to recommending to the Board for
meetings as permanent invitees. The Chair of the ARC may approval. Monitored the progress of the approved
also invite other Board members and/or Management to Internal Audit Plan and approved changes to the
participate in the meetings, when necessary. Internal Audit Plan (if any) in response to changes in
the organisation’s business, risks, operations, systems
The external auditors were invited to the ARC meetings to and controls.
present their annual audit plan and to discuss the quarterly (b) Reviewed and deliberated on internal audit
unaudited financial results and annual audited financial reports, audit recommendations and adequacy of
statements, as well as other matters deemed relevant. Management’s response to these recommendations.
Both the internal and external auditors have unfettered Significant issues were discussed at length with the
access to members of the ARC including the Chair of ARC, presence of relevant Management team members
throughout the year. to ensure satisfactory and timely remediation actions
have been committed by Management to address
All deliberations during the ARC meetings, including the identified risks.
issues tabled and rationale adopted for decisions were (c) Monitored the implementation of action plans agreed
properly recorded. Minutes of the ARC meetings were by Management on outstanding audit findings on a
tabled for confirmation at the following ARC meeting and quarterly basis, to ensure that all actions have been
subsequently presented to the Board for notation. The implemented based on the committed timelines until
Chair of the ARC reported to the Board on the activities the ARC is satisfied that adequate controls are in
and significant matters discussed at each ARC meeting. place.
(d) Provided guidance on ad hoc matters arising from
on-going internal audit activities.
Summary of Activities of the ARC (e) Evaluated the effectiveness of the Internal Audit
function through evaluation of its performance and
The ARC carried out the following major activities during competencies, as well as monitoring the sufficiency
the year: of resources and total costs, to ensure that it has the
required expertise to discharge its duties.
(f) Reviewed and approved updates to the Internal Audit
Charter.
(g) Reviewed and deliberated on investigation findings (ii) Discussion of significant financial matters at length
and Management recommendations on remedial to ensure compliance with internal accounting
actions covering disciplinary and/or corrective policies and Malaysian Financial Reporting
actions. Extensive discussions were conducted with Standards (MFRS), focusing on MFRS 16.
the Management on the root cause of the incidents
and risk exposure before the remedial actions were External Audit
endorsed. Periodic updates are furnished to the
ARC to ensure adequate and timely closure of the (a) Reviewed the scope of work of the external auditors
remedial actions. confirming their independence and objectivity.
(h) Reviewed the revisions made to the Investigation (b) Reviewed external auditors’ Management Letter
Manual. together with Management’s responses, to ensure
that appropriate actions have been taken.
Compliance Programme (c) Monitored on a quarterly basis, all non-audit services
and fees incurred in which the external auditors were
(a) Monitored the status of internal misconduct cases engaged, taking into account external auditors’
reported to the Board and the ARC on a quarterly basis, independence and objectivity. The amount incurred
including on-going investigations, in accordance with by Digi and on group basis in respect of audit fees and
Digi’s Code of Conduct and Governing documents. non-audit related fees for services rendered by the
(b) Deliberated on the results of compliance cases and external auditors is disclosed in Note 7 to the financial
directed Management to implement and/or enhance statements and in the Additional Compliance
controls to prevent recurrence, including conducting Information in this Integrated Annual Report.
education programmes to increase awareness. (d) Met privately with the external auditors at the ARC
(c) Reviewed the status of the planned mitigation actions meetings held on 26 January 2021 and 18 October
developed from the results of the Compliance risk 2021 to ensure there were no restrictions to the scope
assessment performed in 2020. of their audit and to discuss significant matters that
(d) Reviewed the annual compliance programme arose during the course of audit.
which includes risk assessment activities, monitoring (e) Evaluated the performance of the external auditors
activities, policy review initiatives, training and and made recommendations to the Board on their
awareness programmes for Digi employees. re-appointment, subject to the approval of Digi’s
(e) Reviewed the revised Compliance department shareholders at the general meeting.
structure, comprising 3 units, namely Governance,
Risk & Monitoring and Knowledge. Related Party Transactions
(f) Reviewed and deliberated on the compliance
monitoring activities, risk assessment activities (a) Reviewed the annual mandate compiled for recurrent
and case resolutions undertaken by Compliance related party transactions.
and ensured timely implementation of proposed (b) Reviewed related party transactions as disclosed in
remediation and control measures by Management the financial statements and performed quarterly
across functions in Digi. monitoring of the mandate for recurrent related party
transactions to ensure compliance with the MMLR
Financial Reporting and Digi’s policies and procedures.
(c) Reviewed and deliberated on any new related party
(a) Reviewed Digi’s unaudited quarterly financial results transactions to ensure that the terms and conditions
and audited annual financial statements, and related of the transactions are commercially based and at
announcements, before recommending them for the arm’s length.
Board’s approval, including:
(i) Deliberation on significant audit and accounting
matters highlighted, comprising Management’s
judgments, estimates or assessments made
and sufficiency of disclosures in the financial
statements; and
Other Activities Its effectiveness is monitored through continuous internal

and external quality assessments and the results are
presented to the ARC. The internal assessment is performed
(a) Reviewed and recommended to the Board; the
annually while the external assessment by a certified body
ARC Report, Directors’ Responsibility Statement and
is conducted once every five (5) years. The last external
Statement on Risk Management and Internal Control,
assessment was conducted in October 2020, and was
for inclusion into the Integrated Annual Report.
performed by a qualified, independent assessor.
(b) Reviewed and recommended the revised Terms of
Reference of ARC for Board’s approval.
The Internal Audit Department executed a total of 15
(c) Reviewed the proposed dividend payout on a
reviews during the year, including advisory services. The
quarterly basis, taking into consideration the cash flow
reviews covered key risk areas and focused on the efficiency
requirements before recommending for the Board’s
and effectiveness of governance and controls over the
approval.
following: business division operations, management of
(d) Reviewed and made the appropriate
network site electricity, dismantled technical inventory
recommendations the Board on the proposed merger
management, debt collection agency management,
of Celcom Axiata Berhad and Digi.
digital partnerships and digital payments, the newly
implemented procurement sourcing tool, waivers and
Internal Audit Function adjustment processes, including Pusat Internet Komuniti, i.e.
community centres where free internet access is provided
The Internal Audit Department reports functionally to the in underserved areas. In addition to the reassessment of
ARC, to ensure impartiality and independence in executing controls over cyber security policies and procedures, a
its role. Its primary responsibility is to provide risk-based and review was conducted to assess the strength of the SS7
objective assurance, advice and insight to the Board and Network Security Governance Policies pertaining to SS7/
Management on Digi’s internal control, risk management Diameter security and monitoring across Digi network as
and governance system. well as the ability to defend against malicious signaling
traffic. The Internal Audit Department had also conducted
The Internal Audit Department comprising seven (7) internal investigations into allegations of misconduct and
members is led by Serena Chin, who has 15 years of breach of the Code of Conduct by employees.
audit experience in various industries such as property
development, education, capital markets, banking Internal Audit staff performed an annual declaration on
and insurance. She also has eight (8) years of project their adherence to the Code of Ethics, and that they are
management experience and spent two (2) years free from any relationships or conflict of interest, which
in an operational role within the capital markets could impair their objectivity and independence. Any non-
regulatory environment. She holds a Bachelor of Business conformance and/or conflict of interest will be reported to
(Accountancy) degree from RMIT University and is a either the Head of Internal Audit or to the Chair of the ARC.
member of the Malaysian Institute of Accountants. To The total costs incurred for the Internal Audit Department
further preserve the independence of the Internal Audit in respect of the financial year ended 31 December 2021
function, the performance of the Head of Internal Audit is amounted to RM1.99 million (2020: RM1.50 million).
appraised by the Chair of the ARC.
Principle C – Integrity in Corporate
The Internal Audit function is guided by the provisions of Reporting and Meaningful Relationship with
its Internal Audit Charter, which is reviewed and approved
Stakeholders
by the ARC annually. The internal audit function’s activities
conform to the Institute of Internal Auditors International
Standards for the Professional Practice of Internal Auditing, Our Approach
set forth by the Institute of Internal Auditors.
We recognise that stakeholder engagement is an
The Head of the Internal Audit, reporting directly to the ARC, important component of good corporate governance.
is responsible for enhancing the quality assurance and
improvement programme of the internal audit function.
Digi places importance in providing the necessary access reports. Our IR team is available at all times and can be
to all stakeholders to the same information and disclosures contacted via electronic mail at [email protected] or
as part of our commitment of fulfilling our obligation to via the enquiry form as obtained on our IR websites.
provide equal and credible information to all stakeholders.
This is also in line with our practice to treat all shareholders Conduct of General Meetings
equally, without any preferential treatments to institutional
investors and other stakeholder groups. Our solid approach The AGMs serve as the principal avenue for shareholders
in stakeholder engagement is supported by Digi’s Financial to engage the Board and Management Team in a
Disclosure Policy and Corporate Communication Policy constructive two-way dialogue. Shareholders are
which outlined a comprehensive approach to deliver open encouraged to actively participate during the AGMs by
and clear communication in line with MMLR. raising questions and providing feedbacks to the Board
and Management Team.
Nevertheless, additional details of Digi’s stakeholder
communication approaches in line with Practice 12.1 of In view of the COVID-19 pandemic situation and as per the
MCCG can be found in the Key Relationships write-up under Guidance Note and Frequently Asked Questions on the
Section 3: Strategic Review on pages 30 to 32 of this report. Conduct of General Meetings for Listed Issuers issued by
the Securities Commission Malaysia, Digi had successfully
Investor Relations (IR) in Digi convened its 24th AGM as a fully virtual meeting conducted
via live streaming. All members participated the AGM online
The IR unit, headed by the Head of Investor Relations who and voted electronically using the Remote Participation
reports directly to the CFO, facilitates communication and Electronic Voting (RPEV) facilities. Meanwhile,
between the Company and the investment community. shareholders and proxies of Digi were also able to submit
Adapting to Covid-19 business restrictions and the shift in their questions electronically via the virtual event platform
way of work, the IR unit has effectively embraced digital before and during the AGM. The success of our virtual AGM
communication tools to carry out all IR programmes, was measured in a survey sent to all members post-event
including digitising investors meetings, management which highlighted our effectiveness to provide a solid virtual
roadshows and all the Company’s events since 2020. communication between Shareholders and the Company.
The unit is highly committed to provide content-rich and
credible information in times of uncertainty with open For the upcoming 25th AGM which is scheduled to be held
and transparent communications, to keep the community on 13 May 2022, the notice of the AGM has been made
informed remotely. The quick adaptation to digital channels available to shareholders for not less than twenty-eight (28)
in a new normal has yielded the recognition by Malaysian days prior to the meeting in order to accord shareholders
Investor Relations Association (MIRA) as the Company with with sufficient time to review the Company’s financial and
Best Innovation and Use of Technology in IR, awarded in operational performance as well as the resolutions that are
December 2021. to be tabled during the 25th AGM.
In addition, the dedicated Investor Relations section on The extended notice period is also intended to enable
Digi’s corporate website: http://digi.listedcompany.com/ shareholders to make the necessary arrangements to
has been enhanced during the year under review with attend the 25th AGM. Digi will continue to leverage on digital
interactive infographics and digital formatting to include and video conferencing tools to conduct the upcoming
mobile-friendly features. As a result of our improved efforts, 25th AGM virtually, with advanced features to allow
Digi was awarded with Best Investor Relations Website by participants to access Questions and Answers (Q&A) tabs.
MIRA which highlighted our continuous promise to provide These technologies are backed with high cybersecurity
comprehensive information enabling the investment features and will be critical to facilitate voting in absentia
community to make informed and strategic decisions, and remote shareholders’ participation. Lastly, the AGM
whilst ensuring equal access to valuable information. minutes and summary of Q&A dialogues will be published
on our corporate websites for public viewing following the
Furthermore, we welcome feedback and enquiries from conclusion of the 25th AGM.
our stakeholders and the public on our reporting as part of
our improvement journey to deliver high quality corporate
2021 Investor Calendar
Throughout the year, the team successfully organised six (6) Company events, five (5) non-deal roadshows (NDR), thirteen (13)
ESG events, over forty (40) Investor meetings, seven (7) Conferences and others. The summary of the investor engagements was
further illustrated below, while the full IR calendar can be found via https://digi.listedcompany.com/financial_calendar.html.
Key reflections in investor engagements strategy during the pandemic:
9% • Increased focus for ESG thematic events and dialogues to

7% communicate Digi’s overall ESG strategy and performances,
alongside discussion on potential exposures to ESG related
risks
8%
• Organised in-house management roadshows instead of
engaging brokers as a proactive approach to garner wider
Investor meetings mix of audiences to address information demand across
Company events the globe
Conferences & others
• Increased thematic engagements to focus on technology
ESG events
and emerging business trends particularly on 5G and
NDR
National Digitalisation Plan to articulate the company’s
59% 17%
value creation strategies
• Adopted content-driven strategy to enhance investor

presentations with sufficient contextual information to
complement with the quarterly financial disclosures
Summary of Investor Discussion
The Head of Investor Relations plays a more central role to close information gaps and inform the market on broader
material issues affecting the business’s results and prospects. Pertinent matters such as strategic developments, financial
results and material ESG issues were often raised and discussed throughout the year, as summarised below:
Key topics raised Our responses

Company’s efforts to drive • All Digi Stores and retail frontliners are 100% fully vaccinated against Covid-19 virus
operational recovery in a • Strict safety measures in place to provide a safe environment for customers and
new normal employees to engage
• Enhanced all digital and self-serve channels to drive digital self-serve channels and
broaden customer reach

Prioritisation on network • Rated as the fastest and most consistent network nationwide by Ookla as a testament
investment of Digi’s commitment to maximise best internet experience
• Maintained competitive network through consistent network and infrastructure spend
by focusing at critical and key growth locations
• Increased nationwide 4G and 4G LTE network coverage and improved in-door
coverage for urban and suburban areas in line with the targets set by Jalinan Digital
Negara (JENDELA) initiative
• Completed nationwide 3G shutdown as part of the JENDELA initiative to enable 3G
spectrum to be repurposed to enhance the 4G LTE network performance
Industry development and • Joint industry effort to provide free data daily for productivity and education sites
market competition alongside zero-rated access to websites providing essential information
• Continued focus to provide customers with compelling product propositions and
differentiated customer experiences
• Rewarded and incentivised customers with data bonuses and freebies
• Re-designed affordable bundle deals and segmented products to serve broader
Malaysians, particularly youth and B40 groups to provide easy access to internet and
connectivity
Ensured sustained financial • Resilient performance on good underlying performances despite Covid-19 effects on
growth and shareholder roaming and migrant revenue reductions
returns • Delivered cost savings led by cost optimisation efforts and efficient bad debt risk
management
• Recorded the highest return on equity over three years for Big Cap companies (RM10-
40 billion market capitalisation) in Telecommunications and Media by The Edge Billion
Ringgit Club 2021
ESG performances • Completed Climate Data Integrity exercise guided by an independent advisor to
particularly on continuously improve climate data collection methodology and management
environmental approach
management and supply • Commendable ESG scores as rated by index providers
chain management • Tightened internal controls and monitoring mechanisms to manage environmental
impacts
• Strengthened ESG considerations across supply chain management and processes
whilst fully digitalising the entire processes amid Covid-19 disruptions
Integrity in Corporate Reporting
In Digi, we have established formal and rigorous processes and strives to present shareholders with a balanced and
comprehensive assessment of the Company’s financial performance, challenges and outlook. This includes the annual
Directors’ Report and other reports in the Company’s corporate reports portfolio released to the public.

Financial reporting and To facilitate this, the Company implemented additional internal controls to ensure the
disclosure integrity of corporate reporting systems, including the accuracy of financial reporting
alongside the advisory and audit services by third party
Prior to the release to public domain, quarterly financial reports and Management
Discussion and Analysis (MD&A) have been reviewed by the ARC, and ultimately
approved by the Board. All financial statements are prepared in accordance with the
requirements set out in the MFRS, the International Financial Reporting Standards (IFRS),
MMLR and the Companies Act 2016
Integrated Annual Report This is Digi’s third (3rd) Integrated Annual Report prepared in accordance with the
(IAR) principles prescribed by the International Integrated Reporting Council (IIRC) and
twentieth (20th) Annual Report produced since our listing on Bursa Malaysia in 1997
The report provides a comprehensive coverage of the Group’s operations and financial
performance in 2021, following meticulous process of reviewing and evaluating by our
appointed Auditor, alongside the compulsory reviews by Senior Management Team
Our Board will also be providing its final approval prior to the publication to the market to
protect the integrity and accuracy of all information in our annual reports thus provide
stakeholders with appropriate information to make informed decisions
Statement by the Board
The Board has reviewed, deliberated and approved this Statement on 11 March 2022.
# More information on Digi’s principles and practices for corporate governance can be found at the Governance section
at https://www.digi.com.my/our-company/our-governance.
Statement on Risk Management and Internal Control
Pursuant to Paragraph 15.26 (b) of the Main Market Listing Requirements of Bursa Malaysia Securities Berhad (Bursa
Malaysia), the Board of Directors of listed companies is required to include in their annual report, a statement about the
state of risk management and internal control of the listed issuer as a group. Digi Board of Directors (the Board) is pleased
to provide the following statement that has been prepared in accordance with the Statement on Risk Management and
Internal Control: Guidelines for Directors of Listed Issuers endorsed by Bursa Malaysia. The Statement outlines the nature
and scope of risk management and internal control within Digi during the financial year under review.
RESPONSIBILITIES AND ACCOUNTABILITIES and internal controls by identifying and evaluating risks
faced and monitoring the achievement of business goals
The Board acknowledges its responsibility for the and objectives within the risk appetite parameters.
establishment as well as oversight of Digi’s risk
management framework and internal control systems. RISK MANAGEMENT
The risk management framework and internal control
systems are designed to identify, assess and manage risks Digi’s risk management framework provides the foundation
that may impede the achievement of business objectives and process on how risks are managed across Digi. Our
and strategies. The Board also acknowledges that the process is broadly based on ISO 31000:2018.
internal control systems are designed to manage and
minimise, rather than eliminate, occurrences of material Risk management responsibilities in Digi are defined in the
misstatement, financial losses or fraud. framework where Risk Management function is responsible
to implement the enterprise risk management process.
The Board, through the Audit and Risk Committee (ARC)
periodically reviews the effectiveness and adequacy of Digi’s Management Team (Management)’s key role is to
the risk management framework and internal controls identify significant threats and opportunities, evaluate the
by identifying, assessing, monitoring and reporting key risk profile and drive mitigation strategies on a regular basis.
business risks with the objective to safeguard shareholders’ All line managers are required to assume responsibility for
investments and Digi’s assets. risk management within their areas of responsibility and
ensure that risk management is embedded in the day-to-
Management is responsible for implementing Board day business and decision-making processes.
approved policies and procedures on risk management
The diagram below illustrates the roles and responsibilities of risk management practices across Digi.
Roles & Responsibilities of Managing Risks:

External Assurance by
Board of Directors & Board Committee Fourth Line of Defence
• External auditors,
Digi Management Team regulators or agencies
compliance checks
MANAGE by oversee by ASSURANCE by

First Line of Defence Second Line of Defence Third Line of Defence
• Business/function owners who • General functions oversee & • Internal audit provides
own & manage risks report on risks independent assurance
• Advisor to first line • Advisory role to improve
processes
Business policy, procedures
& controls implementation Governance policy, procedures
& controls implementation Ensure first-tier and second-tier Highest level of oversight
defence operate as expected
Digi’s risks are identified based on risk assessments performed relative to the organisation’s ambition and objectives from
our strategic planning process. The identified risks are assessed and deliberated by Management and mitigated through
strategies which are monitored for progress to maintain the risk exposure within acceptable level.
Management reports Digi’s top enterprise risks to the Board and ARC in a risk heat map on a quarterly basis. Movement
and mitigation status of material risks are reviewed and deliberated to ensure oversight and adequate risk governance.
To strengthen our risk management framework, we have continuously improved to enhance our risk management
practices and increase the scope across Digi.
Refer to the diagram below for an overview of the risk management framework and processes implemented in Digi:
Risk Management Framework
• Risk Management Policy and Framework

• Risk Management Manual
Strategic Planning Process
Digi’s Objectives, Top-down Strategic

Strategy, KPIs Risk Identification and Assignment
Bottom-up Divisional/
Operational Risk Identification and
Assignment
Risk Assessment
and Mitigation Plan
Continuous Risk
Monitoring Process
Improvement Responses
Risk
Monitoring
A summary of key risks identified by Management and reported to the ARC and the Board during the financial year
are captured below. Monitoring of mitigation activities is on-going and continuous to ensure risk exposures are within
acceptable level. Please refer to ‘Our Key Risks in Section 3: What is Our Plan for Success?’ for full description of these risks.
Market and Competitive Risk Business Continuity Risk
Risk on revenue growth due to competitive operating Continuity of Digi’s critical service areas and
landscape, consumer spending behaviors and functions during Covid-19 outbreak and natural
prolonged economy recovery from Covid-19 disasters
Employees’ Health and Safety Risk Network Experience Risk
Covid-19 related impact on employees’ health Investment prioritisation in digitisation and network
and safety, as well as hazard and safety risk at modernsation to improve customers’ network
operational sites experience
Governance and Compliance Risk Data Protection Risk
Compliance to applicable industry and integrity Data security and governance in current remote
standards by Digi and our business partners, and working condition to fulfil increased consumer
governance framework with internal controls to expectations
promote highest level of ethics
Climate Risk
Cyber Security Risk
Insufficient climate commitment and action to
Cyber-attacks and other emerging threats from manage climate transition risks resulting in reputation
new technologies may expose Digi to malicious loss and regulatory non-compliance
attacks by threat actors
Regulatory Risk
Talent and Succession Management Risk
Regulatory requirements that govern the industry,
Sucsession planning and development of from technical, to commercial and corporate
right talents and skills for growth and digital framework that protect consumers and advance
transformation Malaysia’s digital ambitions
Critical Systems Migration Risk

Merger Approval Risk
Potential service interruptions and adverse customer
Related risks on the proposed merger between Digi
experience caused by outages from planned
and Celcom Axiata Berhad include non-completion
if conditions are not fulfilled and potential prolonged
systems migration
approval process by regulator
INTERNAL CONTROL SYSTEMS The Fraud Management function manages and mitigates
the risk of relevant fraud and related losses. Some of its key
The key elements of the internal control systems established activities involve developing and designing internal fraud
by the Board that provide effective governance and controls which are regularly reviewed to ensure relevance
oversight of internal controls include: and effectiveness. Fraud awareness activities, measures and
continuous actions are taken to ensure telecommunication
fraud is minimised and the requirement for preventive
Policies and Operating Procedures
controls are embedded into business processes.
Policies and operating procedures are in place to ensure
compliance with internal controls and the prescribed laws Security Assurance and Maturity Assessment activities in
and regulations. These policies and procedures provide accordance with Information Security Forum standards
guidance and direction for proper management and are performed to ensure network security protection.
governance of operations and business activities. The This includes conducting security awareness sessions,
documents are reviewed annually and published in the running vulnerability management and security posture
Compliance portal which is available to all employees. assessments, and continuous security monitoring and
governance in security compliance audits and risk
management. Digi complies with the ISO 27001:2013 –
Profitability Assurance
Information Security Management System.
This function minimises revenue leakage by implementing
adequate controls and processes through an optimal Periodic meetings are held with the Digi Management
revenue management framework. It covers the cycle of Team and Chief Technology Officer to discuss and approve
identification, assessment, mitigation and monitoring. Digi security initiatives, activities, policies and projects driven by
has in place automated controls to ensure that usage and the Security department.
profile integrity between the network, mediation, rating and
billing are assured and adequately controlled. Key issues
Business Continuity Management (BCM)
and mitigation actions are reported to Management
monthly. The effectiveness and efficiency of processes and Digi recognises the importance of providing uninterrupted
controls within the revenue cycle are reviewed regularly. In mission critical and time sensitive products and services to
addition to assure minimal revenue leakage, the team also its customers. Hence, disruptive incidents are handled and
works on automation and dashboards for efficient business responded to effectively to ensure a structural recovery
monitoring. that safeguards the interests of its stakeholders, as well as
to protect the credibility and reputation of Digi.
Security
Digi complies with ISO 22301: Business Continuity
Digi is committed to reduce the impact of service Management. The Management continuously leads the
disruptions by ensuring its infrastructure is protected and drive to enhance Digi’s Business Continuity processes which
services are not interrupted, thereby enabling continuous encompass emergency response, crisis management,
services to its customers. crisis communication, business continuity and Network
and IT disaster recovery. In addition, Digi has an annual
The Cyber Security and Physical Security functions are BCM programme which includes awareness, training,
responsible for ensuring confidentiality, integrity and review and validation on the efficiencies and effectiveness
availability of information and information processing of BCM.
facilities, including telecommunication systems and
infrastructure and to protect against cyber-attacks,
fraudulent activities, information loss and other security
risks and threats arising internally and externally.
Vendor and Investment Committee (VIC)

Controls over Financial Reporting
• Governs the approval process regarding material capital
The Controls over Financial Reporting (CFR) function investments, operating expenditure, vendor evaluation
plays an important role in evaluating and improving criteria and vendor selection, in accordance with Digi’s
effectiveness of key controls surrounding Digi’s financial Delegation Authority Matrix (DAM)
reporting process. Its primary objective is to provide • Occurs bi-weekly or ad hoc sessions where necessary
reasonable assurance regarding the reliability of financial • Chaired by the Investment Controller with the VIC
reporting and preparation of financial statements. Reviews members as assigned / depicted in the Investment
on internal controls over financial reporting is performed approval manual, in accordance with Digi’s DAM to
in accordance with Digi’s Internal Control over Financial ensure sufficient quorum for all investment approvals
Reporting Framework, which requires assessment based
Regulatory Steering Committee (RSC)
on materiality of significant accounts, and testing and
• Set direction and make decisions on regulatory and
evaluation of the design and operational effectiveness of
industry related projects/topics that have a significant
key controls.
impact on Digi. The RSC shall also provide guidance,
opinions and views in relation to Digi’s position with
The function adopts a continuous monitoring routine to
external stakeholders on issues or topics that could
follow up on unaddressed risks and non-operating controls,
potentially impact Digi in future, in relation to technology,
including periodic reporting to Management and the
revenue, customer experience, branding and corporate
ARC on the status of controls over the financial reporting image
processes. • Meets monthly
• Chaired by Head of Regulatory with key Management
Organisation Structure as RSC members
Digi has established an organisational structure with Risk Management Forum

clearly defined lines of responsibility and accountability, • Forum members consists of Management who meets
proper segregation of duties and assignment of authority quarterly
to ensure effective and independent stewardship. • Reviews and deliberates on significant risks (threats and
opportunities) in Digi
• Makes decisions on the coordinated action plans to
Board and Management Committees
mitigate risks
The Board Committees, namely the Audit and Risk,
Nomination and Remuneration Committees have been Responsible Business Forum (RBF)
established to assist the Board in executing its governance • Chaired by the Chief Executive Officer (CEO), the forum
responsibilities and oversight function. These Board includes the Chief Financial Officer (CFO), Chief Human
Committees have been delegated specific responsibilities Resource Officer (CHRO), Chief Technology Officer
all of which are governed by clearly defined Terms of (CTO), Chief Corporate Affairs Officer (CCAO), and other
key head of department members
Reference. The Terms of Reference of these Committees are
• Formulates Responsible Business strategies, policies, and
accessible in the Corporate Governance section of Digi’s
goals
website at https://www.digi.com.my/our-company/our-
• Monitors and facilitates adherence to the related
governance.
Responsible Business policies and manuals
• Supports departments to meet Responsible Business
Various committees comprising key Management
goals
members have been established to assist and support
• Oversees Environmental, Social and Governance and
the Board Committees to oversee core areas of business Non-Financial Reporting performances
operations under their respective documented mandates. • Responsible Business is an ongoing agenda presented
These Management Committees are: to the Board on a regular basis
• Commenced implementation of ISO 37001: Anti-Bribery

Assignment of Authority
Management System certification standards with
The DAM provides a framework of authority and the objective to improve the organisation’s culture of
accountability and outlines approval authority for strategic, integrity, governance and anti-corruption, reputation
capital, and operational expenditure. The DAM is reviewed and the commitment of its top management and
and approved by the Board in line with changes in business governing body
needs. • Conduct Integrity Due Diligence background check on
all high-risk Business Partners
Code of Conduct (the Code) & Agreement of

Responsible Business Conduct (ABC) Management and Board Meetings
The Code and ABC are a vital and integral part of Digi’s Management meetings are held weekly to identify, discuss,
governance regime that defines the core principles and approve and resolve strategic, operational, financial and
ethical standards in conducting business and engaging key management issues pertaining to Digi’s day-to-day
with stakeholders and ensuring compliance with relevant business. Significant changes in the business and the
laws and regulations. The Code applies to members of the external environment are reported by the Management
Board and employees whilst the ABC and the Code apply to the Board on an on-going basis and/or during Board
to those acting on behalf of Digi. The relevant parties are meetings.
required to confirm that they have read, understood and
will adhere to the Code and ABC, respectively. The Group
Internal Audit
has communication channels that allow concerns of
non-adherence to the Code and ABC to be anonymously The Internal Audit function is established to undertake
reported. independent reviews and assessments on the adequacy,
efficiency and effectiveness of risk management, internal
controls and governance processes implemented by
Compliance
Management. To maintain impartiality, proficiency and
The Compliance Officer supports the CEO and the Board due professional care, the Internal Audit function reports
in ensuring that: functionally to the ARC and administratively to the CEO.
• The Code and ABC lay out good business practices, the
relevant laws, regulations and widely recognised treaties The annual audit plan, established using a risk-based
• The Code and ABC are implemented consistently and approach, is reviewed and approved by the Board
effectively through sharing of knowledge and measures annually. Audit reports, including audit recommendations,
for quality assurance Management responses and remedial action plans for
• Compliance incidents are consistently and effectively improvement and/or rectification are presented and
managed tabled to the ARC on a quarterly basis. The status of the
• Reports on material breaches of the Code and ABC implementation is monitored by the ARC to ensure that they
are made to the Compliance Committee (comprising are addressed timely. If deemed necessary, management
members of the Management), members of the Board representative will be required to attend ARC meeting(s)
and ARC on a quarterly basis to provide explanation and propose action plans on the
• Capacity building for Employees, Business Partners, significant audit findings.
Management and Members of the Board and ARC on
the Compliance requirements of the Group is conducted Further information on the Internal Audit department’s
on a regular basis activities is detailed in the Audit and Risk Committee Report
• The effectiveness of the Compliance programme is of this Integrated Annual Report.
periodically reviewed and improved
• Compliance risk assessment is conducted annually
to prevent incidents from occurring through effective
remediation and mitigation steps
REVIEW OF THIS STATEMENT BY EXTERNAL AUDITORS CONCLUSION
The external auditors have performed limited assurance The Board has received assurance from the CEO and CFO
procedures on this Statement on Risk Management and that Digi’s risk management and internal control framework
Internal Control pursuant to the scope set out in Audit is operating adequately and effectively, in all material
and Assurance Practice Guide 3 (AAPG 3), Guidance aspects, during the financial year under review and up to
for Auditors on Engagements to Report on the Statement the date of this Statement. Taking into consideration the
on Risk Management and Internal Control included in assurance from Management and relevant assurance
the Annual Report issued by the Malaysian Institute of providers, the Board is of the view that the risk management
Accountants for inclusion in the Annual Report of the and internal control practices and processes are operating
Group for the financial year ended 31 December 2021, adequately and effectively to safeguard the stakeholders’
and reported to the Board that nothing has come to interests, shareholders’ investment, customer’s interests, and
their attention that cause them to believe the statement Digi’s assets.
intended to be included in the Annual Report is not
prepared, in all material respects, in accordance with
the disclosures required by paragraphs 41 and 42 of the
Statement on Risk Management and Internal Control:
Guidelines, nor is the Statement 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 Directors
and Management thereon. The report from the external
auditors was made solely for and directed solely to the
Board of Directors in connection with their compliance
with the listing requirements of Bursa Malaysia and for
no other purposes or parties. The external auditors do not
assume responsibility to any person other than the Board
of Directors in respect of any aspect of this report.
Additional Compliance Information
Other Disclosures
The following information is provided in accordance with Paragraph 9.25 of the Main Market Listing Requirements of Bursa
Malaysia as set out in Appendix 9C thereto.
1. Audit and Non-Audit Fees

During the financial year, the amount incurred by Digi and the Group with respect to audit fees and non-audit related
fees paid to external auditors for the financial year ended 31 December 2021 are as follows:-
Company (RM) Group (RM)
Audit Services 37,000 558,000
Non-Audit Services 832,000 1,086,000
Total Fees 869,000 1,644,000
The non-audit services comprised the following assignments: -

(a) Attestation of non-financial reporting
(b) Review of regulatory compliance reporting
(c) Review of quarterly and year end reporting packages
(d) Review of the Statement on Risk Management and Internal Control
(e) Reporting Accountants for the proposed merger exercise between Digi and Celcom Axiata Berhad
2. Material Contracts
Save as disclosed below, there were no other material contracts entered into by the Company and its subsidiaries
involving Directors and major shareholders’ interests which were still subsisting as at the end of the financial year or
which were entered into since the end of the previous financial year:
Share Purchase Agreement (“SPA”) dated 21 June 2021 between Digi and Axiata Group Berhad (“Axiata”)
Digi has on 21 June 2021 entered into a conditional SPA with Axiata for the proposed merger of the telco operations
of Celcom Axiata Berhad (“Celcom”) and Digi (the “Proposed Merger”). Pursuant to the SPA, Digi and Axiata have
agreed for Axiata to transfer 1,237,534,681 ordinary shares in Celcom (“Celcom Shares”), representing 100% of the
equity of Celcom to Digi for an aggregate consideration of RM17,746,156,250 which shall be satisfied by:-
(i) Digi issuing concurrently:
(a) 73,378,844 fully paid-up new ordinary shares (“Digi Shares”) or such other number of fully paid-up new Digi
Shares representing 0.63% of the enlarged share capital of Digi on completion of the Proposed Merger (the
“0.63% Digi Shares”) to Telenor Asia Pte Ltd, a wholly-owned indirect subsidiary of Telenor ASA (“Telenor”) and
the largest shareholder of Digi (“Telenor Asia”) as nominee of Axiata subject to, amongst others, the payment
by Telenor Asia to Axiata of a cash consideration of RM297,918,107 (“0.63% Digi Shares Cash Consideration”)
in accordance with the terms set out in the Master Transaction Agreement dated 21 June 2021 between
Axiata, Telenor and Telenor Asia; and
(b) 3,883,129,144 fully paid-up new Digi Shares or such other number of fully paid-up Digi Shares representing
33.10% of the enlarged share capital of Digi on completion of the Proposed Merger (the “33.10% Digi Shares”)
to Axiata,
Additional Compliance Information
(ii) Digi making a cash payment of an amount equal to RM1,692,733,818 (which is subject to adjustment under the
terms of the SPA) to Axiata.
As at 11 March 2022, the Proposed Merger has yet to be completed.
3. Recurrent Related Party Transaction of a Revenue or Trading Nature

At the Annual General Meeting held on 18 May 2021, Digi obtained a shareholders’ mandate to allow the Group to
entered into recurrent related party transactions of a revenue or trading nature.
The disclosure of the recurrent related party transactions conducted during the financial year ended 31 December
2021 is set out in the Integrated Annual Report on page 225.
4. Utilisation of Proceed from Corporate Proposals

There were no proceeds raised from corporate proposals during the financial year ended 31 December 2021.
5. Material Public Sanction or Penalty

There were no material public sanctions and/or penalties imposed on the Company, Directors or Management by
the relevant regulatory bodies during the financial year ended 31 December 2021.
Statement of Responsibility by Directors

In respect of the preparation of the annual audited financial statements
The Directors are responsible for ensuring that the financial statements of Digi.Com Berhad and its subsidiaries (the
Group) are drawn up in accordance with the applicable Malaysian Financial Reporting Standards, International Financial
Reporting Standards and the requirements of the Companies Act 2016.
The Directors are also responsible for ensuring that the annual audited financial statements of the Group are prepared
with reasonable accuracy from the accounting records of the Group so as to give a true and fair view of the financial
position of the Group as of 31 December 2021 and of their financial performance and cash flows for the year.
In reviewing the annual audited financial statements, the Directors have relied upon the Group’s system of internal controls
to provide them with reasonable grounds to believe that the Group’s accounting records, as well as other relevant records,
have been maintained by the Group in a manner that enables them to sufficiently conclude on the following:
a. Selected and applied the appropriate and relevant accounting policies on a consistent basis;
b. Made judgements and estimates that are reasonable and prudent; and
c. Prepared the annual audited financial statements on a going concern basis.
The Directors are also responsible for taking reasonable steps to safeguard the assets of the Group to prevent and detect
fraud and other irregularities.
audited
finan- Audited Financial

Statements
cial
130
Directors’ Report
135
Statement by Directors
state-
135
Statutory Declaration
136
Independent Auditors’ Report
140
ments
Statements of Comprehensive Income
141
Statements of Financial Position
143
Statements of Changes in Equity
144
Statements of Cash Flows
147
Notes to the Financial Statements
Directors’ Report
The directors have pleasure in presenting their report together with the audited financial statements of the Group and of
the Company for the financial year ended 31 December 2021.
Principal activities

The principal activity of the Company is investment holding.

The principal activities and other information relating to subsidiaries are disclosed in Note 15 to the financial
statements.
Results

Group Company
RM'000 RM'000
Profit for the financial year, attributable to owners of the parent 1,162,105 1,132,418

There were no material transfers to or from reserves or provisions during the financial year, other than as disclosed in the
financial statements.
In the opinion of the directors, the results of the operations of the Group and of the Company during the financial year
were not substantially affected by any item, transaction or event of a material and unusual nature.
Dividends

The dividends paid by the Company since the end of the previous financial year were as follows:
RM'000
In respect of the financial year ended 31 December 2020:

Fourth interim single-tier dividend of 3.6 sen per ordinary share, declared on 27 January 2021 and paid
on 26 March 2021 279,900
In respect of the financial year ended 31 December 2021:

First interim single-tier dividend of 3.4 sen per ordinary share, declared on 23 April 2021 and paid on
25 June 2021 264,350
Second interim single-tier dividend of 3.6 sen per ordinary share, declared on 16 July 2021 and paid on
24 September 2021 279,900
Third interim single-tier dividend of 4.0 sen per ordinary share, declared on 21 October 2021 and paid
on 17 December 2021 311,000
The board of directors had on 28 January 2022, declared a fourth interim single-tier dividend of 3.9 sen per ordinary share
in respect of the financial year ended 31 December 2021 amounting to RM303.2 million. The financial statements for
the current financial year do not reflect this fourth interim dividend. Such dividend will be accounted for in equity as an
appropriation of retained earnings in the financial year ending 31 December 2022.
Directors’ Report
Directors
The names of the directors of the Company in office since the beginning of the financial year to the date of this report are:

Yasmin Binti Aladad Khan
Vimala A/P V.R. Menon
Lars Erik Tellmann
Wenche Marie Agerup
Datuk Iain John Lo (Appointed on 24 May 2021)
Tan Sri Saw Choo Boon (Retired on 18 May 2021)
Randi Wiese Heirung (Resigned on 30 June 2021)
The names of the directors of the subsidiaries of the Company since the beginning of the financial year to the date of this
report, not including those directors listed above are:
Albern A/L Murty

Praveen Rajan A/L Nadarajan
Kesavan A/L Sivabalan (Appointed 4 January 2021)
Otto Magne Risbakk (Appointed on 1 August 2021)
Inger Gloeersen Folkeson (Resigned on 31 July 2021)
Directors’ benefits
Neither at the end of the financial year, nor at any time during that financial year, did there subsist any arrangement to
which the Company was a party, whereby the directors might acquire benefits by means of acquisition of shares in or
debentures of the Company or any other body corporate.
Since the end of the previous financial year, no director has received or become entitled to receive a benefit (other than
benefits included in the aggregate amount of emoluments received or due and receivable by the directors as shown
below) by reason of a contract made by the Company or a related corporation with any 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.
The directors’ benefits are as follows:
Group Company
RM'000 RM'000
Non-executive:
Fees 893 89
Benefits-in-kind 10 -
903 89
Directors’ Report
Indemnity and insurance for directors and officers
The Group maintains a directors’ and officers’ liability insurance for any legal liability incurred by the directors and officers
in discharging their duties while holding office for the Group and the Company. In respect of the above, the total amount
of insurance premium paid for the financial year ended 31 December 2021 was RM11,524 (2020: RM11,372). The directors
and officers shall not be indemnified by such insurance for any deliberate negligence, fraud, intentional breach of law or
breach of trust proven against them.
Holding companies
The immediate and ultimate holding companies are Telenor Asia Pte Ltd and Telenor ASA, incorporated in Singapore and
Norway respectively. The ultimate holding company is listed on the Oslo Stock Exchange, Norway.
Directors’ interest
According to the register of directors’ shareholdings, the interest of directors in office at the end of the financial year in the
shares of the Company or its related corporations during the financial year were as follows:
Number of ordinary shares of NOK6 each

1 January 31 December
2021 Acquired Sold 2021
Ultimate holding company

Telenor ASA
Direct interest:
Haakon Bruaset Kjoel 18,684 2,367 - 21,051
Lars Erik Tellmann 33,769 22,601 - 56,370
Wenche Marie Agerup 18,156 1,151 - 19,307
None of the other directors in office at the end of the financial year had any interest in shares in the Company or its related
corporations during the financial year.
Directors’ Report
Other statutory information
(a) Before the statements of comprehensive income and statements of financial position of the Group and of the
Company were made out, the directors took reasonable steps:
(i) to ascertain that proper action had been taken in relation to the writing off of bad debts and the making of
allowance for doubtful debts and satisfied themselves that all known bad debts had been written off and that
adequate allowance had been made for doubtful debts; and
(ii) to ensure that any current assets which were unlikely to realise their values as shown in the accounting records
in the ordinary course of business had been written down to an amount which they might be expected so to
realise.
(b) At the date of this report, the directors are not aware of any circumstances which would render:
(i) the amount written off for bad debts or the amount of the allowance for doubtful debts in the financial
statements of the Group and of the Company inadequate to any substantial extent; and
(ii) the values attributed to the current assets in the financial statements of the Group and of the Company
misleading.
(c) At the date of this report, the directors are not aware of any circumstances which have arisen which would render
adherence to the existing method of valuation of assets or liabilities of the Group and of the Company misleading
or inappropriate.
(d) At the date of this report, the directors are not aware of any circumstances not otherwise dealt with in this report
or financial statements of the Group and of the Company which would render any amount stated in the financial
statements misleading.
(e) As at the date of this report, there does not exist:
(i) any charge on the assets of the Group or of the Company which has arisen since the end of the financial year
which secures the liabilities of any other person; or
(ii) any material contingent liability of the Group or of the Company which has arisen since the end of the financial
year.
(f) In the opinion of the directors:
(i) no contingent or other liability has become enforceable or is likely to become enforceable within the period
of twelve months after the end of the financial year which will or may affect the ability of the Group or of the
Company to meet their obligations as and when they fall due; and
(ii) no item, transaction or event of a material and unusual nature has arisen in the interval between the end of
the financial year and the date of this report which is likely to affect substantially the results of the operations of
the Group or of the Company for the financial year in which this report is made.
Directors’ Report
Significant events
Details of significant events are disclosed in Note 34 to the financial statements.
Subsequent event
Details of subsequent event are disclosed in Note 35 to the financial statements.
Auditors
The auditors, Ernst & Young PLT, have expressed their willingness to continue in office.
The auditors’ remuneration for the statutory audit for the financial year ended 31 December 2021 for the Group and the
Company are RM558,000 and RM37,000 respectively.
To the extent permitted by law, the Company has agreed to indemnify its auditors, Ernst & Young PLT, as part of the terms
of its audit engagement against claims by third parties arising from the audit (for an unspecified amount). No payment
has been made to indemnify Ernst & Young PLT for the financial year ended 31 December 2021.
Signed on behalf of the board in accordance with a resolution of the directors dated 11 March 2022.
Datuk Iain John Lo Vimala A/P V.R. Menon

Director Director
Statement by Directors
Pursuant to Section 251(2) of the Companies Act 2016
We, Datuk Iain John Lo and Vimala A/P V.R. Menon, being two of the directors of Digi.Com Berhad, do hereby state
that, in the opinion of the directors, the accompanying financial statements set out on pages 140 to 217 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 at 31 December 2021 and of their financial performance and cash flows for the financial
year then ended.
Signed on behalf of the board in accordance with a resolution of the directors dated 11 March 2022.
Datuk Iain John Lo Vimala A/P V.R. Menon

Director Director
Statutory Declaration
Pursuant to Section 251(1)(b) of the Companies Act 2016
I, Otto Magne Risbakk, being the officer primarily responsible for the financial management of Digi.Com Berhad, do
solemnly and sincerely declare that the accompanying financial statements set out on pages 140 to 217 are in my
opinion correct, and I make this solemn declaration conscientiously believing the same to be true, and by virtue of the
provisions of the Statutory Declarations Act, 1960.
Subscribed and solemnly declared by

the above-named Otto Magne Risbakk at
Petaling Jaya in Selangor Darul Ehsan
on 11 March 2022 Otto Magne Risbakk
Before me,

to the members of Digi.Com Berhad (Incorporated in Malaysia)
Report on the audit of the financial statements
Opinion
We have audited the financial statements of Digi.Com Berhad, which comprise the statements of financial position as
at 31 December 2021 of the Group and of the Company, and the statements of comprehensive income, statements of
changes in equity and statements of cash flows of the Group and of the Company for the financial year then ended, and
notes to the financial statements, including a summary of significant accounting policies, as set out on pages 140 to 217.
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 December 2021 and of their financial performance and their cash flows for the financial 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 report. We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our audit 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 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. We have determined that there are no key
audit matters to communicate in our report on the financial statements of the Company. The key audit matter for the
audit of the financial statements of the Group is described below. This matter was addressed in the context of our audit of
the financial statements of the Group as a whole, and in forming our opinion thereon, and we do not provide a separate
opinion on this matter. For each matter below, our description of how our audit addressed the matter is provided in that
context.
We have fulfilled the responsibilities described in the Auditor’s responsibilities for the audit of the financial statements
section of our report, including in relation to this matter. Accordingly, our audit included the performance of procedures
designed to respond to our assessment of the risks of material misstatement of the financial statements. The results of
our audit procedures, including the procedures performed to address the matter below, provide the basis for our audit
opinion on the accompanying financial statements.

Report on the audit of the financial statements (Cont’d.)
Key audit matters (Cont’d.)
Revenue recognition
Refer to Note 2.19.1 – Revenue from contracts with customers and Note 5 – Revenue.
The Group recognised total revenue of RM6.3 billion during the financial year ended 31 December 2021. Revenue was
measured taking into account the bundling of services with handsets and discounts. The inherent industry risk arises
from the complexity of the telecommunications billing system. Large volumes of data with a combination of different
products sold and price changes during the financial year were processed through a number of different modules in the
telecommunications billing system. These may have an impact on the amount of revenue recognised during the financial
year. As such, we considered revenue recognition to be a key audit matter.
We performed the following audit procedures amongst others:
- Obtained an understanding of the Information Technology (“IT”) automated and manual controls surrounding
revenue systems and processes such as capturing and recording revenue transactions, authorisation of rate
changes and timely updating of approved rate changes in the billing system, and tested the operating effectiveness
of these IT automated and manual controls;
- Tested end-to-end reconciliation from billing system to accounting system including verifying material revenue
adjustments passed into the accounting system;
- Tested the allocation of revenue to separately identifiable components of multiple element arrangements, particularly
in relation to transactions that include the delivery of handset combined with a service element in the contracts, as
well as the timing of the revenue recognised; and
- Evaluated appropriateness of revenue recognition policies.
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 directors’
report and annual report, but does not include the financial statements of the Group and of the Company and our
auditors’ report thereon, which we obtained prior to the date of this auditors’ report.
Our opinion on the financial statements of the Group and of the Company does not cover the other information 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 other information and, in doing so, consider whether the other information 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 on the other information that we obtained prior to the date of this auditors’
report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We
have nothing to report in this regard.

Report on the audit of the financial statements (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
Group’s and the Company’s ability 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.
Auditor’s 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 financial statements.
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:
(a) 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.
(b) 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
Group’s and the Company’s internal control.
(c) Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and
related disclosures made by the directors.
(d) 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 Group’s or the Company’s ability 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.

Report on the audit of the financial statements (cont’d.)
Auditor’s responsibilities for the audit of the financial statements (Cont’d.)
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:
(Cont’d.)
(e) 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 achieves fair presentation.
(f) 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.
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 financial 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 report because the adverse consequences of doing so would reasonably be expected to outweigh the public
interest benefits of such communication.
Other matters
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.
Ernst & Young PLT Tseu Tet Khong @ Tsau Tet Khong
202006000003 (LLP0022760-LCA) & AF 0039 03374/06/2022 J
Chartered Accountants Chartered Accountant
Kuala Lumpur, Malaysia

11 March 2022
Statements of Comprehensive Income

For the financial year ended 31 December 2021
Group Company
Note 2021 2020 2021 2020
RM'000 RM'000 RM'000 RM'000
Revenue 5 6,335,674 6,152,747 1,135,500 1,275,000

Other income 25,775 19,048 3,493 907
Cost of materials and traffic expenses (1,753,764) (1,538,639) - -
Sales and marketing expenses (376,675) (404,581) - -
Operations and maintenance expenses (164,079) (169,645) - -
Rental expenses (57,253) (21,485) - -
Staff expenses 7(b) (244,569) (242,099) - -
Depreciation expenses 7 (1,180,305) (1,154,114) - -
Amortisation expenses 12 (83,160) (67,689) - -
Other expenses (771,715) (768,869) (6,626) (194)
Finance costs 6 (245,585) (212,547) - -
Interest income 30,541 29,919 70 102
Profit before tax 7 1,514,885 1,622,046 1,132,437 1,275,815
Taxation 8 (352,780) (401,077) (19) (24)
Profit for the financial year, representing
total comprehensive income for the
financial year 1,162,105 1,220,969 1,132,418 1,275,791
Attributable to:
Owners of the parent 1,162,105 1,220,969 1,132,418 1,275,791
Group
2021 2020
Earnings per share attributable to owners of

the parent
- basic (sen per share) 9 14.9 15.7
The accompanying accounting policies and explanatory information form an integral part of the financial statements.

As at 31 December 2021
Group Company
Note 2021 2020 2021 2020
RM'000 RM'000 RM'000 RM'000
Non-current assets
Property, plant and equipment 11 2,863,675 2,883,143 - -
Intangible assets 12 284,057 248,036 - -
Right of use assets 13 2,828,720 3,031,878 - -
Investments in subsidiaries 15 - - 773,361 773,361
Other investment 16 78 78 - -
Trade and other receivables 18 320,862 344,538 - -
Contract costs 14 71,687 57,887 - -
Contract assets 5 21,757 28,886 - -
Derivative financial assets 19 26,365 61,728 - -
6,417,201 6,656,174 773,361 773,361
Current assets
Inventories 17 116,568 137,207 - -
Trade and other receivables 18 1,050,392 972,387 5 4
Contract assets 5 51,127 66,437 - -
Income tax recoverable - 51,676 - -
Cash and short-term deposits 20 204,527 302,853 670 250
1,422,614 1,530,560 675 254
Total assets 7,839,815 8,186,734 774,036 773,615
Non-current liabilities
Loans and borrowings 21 3,835,854 4,677,523 - -
Deferred tax liabilities 22 303,027 268,927 - -
Other liabilities 23 136,053 120,255 - -
4,274,934 5,066,705 - -

Group Company
Note 2021 2020 2021 2020
RM'000 RM'000 RM'000 RM'000
Current liabilities
Trade and other payables 24 1,444,024 1,432,986 3,882 729
Contract liabilities 5 346,088 306,283 - -
Derivative financial liabilities 19 183 394 - -
Loans and borrowings 21 1,123,421 774,510 - -
Income tax payable 18,354 - 5 5
2,932,070 2,514,173 3,887 734
Total liabilities 7,207,004 7,580,878 3,887 734
Equity
Share capital 25 769,655 769,655 769,655 769,655
(Accumulated losses)/retained earnings 27 (136,844) (163,799) 494 3,226
Total equity 632,811 605,856 770,149 772,881
Total equity and liabilities 7,839,815 8,186,734 774,036 773,615
Statements of Changes in Equity

Attributable to owners of the parent

(Accumulated
losses)/
distributable
Share retained
capital earnings Total
RM'000 RM'000 RM'000
Note (Note 27)
Group
At 1 January 2020 769,655 (109,668) 659,987
Total comprehensive income - 1,220,969 1,220,969
Transaction with owners:
Dividends on ordinary shares 10 - (1,275,100) (1,275,100)
At 31 December 2020 769,655 (163,799)1 605,856
At 31 December 2021 769,655 (136,844) 1
632,811
Company
At 1 January 2020 769,655 2,535 772,190
At 31 December 2020 769,655 3,226 772,881
At 31 December 2021 769,655 494 770,149
Note: 1 In the previous financial years, as part of the Group's capital management initiatives, the Company received dividends in specie
from its subsidiary, Digi Telecommunications Sdn. Bhd. ("DTSB"), in the form of bonus issue of redeemable preference shares and
capital repayment by DTSB amounting to RM509.0 million and RM495.0 million respectively. The Company has declared part of
these as special dividend to its shareholders. The deficit arose from the elimination of these intra-group dividends at Group level.

Group Company
Note 2021 2020 2021 2020
RM'000 RM'000 RM'000 RM'000
Cash flows from operating activities

Profit before tax 1,514,885 1,622,046 1,132,437 1,275,815
Adjustments for:
Amortisation of intangible assets 12 83,160 67,689 - -
Depreciation
- property, plant and equipment 11 697,383 678,447 - -
- right of use assets 13 482,922 475,667 - -
Allowance for expected credit loss on trade
receivables and contract assets 31.2 54,506 81,588 - -
Amortisation of contract cost 14 83,439 87,199 - -
Inventories written (back)/down (1,141) 212 - -
Dividend income - - (1,135,500) (1,275,000)
Finance costs 6 245,585 212,547 - -
Loss on disposal of property, plant and
equipment 13,681 2,604 - -
Loss on disposal of intangible assets 2,012 - - -
Gain on termination of leases (384) (72) - -
Write-off of property, plant and equipment 1,041 50,708 - -
Write-off of intangible assets - 120 - -
Interest income (30,541) (29,919) (70) (102)
Reversal of provision for employee leave
entitlements 23.1 - (161) - -
Waiver of debt - - (3,493) (907)
Employee benefits
- share-based payment 1,357 1,871 - -
- defined benefit plan 26 67 93 - -
Fair value gain on foreign currency forward
contracts (211) (25) - -
Unrealised foreign exchange gain (1,435) (259) - -
Operating cash flows before changes in working
capital 3,146,326 3,250,355 (6,626) (194)

Group Company
Note 2021 2020 2021 2020
RM'000 RM'000 RM'000 RM'000
Cash flows from operating activities (Cont’d.)

Changes in working capital:
Inventories 21,780 (46,918) - -
Trade and other receivables (322,538) 126,184 (1) -
Contract asset 22,439 8,786 - -
Contract costs (97,239) (78,916) - -
Trade and other payables 11,383 (353,193) 6,646 256
Contract liabilities 39,805 22,711 - -
Cash flows from operations 2,821,956 2,929,009 19 62
Advance payment for bandwidth (4,095) (10,872) - -
Interest paid (202,387) (246,989) - -
Proceeds from government grants 239,133 154,263 - -
Payments for provisions 23.1 (27) (334) - -
Taxes paid (248,650) (393,019) (19) (32)
Net cash flows from operating activities 2,605,930 2,432,058 - 30
Cash flows from investing activities

Purchase of property, plant and equipment (681,817) (617,980) - -
Purchase of intangible assets (121,537) (102,249) - -
Additional investment in a subsidiary - - - (610)
Dividends received from a subsidiary 5 - - 1,135,500 1,275,000
Interest received 8,572 11,617 70 102
Proceeds from disposal of property, plant and
equipment 1,113 110 - -
Proceeds from disposal of intangible assets 344 - - -
Net cash flows (used in)/from investing activities (793,325) (708,502) 1,135,570 1,274,492

Group Company
Note 2021 2020 2021 2020
RM'000 RM'000 RM'000 RM'000
Cash flows from financing activities

Repayment of loans and borrowings (375,000) (375,000) - -
Drawdown of loans and borrowings - 150,000 - -
Payment of lease liabilities (401,415) (379,422) - -
Dividends paid 10 (1,135,150) (1,275,100) (1,135,150) (1,275,100)
Net cash flows used in financing activities (1,911,565) (1,879,522) (1,135,150) (1,275,100)
Net (decrease)/increase in cash and cash

equivalents (98,960) (155,966) 420 (578)
Effect of exchange rate changes on cash and
cash equivalents 634 1,103 - -
Cash and cash equivalents at beginning of
financial year 302,853 457,716 250 828
Cash and cash equivalents at end of
financial year 20 204,527 302,853 670 250

31 December 2021
1. Corporate information

The Company is a public limited liability company, incorporated and domiciled in Malaysia, and is listed on the Main
Market of Bursa Malaysia Securities Berhad ("Bursa Securities"). The principal place of business is located at Lot 10,
Jalan Delima 1/1, Subang Hi-Tech Industrial Park, 40000 Shah Alam, Selangor Darul Ehsan. The registered office of the
Company is located at 12th Floor, Menara Symphony, No. 5, Jalan Professor Khoo Kay Kim, Seksyen 13, 46200 Petaling
Jaya, Selangor.
The immediate and ultimate holding companies are Telenor Asia Pte Ltd and Telenor ASA, incorporated in Singapore
and Norway respectively. The ultimate holding company is listed on the Oslo Stock Exchange, Norway.
The principal activity of the Company is investment holding, whilst the principal activities of the subsidiaries are
stated in Note 15. There has been no significant change in the nature of the principal activities during the financial
year.
Related companies refer to companies within the Telenor Asia Pte Ltd and Telenor ASA group of companies.
2. Significant accounting policies

2.1 Basis of preparation

The financial statements of the Group and of the Company have been prepared in accordance with Malaysian
Financial Reporting Standards ("MFRS"), International Financial Reporting Standards and the requirements of
the Companies Act 2016 in Malaysia.
The financial statements of the Group and of the Company have been prepared on the historical cost
convention unless indicated otherwise in the accounting policies below.
The financial statements are presented in Ringgit Malaysia ("RM") and all values are rounded to the nearest
thousand ("RM'000") except when otherwise indicated.
2.2 Basis of consolidation

The consolidated financial statements comprise the financial statements of the Company and its subsidiaries
as at the reporting date.The financial statements of the subsidiaries used in the preparation of the consolidated
financial statements are prepared for the same reporting date as the Company. Consistent accounting policies
are applied for like transactions and events in similar circumstances.

The Company controls an investee if, and only if, the Company has all the following:

(i) Power over the investee (i.e. existing rights that give it the current ability to direct the relevant activities of
the investee);
(ii) Exposure, or rights, to variable returns from its investment with the investee; and
(iii) The ability to use its power over the investee to affect its returns.

31 December 2021
2. Significant accounting policies (CoNT’D.)
2.2 Basis of consolidation (Cont’d.)
Subsidiaries are consolidated when the Company obtains control over the subsidiary and ceases when the
Company loses control of the subsidiary. All intra-group balances, income and expenses and unrealised gains
and losses resulting from intra-group transactions are eliminated in full.
Losses within a subsidiary are attributed to the non-controlling interests even if that results in a deficit balance.
Business combinations
Business combinations are accounted for using the acquisition method. The cost of an acquisition is measured
as the aggregate of the consideration transferred, which is measured at acquisition date fair value, and the
amount of any non-controlling interests in the acquiree. For each business combination, the Group elects
whether to measure the non-controlling interests in the acquiree at fair value or at the proportionate share
of the acquiree’s identifiable net assets. Acquisition-related costs are expensed as incurred and included in
administrative expenses.
The Group determines that it has acquired a business when the acquired set of activities and assets include
an input and a substantive process that together significantly contribute to the ability to create outputs. The
acquired process is considered substantive if it is critical to the ability to continue producing outputs, and the
inputs acquired include an organised workforce with the necessary skills, knowledge, or experience to perform
that process or it significantly contributes to the ability to continue producing outputs and is considered unique
or scarce or cannot be replaced without significant cost, effort, or delay in the ability to continue producing
outputs.
When the Group acquires a business, it assesses the financial assets and liabilities assumed for appropriate
classification and designation in accordance with the contractual terms, economic circumstances and
pertinent conditions as at the acquisition date. This includes the separation of embedded derivatives in host
contracts by the acquiree.
Any contingent consideration to be transferred by the acquirer will be recognised at fair value at the
acquisition date. Contingent consideration classified as equity is not remeasured and its subsequent
settlement is accounted for within equity. Contingent consideration classified as an asset or liability that is
a financial instrument and within the scope of MFRS 9 Financial Instruments, is measured at fair value with
the changes in fair value recognised in the statement of profit or loss in accordance with MFRS 9. Other
contingent consideration that is not within the scope of MFRS 9 is measured at fair value at each reporting
date with changes in fair value recognised in profit or loss.
31 December 2021
2.3 Investment in subsidiaries
In the Company’s separate financial statements, investment in subsidiaries are accounted for at cost less
impairment losses. On disposal of such investments, the difference between net disposal proceeds and their
carrying amounts is included in profit or loss.
2.4 Property, plant and equipment, and depreciation
All items of property, plant and equipment are initially recorded at cost. The cost of an item of property, plant
and equipment is recognised as an asset if, and only if, it is probable that future economic benefits associated
with the item will flow to the Group and the cost of the item can be measured reliably.
Subsequent to recognition, property, plant and equipment, except for freehold land and capital work-in-
progress, are measured at cost less accumulated depreciation and accumulated impairment losses, if any.
The cost of an item includes expenditure that is attributable to the acquisition of the item. Subsequent costs
are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is
probable that future economic benefits associated with the item will flow to the Group and the cost of the item
can be measured reliably. When significant parts of property, plant and equipment are required to be replaced
in intervals, the Group recognises such parts as individual assets with specific useful lives and depreciation,
respectively. The carrying amount of the replaced part is then derecognised. Likewise, when a major inspection
is performed, its cost is recognised in the carrying amount of the asset as a replacement if the recognition
criteria are satisfied. All other repair and maintenance costs are recognised in profit and loss as incurred.
Freehold land has an unlimited useful life and is therefore not depreciated. Capital work-in-progress representing
assets under construction, is also not depreciated as these assets are not yet available for its intended use.
Depreciation of other property, plant and equipment is computed on a straight-line basis to write down the cost
of each asset to its residual value over the estimated useful life, at the following annual rates or periods:
Buildings 2.0%
Motor vehicles 20.0%
Computer systems 20.0% - 33.3%
Furniture and fittings 20.0%
Telecommunications network 3.3% - 33.3%
The residual values, useful lives and depreciation method are reviewed at each financial year end, and adjusted
prospectively, if appropriate, to ensure that the amount, method and period of depreciation are consistent with
the expected pattern of consumption of the future economic benefits embodied in the items of property, plant
and equipment.
The carrying values of property, plant and equipment are reviewed for impairment when events or changes in
circumstances indicate that the carrying value may not be recoverable.
An item of property, plant and equipment is derecognised upon disposal or when no future economic benefits
are expected from its use or disposal. Any gain or loss arising from the difference between the net disposal
proceeds, if any, and the net carrying amount is recognised in profit and loss in the financial year the asset is
derecognised.

31 December 2021
2.5 Intangible assets
Intangible assets acquired separately are initially measured at cost. Following initial recognition, intangible
assets are measured at cost less accumulated amortisation and accumulated impairment losses, if any. The
useful lives of intangible assets are assessed to be either finite or indefinite.
Intangible assets with finite useful lives are amortised over the estimated useful lives and assessed for impairment
whenever there is an indication that the intangible asset may be impaired. The amortisation period and the
amortisation method are reviewed at least during each financial year end. Changes in the expected useful life
or the expected pattern of consumption of future economic benefits embodied in the asset is accounted for
by changing the amortisation period or method, as appropriate, and are treated prospectively as changes in
accounting estimates. The amortisation expense on intangible assets with finite lives is recognised in profit and
loss.
Intangible assets not yet available for use are tested for impairment annually, or more frequently if events and
circumstances indicate that the carrying value may be impaired either individually or at the cash generating
unit (“CGU”) level. Such intangible assets are not amortised.
Any gain or loss arising from derecognition of an intangible asset is measured as the difference between the
net disposal proceeds and the carrying amount of the asset, and is recognised in profit and loss when the
asset is derecognised.
Computer software
Costs incurred to acquire computer software, that are not an integral part of the related hardware, are
capitalised as intangible assets and amortised on a straight-line basis over the estimated useful life of 5 years.
2.6 Impairment of non-financial assets
At each reporting date, the Group reviews the carrying amounts of its non-financial assets to determine whether
there is any indication of impairment. If any such indication exists, impairment is measured by comparing the
carrying amounts of the assets with their recoverable amounts.
For intangible assets not yet available for use, the recoverable amount is estimated at the end of each reporting
period, or more frequently if events and circumstances indicate that the carrying value may be impaired either
individually or at the cash generating unit (“CGU”) level.
An asset’s recoverable amount is the higher of an asset’s fair value less costs to sell and its value in use. For
the purpose of assessing impairment, assets are grouped at the lowest levels for which there are separately
identifiable cash flows, namely a CGU.
31 December 2021
2.6 Impairment of non-financial assets (Cont’d.)
In assessing value in use, the estimated future cash flows expected to be generated by the asset 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. Where the carrying amount of an asset exceeds its recoverable
amount, the asset is written down to its recoverable amount. Impairment losses recognised in respect of a CGU
or groups of CGUs are allocated first to reduce the carrying amount of any goodwill allocated to those units or
groups of units, if any and then, to reduce the carrying amount of the other assets in the unit or groups of units
on a pro-rata basis.
An impairment is recognised whenever the carrying amount of an asset or CGU exceeds its recoverable
amount, and the impairment loss is recognised as an expense in profit and loss in the period in which it arises.
An assessment is made at each reporting date as to whether there is any indication that previously recognised
impairment losses may no longer exist or may have decreased. A previously recognised impairment loss is
reversed if, and only if there has been a change in the estimates used to determine the asset’s recoverable
amount since the last impairment loss was recognised. If that is the case, the carrying amount of the asset
is increased to its recoverable amount. That increase cannot exceed the carrying amount that would have
been determined, net of depreciation, had no impairment loss been recognised previously. Such reversal is
recognised in profit or loss.
2.7 Inventories
Inventories are stated at lower of cost and net realisable value. Cost is determined using the weighted average
basis. The cost of trading merchandise comprises costs of purchases and other incidental costs incurred in
bringing these merchandise to their present condition and location.
Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs
necessary to make the sale.
2.8 Financial assets
2.8.1 Initial recognition and measurement
Financial assets are classified, at initial recognition as, subsequently measured at amortised cost, fair
value through other comprehensive income (“OCI”), and fair value through profit or loss.
The classification of financial assets at initial recognition depends on the financial asset’s contractual
cash flow characteristics and the Group’s and Company’s business model for managing them. The
Group and the Company initially measure a financial asset at its fair value plus, in the case of a financial
asset not at fair value through profit or loss, transaction costs except for trade receivables that do not
contain a significant financing component. Trade receivables that do not contain a significant financing
component are measured at the transaction price determined under MFRS 15: Revenue from Contracts
with Customers (“MFRS 15”).

31 December 2021
2.8 Financial assets (Cont’d.)
2.8.1 Initial recognition and measurement (Cont’d.)
In order for a financial asset to be classified and measured at amortised cost or fair value through
OCI, it needs to give rise to cash flows that are ‘solely payments of principal and interest (“SPPI”)’ on
the principal amount outstanding. This assessment is referred to as the SPPI test and is performed at an
instrument level.
The Group’s and the Company’s business model for managing financial assets refer to how the financial
assets are managed in order to generate cash flows. The business model determines whether cash flows
will result from collecting contractual cash flows, selling the financial assets, or both.
Purchases or sales of financial assets that require delivery of assets within a time frame established by
regulation or convention in the market place (regular way trades) are recognised on the trade date, i.e.,
the date that the Group commits to purchase or sell the asset.
2.8.2 Subsequent measurement
For purposes of subsequent measurement, financial assets are classified in four categories:
- Financial assets at amortised cost (debt instruments)
- Financial assets at fair value through OCI with recycling of cumulative gains and losses (debt
instruments)
- Financial assets designated at fair value through OCI with no recycling of cumulative gains and
losses upon derecognition (equity instruments)
- Financial assets at fair value through profit or loss
The Group and the Company do not have any debt instruments at fair value through OCI with recycling
of cumulative gains and losses.
(a) Financial assets at amortised cost (debt instruments)
This category is the most relevant to the Group and the Company. The Group and the Company
measure financial assets at amortised cost if both of the following conditions are met:
- The financial asset is held within a business model with the objective to hold financial
assets in order to collect contractual cash flows; and
- The contractual terms of the financial asset give rise on specified dates to cash flows that
are solely payments of principal and interest on the principal amount outstanding.
31 December 2021
2.8.2 Subsequent measurement (Cont’d.)
(a) Financial assets at amortised cost (debt instruments) (Cont’d.)
Financial assets at amortised cost are subsequently measured using the effective interest (“EIR”)
method and are subject to impairment. Gains and losses are recognised in profit or loss when the
asset is derecognised, modified or impaired.
The Group’s and the Company’s financial assets at amortised cost includes trade and other
receivables and cash and short-term deposits.
(b) Financial assets designated at fair value through OCI (equity instruments)
Upon initial recognition, the Group can elect to classify irrevocably its equity investments as equity
instruments designated at fair value through OCI when they meet the definition of equity under
MFRS 132 Financial Instruments: Presentation and are not held for trading. The classification is
determined on an instrument-by instrument basis.
Gains and losses on these financial assets are never recycled to profit or loss. Dividends are
recognised as other income in the profit or loss when the right of payment has been established,
except when the Group benefits from such proceeds as a recovery of part of the cost of the
financial asset, in which case, such gains are recorded in OCI. Equity instruments designated at
fair value through OCI are not subject to impairment assessment.
The Group elected to classify irrevocably its non-listed equity investments under this category.
(c) Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss include financial assets held for trading, financial
assets designated upon initial recognition at fair value through profit or loss, or financial assets
mandatorily required to be measured at fair value. Financial assets are classified as held for trading
if they are acquired for the purpose of selling or repurchasing in the near term. Derivatives are
classified as held for trading unless they are designated as effective hedging instruments. Financial
assets with cash flows that are not solely payments of principal and interest are classified and
measured at fair value through profit or loss, irrespective of the business model. Notwithstanding
the criteria for debt instruments to be classified at amortised cost or at fair value through OCI, as
described above, debt instruments may be designated at fair value through profit or loss on initial
recognition if doing so eliminates, or significantly reduces, an accounting mismatch.

31 December 2021
2.8.2 Subsequent measurement (Cont’d.)
(c) Financial assets at fair value through profit or loss (Cont’d.)
Financial assets at fair value through profit or loss are carried in the statement of financial position
at fair value with net changes in fair value recognised in the profit or loss.
This category includes derivative instruments such as foreign currency forward contracts and
interest rate swaps. Derivative instruments are carried as financial assets when the fair value is
positive and as financial liabilities when the fair value is negative.
2.8.3 Derecognition
A financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial
assets) is primarily derecognised (i.e., removed from the Group’s and Company’s statement of financial
position) when:
- The rights to receive cash flows from the asset have expired; or
- The Group and the Company have transferred their rights to receive cash flows from the asset
or have assumed an obligation to pay the received cash flows in full without material delay to a
third party under a ‘pass-through’ arrangement; and either (a) the Group and the Company have
transferred substantially all the risks and rewards of the asset, or (b) the Group and the Company
have neither transferred nor retained substantially all the risks and rewards of the asset, but have
transferred control of the asset.
When the Group and the Company have transferred their rights to receive cash flows from an asset or
have entered into a pass-through arrangement, the Group and the Company evaluate if, and to what
extent, they have retained the risks and rewards of ownership. When they have neither transferred nor
retained substantially all of the risks and rewards of the asset, nor transferred control of the asset, the Group
and the Company continue to recognise the transferred asset to the extent of its continuing involvement.
In that case, the Group and the Company also recognise an associated liability. The transferred asset
and the associated liability are measured on a basis that reflects the rights and obligations that the
Group and the Company have retained.
Continuing involvement that takes the form of a guarantee over the transferred asset is measured at the
lower of the original carrying amount of the asset and the maximum amount of consideration that the
Group and the Company could be required to repay.
31 December 2021
2.9 Impairment of financial assets and contract assets
The Group recognises an allowance for expected credit losses (“ECLs”) for all debt instruments not held at fair
value through profit or loss and contract assets. ECLs are based on the difference between the contractual
cash flows due in accordance with the contract and all the cash flows that the Group expects to receive,
discounted at an approximation of the original effective interest rate. The expected cash flows will include cash
flows from the sale of collateral held or other credit enhancements that are integral to the contractual terms.
ECLs are recognised in two stages. For credit exposures for which there has not been a significant increase in
credit risk since initial recognition, ECLs are provided for credit losses that result from default events that are
possible within the next 12-months (a 12-month ECL). For those credit exposures for which there has been a
significant increase in credit risk since initial recognition, a loss allowance is required for credit losses expected
over the remaining life of the exposure, irrespective of the timing of the default (a lifetime ECL).
For trade receivables and contract assets, the Group applies a simplified approach in calculating ECLs.
Therefore, the Group does not track changes in credit risk, but instead recognises a loss allowance based
on lifetime ECLs at each reporting date. The Group has established a provision matrix that is based on its
historical credit loss experience, adjusted for forward-looking factors specific to the category of debtors and the
economic environment.
The Group considers a financial asset in default when contractual payments are overdue for more than 60
days. However, in certain cases, the Group may also consider a financial asset to be in default when internal or
external information indicates that the Group is unlikely to receive the outstanding contractual amounts in full
before taking into account any credit enhancements held by the Group. A financial asset is written off when
there is no reasonable expectation of recovering the contractual cash flows.
2.10 Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and at banks and deposits with licensed banks with a
maturity of three months or less that are readily convertible to known amounts of cash and which are subject
to an insignificant risk of changes in value. These also include bank overdrafts, if any, that form an integral part
of the Group’s cash management.
Interest income is recognised in profit or loss by applying the effective interest rate to the gross carrying amount
of the financial assets.
2.11 Provision for liabilities
Provisions for liabilities are recognised when the Group has a present obligation as a result of a past event
and it is probable that an outflow of resources embodying economic benefits will be required to settle the
obligation, and a reliable estimate of the amount can be made.

31 December 2021
2.11 Provision for liabilities (Cont’d.)
Provisions are reviewed at each reporting date and adjusted to reflect the current best estimate. If it is no
longer probable that an outflow of economic resources will be required to settle the obligation, the provision is
reversed. Where the effect of the time value of money is material, provisions are discounted using a current pre-
tax rate that reflects, where appropriate, the risks specific to the liability to the present value of the expenditure
expected to be required to settle the obligation. When discounting is used, the increase in the provision due to
the passage of time is recognised as a finance cost.
(a) Employee leave entitlements
Employees’ entitlement to annual leave are recognised when the associated services performed by
employees increase their entitlements to annual leave. A provision is made for the estimated liability for
the annual leave as a result of services rendered by employees up to the end of the reporting period
netted off against annual leave utilised to date.
(b) Site decommissioning and restoration costs
Provision for site decommissioning and restoration costs is in respect of management’s best estimate on the
costs necessary to be incurred to decommission the Group’s telecommunications network infrastructure
and restore the previously occupied sites.
The estimated amount is determined after taking into consideration the time value of money, and the initial
estimated sum is capitalised as part of the cost of property, plant and equipment. Where discounting is
used, the increase in the provision due to the passage of time is recognised as a finance cost.
(c) Defined benefit plan
Provision for defined benefit plan for eligible employees is as disclosed in Note 2.16(c).
2.12 Financial liabilities
2.12.1 Initial recognition and measurement
Financial liabilities are classified, at initial recognition, as financial liabilities at fair value through profit
or loss, loans and borrowings, payables, or as derivatives designated as hedging instruments in an
effective hedge, as appropriate.
All financial liabilities are recognised initially at fair value and, in the case of loans and borrowings and
payables, net of directly attributable transaction costs.
The Group’s and the Company’s financial liabilities include derivative financial instruments and other
financial liabilities.
31 December 2021
2.12 Financial liabilities (Cont’d.)
2.12.2 Subsequent measurement
The measurement of financial liabilities depends on their classification, as described below:
(a) Financial liabilities at fair value through profit or loss
Financial liabilities at fair value through profit or loss include financial liabilities held for trading
and financial liabilities designated upon initial recognition as financial liabilities at fair value
through profit or loss.
Financial liabilities are classified as held for trading if they are incurred for the purpose of
repurchasing in the near term.This category also includes derivative financial instruments entered
into by the Group that are not designated as hedging instruments in hedge relationships as
defined by MFRS 9.
Gains or losses on liabilities held for trading are recognised in the profit or loss.
Financial liabilities designated upon initial recognition at fair value through profit or loss are
designated at the initial date of recognition, and only if the criteria in MFRS 9 are satisfied. This
category includes derivative instruments such as foreign currency forward contracts and interest
rate swaps.
(b) Other financial liabilities
The Group’s and the Company’s other financial liabilities include trade and other payables, and
loans and borrowings.
After initial recognition, trade and other payables and interest-bearing loans and borrowings are
subsequently measured at amortised cost using the EIR method. Gains and losses are recognised
in profit or loss when the liabilities are derecognised as well as through the EIR amortisation
process.
Amortised cost is calculated by taking into account any discount or premium on acquisition
and fees or costs that are an integral part of the EIR. The EIR amortisation is included as finance
costs in the profit or loss.
This category generally applies to interest-bearing loans and borrowings and trade and other
payables. For more information, refer to Note 21 and Note 24.

31 December 2021
2.12 Financial liabilities (Cont’d.)
2.12.3 Derecogniton
A financial liability is derecognised when the obligation under the liability is discharged or cancelled or
expires. When an existing financial liability is replaced by another from the same lender on substantially
different terms, or the terms of an existing liability are substantially modified, such an exchange or
modification is treated as the derecognition of the original liability and the recognition of a new liability.
The difference in the respective carrying amounts is recognised in profit or loss.
2.12.4 Offsetting of financial instruments
Financial assets and financial liabilities are offset and the net amount is reported in the statements of
financial position if there is a currently enforceable legal right to offset the recognised amounts and
there is an intention to settle on a net basis, to realise the assets and settle the liabilities simultaneously.
2.13 Borrowing costs
Borrowing costs are recognised in profit and loss as an expense in the period in which they are incurred.
Borrowing costs consist of interest and other costs that the Group incurred in connection with the borrowing of
funds.
2.14 Share capital and share issuance expenses
An equity instrument is any contract that evidences a residual interest in the assets of the Group and of the
Company after deducting all of their liabilities. Ordinary shares are equity instruments.
The attributable incremental transaction costs of an equity transaction are accounted for as a deduction
from equity, net of tax. Dividends on ordinary shares are recognised in equity in the period in which they are
declared.
2.15 Leases
The Group assesses at contract inception whether a contract is, or contains, a lease. That is, if the contract
conveys the right to control the use of an identified asset for a period of time in exchange for consideration.
Group as a lessee
The Group applies a single recognition and measurement approach for all leases, except for short-term leases
and leases of low-value assets. The Group recognises lease liabilities to make lease payments and right of use
(“ROU”) assets representing the right to use the underlying assets.
31 December 2021
2.15 Leases (Cont’d.)
Group as a lessee (Cont’d.)
(a) ROU assets
The Group recognises ROU assets at the commencement date of the lease (i.e., the date the underlying
asset is available for use). ROU assets are measured at cost, less any accumulated depreciation and
impairment losses, and adjusted for any remeasurement of lease liabilities.The cost of ROU assets includes
the amount of lease liabilities recognised, initial direct costs incurred, and lease payments made at or
before the commencement date less any lease incentives received.
The Group elected to apply the practical expedient not to separate out non-lease components from
lease components and instead account for the lease and non-lease component as a single component.
ROU assets are depreciated on a straight-line basis over the shorter of the lease term and the estimated
useful lives of the assets, as follows:
Leasehold land and buildings 1% - 3%

Telecommunication network sites 10% - 33%
Transmission facilities 10% - 20%
Spectrum bandwidths 6.3% - 66.7%
Stores, office buildings and kiosks 33.3%
The ROU assets are also subject to impairment. Refer to Note 2.6 for accounting policy on impairment of
non-financial assets.
(b) Lease liabilities
At the commencement date of the lease, the Group recognises lease liabilities measured at the present
value of lease payments to be made over the lease term. The lease payments include fixed payments
(including in-substance fixed payments) less any lease incentives receivable and payments of penalties
for terminating the lease, if the lease term reflects the Group exercising the option to terminate. Variable
lease payments that do not depend on an index or a rate and are dependant on a future activity are
recognised as expenses in the period in which the event or condition that triggers the payment occurs.
In calculating the present value of lease payments, the Group uses its incremental borrowing rate at the
lease commencement date because the interest rate implicit in the lease is not readily determinable.
After the commencement date, the amount of lease liabilities is increased to reflect the accretion of
interest and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is
remeasured if there is a modification or a change in the lease term.
The Group’s lease liabilities are included in loans and borrowings. Please refer to Note 21.

31 December 2021
2.15 Leases (Cont’d.)
(c) Short-term leases and leases of low-value assets
The Group applies the short-term lease recognition exemption to its short-term leases of telecommunication
network sites, equipment and billboard spaces (i.e., those leases that have a lease term of 12 months or
less from the commencement date). It also applies the lease of low-value assets recognition exemption
to leases of office equipment and storage spaces that are considered to be low value. Lease payments
on short-term leases and leases of low value assets are recognised as an expense on a straight-line basis
over the lease term.
Group as a lessor
Leases in which the Group does not transfer substantially all the risks and rewards incidental to ownership of
an asset are classified as operating leases. Rental income arising is accounted for on a straight-line basis over
the lease terms and is included in revenue in the statement of profit or loss due to its operating nature. Initial
direct costs incurred in negotiating and arranging an operating lease are added to the carrying amount of
the leased asset and recognised over the lease term on the same basis as rental income. Contingent rents are
recognised as revenue in the period in which they are earned.
2.16 Employee benefits
(a) Short-term benefits
Wages, salaries, bonuses and social security contributions are recognised as an expense in the period
in which the associated services are rendered by employees. Short-term accumulated compensated
absences such as paid annual leave are recognised when services are rendered by employees that
increase their entitlement to future compensated absences netted off against annual leave utilised to
date, and short-term non-accumulating compensated absences such as sick leave are recognised
when the absences occur.
(b) Defined contribution plan
As required by law, companies in Malaysia make contributions to the state-defined contribution pension
scheme known as the Employee Provident Fund, and will have no legal or constructive obligation to make
further contributions in the future, over-and-above what is existingly legally required.The contributions are
recognised as an expense in profit and loss in the period which the related services are rendered by
employees.
31 December 2021
2.16 Employee benefits (Cont’d.)
(c) Defined benefit plan
The Group operates an unfunded defined benefit plan for its eligible employees. The benefits are
calculated based on the length of service and the agreed percentages of eligible employees’ salaries
over the period of their employment and are payable upon resignation after completion of the minimum
employment period of ten years or upon retirement age of sixty years. The Group’s obligations under the
retirement benefit scheme, calculated using the Projected Unit Credit Method, is determined based on
actuarial computations by independent actuaries, through which the amount of benefit that employees
have earned in return for their service in the current and prior years is estimated.That benefit is discounted
in order to determine its present value.
Remeasurements of the net defined benefit liability, which comprise actuarial gains and losses, the
return on plan assets (excluding interest) and the effect of the asset ceiling (if any, excluding interest),
are recognised immediately in other comprehensive income in the period in which they occur and
recorded in defined benefit reserve. Remeasurements are not reclassified to profit and loss in subsequent
periods.
Past service costs are recognised in profit and loss on the earlier of:
- The date of the plan amendment or curtailment; or
- The date that the Group recognises restructuring related costs.
Net interest and other expenses relating to defined benefit plans are calculated by applying the discount
rate to the net defined benefit liability or asset and recognised in profit and loss.
The Group amended the defined benefit plan effective 1 January 2006 to restrict new entrants into the
plan, and the benefits payable to be calculated based on the employees’ length of service up to 31
December 2005.
2.17 Income taxes
(a) Current tax
Current tax assets and liabilities are measured at the amount expected to be recovered from or paid
to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are
enacted or substantively enacted by the reporting date.
Current taxes are recognised in profit or loss except to the extent that the tax relates to items recognised
outside profit or loss, either in other comprehensive income or directly in equity.

31 December 2021
2.17 Income taxes (Cont’d.)
(b) Deferred tax
Deferred tax is provided using the liability method on temporary differences at the reporting date between
the tax bases of assets and liabilities and their carrying amounts for financial reporting purposes.
Deferred tax liabilities are recognised for all taxable temporary differences, and deferred tax assets are
recognised for all deductible temporary differences, carry forward of unused tax credits and unused tax
losses, to the extent that it is probable that taxable profit will be available against which the deductible
temporary differences, and the carry forward of unused tax credits and unused tax losses can be utilised.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply to the year
when the asset is realised or the liability is settled, based on tax rates and tax laws that have been
enacted or substantively enacted at the reporting date.
Deferred tax assets and deferred tax liabilities are offset, if a legally enforceable right exists to set off
current tax assets against current tax liabilities and the deferred taxes relate to the same taxable entity
and the same taxation authority.
(c) Sales and Services Tax (“SST”)
SST is recognised as part of the expense or cost of acquisition of the asset as SST is not recoverable.
Revenue is recognised net of the amount of SST billed as it is payable to the taxation authority. SST
payable to the taxation authority is included as part of payables in the statements of financial position.
2.18 Contingencies
A contingent liability or asset is a possible obligation or asset that arises from past events and whose existence
will be confirmed only by the occurrence or non-occurrence of uncertain future event(s) not wholly within the
control of the Group.
Contingent liabilities and assets are not recognised in the financial statements.
2.19 Revenue recognition
2.19.1 Revenue from contracts with customers
The Group is in the business of providing telecommunication and related services.
Revenue from contracts with customers is recognised when control of the goods or services are
transferred to the customer at an amount that reflects the consideration to which the Group expects to
be entitled in exchange for those goods or services, net of indirect taxes.
31 December 2021
2.19 Revenue recognition (Cont’d.)
2.19.1 Revenue from contracts with customers (Cont’d.)
The Group has generally concluded that it is the principal in its revenue arrangements because it
typically controls the goods or services before transferring them to the customer.
(a) Telecommunication revenue
Telecommunication revenue from postpaid and prepaid services provided by the Group are
recognised over time, as the benefits of telecommunication services are simultaneously received
and consumed by the customer.
Revenue from prepaid services (i.e. preloaded talk time, prepaid top-up vouchers, etc.) are
recognised when services are rendered. Consideration from the sale of prepaid sim cards and
reload vouchers to customers where services have not been rendered at the reporting date is
deferred as contract liability until actual usage or when the cards, vouchers or reloaded amounts
are expired or forfeited.
Postpaid services are provided in postpaid packages which consists of various services (i.e.
call minutes, internet data, sms, etc.). These postpaid packages have been assessed to meet
the definition of a series of distinct services that are substantially the same and have the same
pattern of transfer and as such the Group treats these packages as a single performance
obligation.
Postpaid packages are either sold separately or bundled together with the sale of a mobile
device to a customer. Mobile devices can also be obtained separately from other mobile device
retailers and can be used together with the postpaid packages provided by the Group. Postpaid
packages and mobile devices are capable of being distinct and separately identifiable,
therefore, there are two performance obligations within a bundled transaction. Accordingly, the
Group allocates the transaction price based on the relative stand-alone selling prices of the
postpaid packages and device.
Stand-alone selling price are based on observable sales prices; however, where stand-alone
selling prices are not directly observable, estimates will be made maximising the use of observable
inputs.
(b) Sale of device
Revenue from sale of device is recognised at the point in time when control of the asset is
transferred to the customer, usually on delivery and acceptance of the device.

31 December 2021
(b) Sale of device (Cont’d.)
Payment for the transaction price of the mobile device is typically collected at the point the
customer signs up for the bundled contract, except for bundled packages that have a payment
structure allowing customers to pay for the mobile device over a period of time. For these
arrangements the Group discounts the transaction price using the rate that would be reflected
in a separate financing transaction between the Group and its customers at contract inception,
to take into consideration the significant financing component.
Certain bundled contracts provide the customer with a right to return the mobile devices during
a specified time frame. The Group uses the expected value method to estimate the mobile
devices that will not be returned because this method best predicts the amount of variable
consideration to which the Group will be entitled. The requirements in MFRS 15 on constraining
estimates of variable consideration are also applied in order to determine the amount of
variable consideration that can be included in the transaction price. For mobile devices that are
expected to be returned, the Group adjusts revenue and recognises a refund liability instead.
Correspondingly, costs of sales is also adjusted and a right of return asset is recognised as the
right to recover the mobile device from the customer.
(c) Contract balances
(i) Contract assets
A contract asset is the right to consideration in exchange for goods or services (i.e. mobile
devices or telecommunication services) transferred to the customer. If the Group transfers
goods or services to a customer before the customer pays consideration or before payment
is due, a contract asset is recognised for the earned consideration that is conditional.
Contract assets are subject to impairment assessment based on the ECL model.
(ii) Trade receivables
A receivable represents the Group’s right to an amount of consideration that is unconditional

(i.e. only the passage of time is required before payment of the consideration is due). Refer
to accounting policies of financial assets in Note 2.8.
31 December 2021
(c) Contract balances (Cont’d.)
(iii) Contract liabilities
A contract liability is the obligation to transfer goods or services to a customer for which
the Group has received consideration (or an amount of consideration is due) from the
customer. If a customer pays consideration before the Group transfers goods or services to
the customer, a contract liability is recognised when the payment is made or the payment
is due (whichever is earlier). Contract liabilities are recognised as revenue when the Group
performs under the contract.
For prepaid services, a contract liability is recognised when consideration is received from
a customer, but services are yet to be performed.
(d) Cost to obtain a contract
The Group pays sales commissions to external sales channels and employees as an incentive for
each new customer registration to the Group’s telecommunication services. Sales commissions
have been determined to be an incremental cost of obtaining a contract and are capitalised as
contract costs when the Group expects these costs to be recovered over a period of more than
one year.
Contract costs are amortised on a straight-line basis over the expected customer life cycle, which
is consistent with the pattern of the related revenue. For contract costs with an amortisation period
of less than one year, the Group has elected to apply the practical expendient to recognise as
an expense when incurred.
Amortisation of contract costs are included as part of operating expenses in the profit or loss,
based on the nature of commission costs, and not under amortisation expenses.
The Group recognises an impairment loss in profit or loss to the extent that the carrying amount
of the contract costs recognised exceeds the remaining amount of consideration that the Group
expects to receive in exchange for the goods or services to which the contract costs relate, less
the remaining costs that relate directly to providing those goods or services (that have not been
recognised as an expense).

31 December 2021
(d) Cost to obtain a contract (Cont’d.)
When there are indications of impairment, relating to the CGU to which the contract costs
belong, the Group will include the resulting carrying amount of contract costs after performing
the impairment test above, in the carrying amount of the CGU for the purpose of applying MFRS
136.
When impairment conditions no longer exist or have improved, the Group will recognise a
reversal of some or all of the impairment losses previously recognised on the contract costs. The
increased carrying amount of the contract costs should not exceed the amount that would have
been determined (net of amortisation) had no impairment loss been recognised previously.
2.19.2 Dividend income
Dividend income is recognised when the Company’s right to receive payment is established, and
is presented as revenue in profit or loss, aligned with the principal activity of the Company as an
investment holding entity.
2.19.3 Lease income
Lease income is accounted for on a straight-line basis over the lease terms and is included in revenue
in the statement of profit or loss due to its operating nature. The aggregate costs of incentives provided
to lessees are recognised as a reduction of rental income over the lease term on a straight-line basis.
2.20 Government grants
As a universal service provider (“USP”), the Group is entitled to claim certain qualified expenses from the
Malaysian Communications and Multimedia Commission (“MCMC”) in relation to USP projects. These claims
are treated as government grants and recognised at their fair values where there is reasonable assurance that
the grants will be received and the Group complies with all the attached conditions.
A grant relating to the asset is deducted against the carrying amount of the asset, and recognised in profit or
loss over the life of the depreciable asset by way of a reduced depreciation charge. Grant relating to expense
is recognised in profit and loss by crediting directly against the related expense.
31 December 2021
2.21 Foreign currency transactions
(a) Functional and presentation currency
The individual financial statements of each entity in the Group are measured using the currency of the
primary economic environment in which the entity operates (“the functional currency”).The consolidated
financial statements of the Group are presented in RM, which is also the functional currency of all entities
in the Group.
Transactions in foreign currencies are initially converted into RM at exchange rates prevailing at the
date of transaction. At each reporting date, foreign currency monetary items are translated into RM at
exchange rates prevailing at that date. Non-monetary items initially denominated in foreign currencies,
which are carried at historical cost are translated using the historical rate as of the date of acquisition.
(b) Foreign currency transactions
Exchange differences arising on the settlement of monetary items or on translating monetary items at
the reporting date are recognised in profit or loss. Exchange differences arising on the translation of non-
monetary items carried at fair value are included in profit or loss for the period except for the differences
arising on the translation of non-monetary items in respect of which gains and losses are recognised
directly in other comprehensive income. Exchange differences arising from such non-monetary items are
also recognised directly in other comprehensive income.
2.22 Fair value measurement
The Group measures financial instruments such as derivatives at fair value at each reporting date. The fair
values of financial instruments measured at amortised cost are disclosed in Note 31.6.
Fair value is 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 fair value measurement is based on
the presumption that the transaction to sell the asset or transfer the liability takes place either:
(i) In the principal market for the asset or liability; or
(ii) In the absence of a principal market, in the most advantageous market for the asset or liability.
The principal or the most advantageous market must be accessible by the Group.
The fair value of an asset or a liability is measured using the assumptions that market participants would use
when pricing the asset or liability, assuming that market participants act in their economic best interest.
A fair value measurement of a non-financial asset 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.

31 December 2021
2.22 Fair value measurement (Cont’d.)
The Group uses valuation techniques that are appropriate in the circumstances and for which sufficient data
are available to measure fair value, maximising the use of relevant observable inputs and minimising the use
of unobservable inputs.
All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised
within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair
value measurement as a whole:
(i) Level 1 - Quoted (unadjusted) market prices in active markets for identical assets or liabilities
(ii) Level 2 - Valuation techniques for which the lowest level input that is significant to the fair value
measurement is directly or indirectly observable
(iii) Level 3 - Valuation techniques for which the lowest level input that is significant to the fair value
measurement is unobservable
For assets and liabilities that are recognised in the financial statements on a recurring basis, the Group
determines whether transfers have occurred between Levels in the hierarchy by re-assessing categorisation
(based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each
reporting period.
2.23 Current versus non-current classification
The Group presents assets and liabilities in statements of financial position based on current/non-current
classification. An asset is current when it is:
- Expected to be realised or intended to be sold or consumed in normal operating cycle;
- Held primarily for the purpose of trading;
- Expected to be realised within twelve months after the reporting period; or
- Cash or cash equivalents unless restricted from being exchanged or used to settle a liability for at least
twelve months after the reporting period.
31 December 2021
2.23 Current versus non-current classification (Cont’d.)
All other assets are classified as non-current. A liability is current when:
- It is expected to be settled in normal operating cycle;
- It is held primarily for the purpose of trading;
- It is due to be settled within twelve months after the reporting period; or
- There is no unconditional right to defer the settlement of the liability for at least twelve months after the
reporting period.
The Group classifies all other liabilities as non-current.
Deferred tax assets and liabilities are classified as non-current assets and liabilities.
2.24 Segment reporting
The Group provides telecommunication and related services to customers across the country and its services
and products essentially have a similar risk profile. Business activities of the Group are not organised by product
or geographical components and its operating result is reviewed as a whole by its management. Accordingly,
there is no separate segment, as disclosed in Note 33.
3. Changes in accounting policies
3.1 Adoption of new and amended MFRSs and interpretation
The accounting policies adopted are consistent with those of the previous financial year except as follows:
On 1 January 2021, the Group and the Company adopted the following amended MFRS mandatory for annual
financial periods beginning on or after 1 January 2021.
Effective for
annual periods
beginning on
Description or after
Amendments to MFRS 9, MFRS 139, MFRS 7, MFRS 4 and MFRS 16: Interest Rate Benchmark
Reform - Phase 2 1 January 2021
The adoption of the above amendments did not have any significant effect on the financial statements of the
Group and of the Company.

31 December 2021
3. Changes in accounting policies (Cont’d.)
3.2 Standards issued but not yet effective
The standards and amendments that are issued but not yet effective up to the date of issuance of the Group’s
and the Company’s financial statements are disclosed below. The Group and the Company intend to adopt
these standards and amendments, if applicable, when they become effective.
Effective for
annual periods
beginning
Description on or after
Amendments to MFRS 16: Leases - Covid-19 Related Rent Concessions beyond 30 June
2021 1 April 2021
Amendments to MFRS 1, MFRS 9 and MFRS 141: Annual Improvements to MFRS Standards
2018-2020 1 January 2022
Amendments to MFRS 3: Reference to the Conceptual Framework 1 January 2022
Amendments to MFRS 116: Property, Plant and Equipment - Proceeds before Intended Use 1 January 2022
Amendments to MFRS 137: Provisions, Contingent Liabilities and Contingent Assets -
Onerous Contracts - Cost of Fulfilling a Contract 1 January 2022
MFRS 17: Insurance Contracts 1 January 2023
Amendments to MFRS 17: Insurance Contracts 1 January 2023
Amendments to MFRS 17: Insurance Contracts - Initial Application of MFRS 17 and MFRS 9 -
Comparative Information 1 January 2023
Amendments to MFRS 101: Classification of Liabilities as Current or Non-current 1 January 2023
Amendments to MFRS 101: Disclosure of Accounting Policies 1 January 2023
Amendments to MFRS 108: Definition of Accounting Estimates 1 January 2023
Amendments to MFRS 112: Deferred Tax related to Assets and Liabilities arising from a Single
Transaction 1 January 2023
Amendments to MFRS 10 and MFRS 128: Sale or Contribution of Assets between an Investor
and its Associate or Joint Venture Deferred
The directors expect that the adoption of the above standards and amendments will not have a material
impact on the financial statements in the period of initial application.
31 December 2021
4. Significant accounting estimates and judgements and key sources of estimation uncertainty
There were no significant judgements made in applying the accounting policies of the Group which may have
significant effects on the amounts recognised in the financial statements.
Management makes key assumptions concerning the future and other key sources of estimation uncertainty at the
reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and
liabilities within the next financial year.
The following represents a summary of the critical accounting estimates and the associated key sources of estimation
uncertainty.
4.1 Useful lives of property, plant and equipment and intangible assets
Depreciation and amortisation are based on management’s estimates of the future estimated useful lives
and residual values of property, plant and equipment and intangible assets. Estimates may change due to
technological developments, modernisation initiatives, expected level of usage, competition, market conditions
and other factors, which could potentially impact the average useful lives and the residual values of these
assets. This may result in future changes in the estimated useful lives and in the depreciation or amortisation
expenses. A 5.0% difference in the expected useful lives of these assets from management’s estimates would
result in approximately 3.5% (2020: 1.6%) variance in the Group’s profit for the financial year. The carrying
amounts of property, plant and equipment and intangible assets at the reporting date are disclosed in Note
11 and Note 12, respectively.
4.2 Provision for expected credit losses of trade receivables and contract assets
The Group uses a provision matrix to calculate ECLs for trade receivables and contract assets. The provision
rates are based on days past due for groupings of various customer segments that have similar loss patterns
(i.e. customer type and rating).
The provision matrix is initially based on the Group’s historical observed default rates. The Group then adjusts
the historical credit loss experience taking into consideration the forward-looking information. For example, if
the Group’s view of the forecasted economic conditions (i.e. inflation rate, unemployment rate, interest rate and
economic outlook for Malaysia) are expected to significantly deteriorate over the next financial year which
may lead to an increase in the unrecoverable rate of the receivables and contract assets. At every reporting
date, the historical observed default rates are updated and changes in the forward-looking estimates are
analysed.
The Group estimates the relationship between historical observed default rates, forecast economic conditions
and ECL which may not be representative of customer’s actual default in the future. The information about the
provision matrix on the Group’s trade receivables and contract assets is disclosed in Note 31.2.
If the historical observed default rates varies by 5.0% from management’s estimates, the Group’s allowance for
expected credit loss on trade receivables and contract assets will cause either a 0.1% (2020: 0.2%) increase or
0.1% (2020: 0.2%) decrease respectively in the Group’s profit for the financial year.

31 December 2021
4. Significant accounting estimates and judgements and key sources of estimation uncertainty (CONT’D.)
4.3 Deferred tax
Deferred tax implications arising from the changes in corporate income tax rates are measured with reference
to the estimated realisation and settlement of temporary differences in the future periods in which the tax
rates are expected to apply, based on the tax rates enacted or substantively enacted at the reporting date.
While management’s estimates on the realisation and settlement of temporary differences are based on the
available information at the reporting date, changes in business strategy, future operating performance and
other factors could potentially impact the actual timing and amount of temporary differences realised and
settled. Any difference between the actual amount and the estimated amount would be recognised in profit
and loss in the period in which actual realisation and settlement occurs. The carrying amount of deferred tax
liabilities is disclosed in Note 22.
4.4 Income taxes
Significant estimation is involved in determining the Group’s provision for income taxes as there are certain
transactions and computations for which the final tax treatment is uncertain at the reporting date.
Where the final tax treatment of these matters are different from the amounts that were initially recognised, such
differences will impact the income tax and deferred tax provisions in the period in which determination of final
tax treatment is made.
4.5 Provisions for liabilities
Provision for site decommissioning and restoration costs are provided based on the present value of the
estimated future expenditure to be incurred for dismantling the inactive sites. Significant management
assumption and estimation are required in determining the discount rate and the expenditure to be incurred
for dismantling each network infrastructure sites. Where expectations differ from the original estimates, the
differences will impact the carrying amount of provision for site decommissioning and restoration costs. The
carrying amount of provision for site decommissioning and restoration costs at the reporting date is disclosed
in Note 23.
4.6 Revenue recognition - determining stand-alone selling price (“SSP”)
The Group has assessed that there are two performance obligations for bundled contracts where the Group
needs to allocate the transaction price between the telecommunication service and mobile device based on
their relative SSP.
SSP for telecommunication services and mobile devices are based on observable sales prices; however, where
certain SSP are not directly observable, estimates will be made maximising the use of observable inputs.
The estimation of SSP is a significant estimate as it will directly determine the amount of revenue to be recognised
up front (sale of device) and amount of revenue to be recognised over time (telecommunication revenue). For
example, a lower SSP for mobile device will result in a lower amount of revenue recognised upfront and higher
amount of revenue recognised over the contract period.
The revenue recognised in the current financial year in relation to sale of device and telecommunication
revenue is detailed in Note 5.
31 December 2021
4. Significant accounting estimates and judgements and key sources of estimation uncertainty (CONT’D.)
4.7 Estimating the lease term – Group as a lessee
The Group determines the lease term as the non-cancellable term of the lease, together with any periods
covered by an option to extend the lease if it is reasonably certain to exercise the option, or any periods
covered by an option to terminate the lease, if it is reasonably certain not to exercise the option, within the
period for which the contract is enforceable.
In determining the lease term, the Group considers all facts and circumstances that create an economic
incentive to exercise an extension option, or not to exercise a termination option. For example, for leases of
certain telecommunication network sites, if the Group expects to use significant non-removable leasehold
improvements beyond the date on which the lease can be terminated, the existence of those leasehold
improvements may indicate that the Group might incur a more than insignificant penalty if it terminates the
lease.
For leases of telecommunication network sites, other factors to consider in assessing the lease term include the
technology development and potential changes in business models.
The Group reassesses the lease term upon the occurrence of a significant event or change in circumstances
that is within the control of the Group and affects whether the Group is reasonably certain to exercise an option
not previously included in the determination of lease term, or not to exercise an option previously included in
the determination of lease term. A revision in lease term results in remeasurement of the lease liabilities.
Based on the assessment of these factors, the lease term for the Group’s leases relating to telecommunication
network sites will normally be within a range of 3 to 10 years.
4.8 Estimating the incremental borrowing rate for leases
In measuring its lease liabilities, the Group has used its incremental borrowing rate (“IBR”) to present value the
future lease payments, as the interest rate implicit in the lease cannot be readily determined.
The IBR is the rate of interest that a lessee would have to pay to borrow over a similar term, and with a similar
security, the funds necessary to obtain an asset of a similar value to the right-of-use asset in a similar economic
environment.
To determine the incremental borrowing rate for its leases, the Group makes adjustments to the existing rates
received from financial institutions, taking into consideration the lease term and leased assets. The Group also
considers changes in the financing condition since the last offered rates from the financing institutions.
The carrying amount of lease liabilities is disclosed in Note 13.


31 December 2021
5. Revenue
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Revenue from contracts with customers (Note 5.1) 6,240,422 6,068,991 - -

Lease income (Note 5.4) 95,252 83,756 - -
Dividend income from a subsidiary - - 1,135,500 1,275,000
6,335,674 6,152,747 1,135,500 1,275,000
5.1 Disaggregation of revenue from contracts with customers
In the following table, revenue is disaggregated by major products or service lines (which also represents the
Group’s defined performance obligations).
Group Note 2021 2020

RM’000 RM’000
Major products/service lines

Telecommunication revenue (a) 5,341,404 5,427,787
Sales of devices (b) 899,018 641,204
Total revenue from contracts with customers 6,240,422 6,068,991
The timing of revenue recognition for respective major products or service lines are as follows:
(a) Services transferred over time

(b) Products transferred at a point in time
5.2 Contract balances
Group
Note 2021 2020
RM’000 RM’000
Non-current assets
Trade receivables 18 122,247 129,767
Contract assets 21,757 28,886
Current assets/(liabilities)
Trade receivables 18 437,374 389,000
Contract assets 51,127 66,437
Contract liabilities (346,088) (306,283)
31 December 2021
5. Revenue (CONT’D.)
5.2 Contract balances (Cont’d.)
Contract assets primarily relate to rights to consideration for mobile devices transferred to subscribers but
not billed at the reporting date. Contract assets are transferred to receivables when the rights become
unconditional. As at 31 December 2021, the Group has contract assets of RM72.9 million (2020: RM95.3 million)
which is net of an allowance for expected credit losses of RM4.5 million (2020: RM4.5 million).
Contract liabilities mainly relate to advance consideration received from subscribers at inception of contracts,
for which revenue is only recognised upon rendering of telecommunication service.
All contract liabilities at the beginning of the financial year have been recognised as revenue in the current
financial year.
5.3 Right of return asset and refund liabilities
Group
2021 2020
RM’000 RM’000
Right of return assets - 36,740

Refund liabilities - (36,740)
5.4 Group as a lessor
The Group has entered into operating leases on certain network telecommunication sites. These leases have
lease terms between one to six years. Lease income recognised by the Group during the financial year is
RM95.3 million (2020: RM83.8 million).
The future minimum rentals receivable under non-cancellable operating leases are as follows:
2021 2020
RM’000 RM’000
Within one financial year 85,967 79,962

After one financial year but not more than five financial years 182,956 224,029
More than five financial years 24,431 21,439
293,354 325,430

31 December 2021
6. Finance costs
Group
Note 2021 2020
RM’000 RM’000
Interest expense on:

- Loans and borrowings 85,306 104,200
- Others 8,822 7,820
Unwinding of discount:
- Lease liabilities 13 112,269 126,796
- Site decommissioning and restoration costs 23.1 3,825 14,410
Net change in fair value of derivative financial instruments:
- Interest rate swaps 35,363 (40,679)
245,585 212,547
7. Profit before tax
Profit before tax is derived after deducting/(crediting):
Group Company
Note 2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Allowance for expected credit losses on

trade receivables and contract assets 31.2 54,506 81,588 - -
Depreciation 1,180,305 1,154,114 - -
- property, plant and equipment 11 697,383 678,447 - -
- ROU asset 13 482,922 475,667 - -
Amortisation of contract cost 14 83,439 87,199 - -
Auditors’ remuneration:
- statutory audit 558 638 37 35
- other services 7(a) 1,086 464 832 62
Staff expenses 7(b) 244,569 242,099 - -
Non-executive directors’ remuneration
excluding benefits-in-kind 7(c) 893 897 89 90
31 December 2021
7. Profit before tax (CONT’D.)
Profit before tax is derived after deducting/(crediting): (Cont’d.)
Group Company
Note 2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Transmission facilities services 188,848 165,974 - -

Inventories written (back)/down (1,141) 212 - -
Rental of land and buildings 36,614 2,883 - -
Rental of equipment and others 25,204 22,579 - -
Realised foreign exchange gain (469) (2,083) - -
Unrealised foreign exchange gain (1,435) (259) - -
Fair value gain on foreign currency forward
contracts (211) (25) - -
Loss on disposal of property, plant and
equipment 13,681 2,604 - -
Loss on disposal of intangible assets 2,012 - - -
Gain on termination of leases (384) (72) - -
Write-off of property, plant and equipment 1,041 50,708 - -
Write-off of intangible asset - 120 - -
Bad debts recovered (21,946) (16,149) - -
Waiver of debt - - (3,493) (907)
Interest income from deposits with licensed
banks (8,600) (11,291) (70) (102)
Unwinding of significant financing
component of revenue contracts with
deferred payment scheme (21,941) (18,628) - -
(a) Fees for other services were incurred in connection with performance of agreed upon procedures, regulatory
compliance reporting and services rendered as the reporting accountant for the proposed merger of the
Company (“Digi”) and Celcom Axiata Berhad (“Celcom”). Please refer to Note 34 for further details on the
proposed merger exercise.

31 December 2021
(b) Staff expenses incurred by the Group net of capitalisation of employee benefits expense in property, plant and
equipment during the financial year comprise:
Group
Note 2021 2020
RM’000 RM’000
Salaries and bonuses 195,411 195,223

Defined contribution plan 30,117 25,056
Defined benefit plan 26 67 93
Share-based payment 1,357 1,871
Reversal of provision for employee leave entitlements 23.1 - (161)
Other staff related expenses 17,617 20,017
244,569 242,099
(c) Non-executive directors’ remuneration during the financial year comprises:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Non-executive:
Fees 893 897 89 90
Benefits-in-kind 10 11 - -
Total 903 908 89 90
The number of non-executive directors of the Company whose total remuneration during the financial year falls
within the following band is analysed below:
Number of directors
Non-executive directors: 2021 2020
Nil 4 6
RM100,001 - RM200,000 2 -
RM200,001 - RM300,000 1 3
RM300,001 - RM400,000 1 -
31 December 2021
(d) During the financial year, the Group incurred professional and legal expenses amounting to RM7.4 million
relating to the proposed merger which are one-off in nature. Please refer to Note 34 for further details on the
proposed merger exercise.
8. Taxation
Major components of income tax expense
The major components of income tax expense for the financial years ended 31 December 2021 and 2020 are:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Statements of comprehensive income:

Current income tax:
- Malaysian income tax 366,046 355,202 19 24
- Over provision in prior financial years (47,366) (5,424) - -
Total current income tax 318,680 349,778 19 24
Deferred taxation (Note 22):
- Relating to origination and reversal of
temporary differences 6,101 44,959 - -
- Under provision in prior financial years 27,999 6,340 - -
Total deferred tax 34,100 51,299 - -
Income tax expense recognised in profit or loss 352,780 401,077 19 24

31 December 2021
8. Taxation (CONT’D.)
Reconciliations of income tax expense/rate applicable to profit before tax at the statutory income tax rate to income
tax expense/rate at the effective income tax rate of the Group and of the Company are as follows:
2021 2020
% RM’000 % RM’000
Group
Profit before tax 1,514,885 1,622,046
Taxation at Malaysian statutory tax rate 24.0 363,572 24.0 389,291
Effect of expenses not deductible for tax purposes 1.7 25,262 1.3 20,639
Effect of income not subject to tax - - (0.6) (9,769)
Effect of different tax rate (1)
(1.1) (16,687) - -
Over provision of income tax expense in prior financial years (3.1) (47,366) (0.3) (5,424)
Under provision of deferred tax expense in prior financial years 1.8 27,999 0.4 6,340
Effective tax rate/income tax expense recognised in profit or loss 23.3 352,780 24.8 401,077
(1)
Effect on deferred tax arising from the one-off tax measure proposed by the Government of Malaysia in Budget 2022, whereby
chargeable income above the RM100 million mark will be taxed at a rate of 33%, instead of 24% for the year of assessment
2022.
2021 2020
% RM’000 % RM’000
Company
Profit before tax 1,132,437 1,275,815
Taxation at Malaysian statutory tax rate 24.0 271,785 24.0 306,196
Income not subject to tax (24.0) (271,766) (24.0) (306,172)
Effective tax rate/income tax expense recognised in profit or loss 0.0 19 0.0 24
Domestic current income tax is calculated at the Malaysian statutory tax rate of 24% (2020: 24%) of the estimated
taxable profit for the financial year.
31 December 2021
9. Earnings per ordinary share - basic
Earnings per ordinary share is calculated by dividing profit for the financial year, net of tax, attributable to owners of
the parent by the weighted average number of ordinary shares in issue during the financial year.
Group
2021 2020
Profit Attributable To Owners Of The Parent (RM’000) 1,162,105 1,220,969

Weighted Average Number Of Ordinary Shares In Issue (‘000) 7,775,000 7,775,000
Basic Earnings Per Share (sen) 14.9 15.7
No diluted earnings per ordinary share was presented as the Group does not have any convertible instrument,
options, warrants and their equivalents.
10. Dividends
Group/Company
2021 2020
RM’000 RM’000
Recognised during the financial year:

Dividends on ordinary shares:
Fourth interim single-tier dividend (2020: 3.6 sen; 2019: 4.4 sen) 279,900 342,100
First interim single-tier dividend (2021: 3.4 sen; 2020: 4.2 sen) 264,350 326,550
Second interim single-tier dividend (2021: 3.6 sen; 2020: 3.7 sen) 279,900 287,675
Third interim single-tier dividend (2021: 4.0 sen; 2020: 4.1 sen) 311,000 318,775
1,135,150 1,275,100
Interim dividend declared subsequent to the reporting date (not recognised

as a liability as at 31 December):
Dividends on ordinary shares:
Fourth interim single-tier dividend (2021: 3.9 sen; 2020: 3.6 sen) 303,225 279,900
The board of directors had on 28 January 2022, declared a fourth interim single-tier dividend of 3.9 sen per ordinary
share in respect of the financial year ended 31 December 2021 amounting to RM303.2 million. The financial
statements for the current financial year do not reflect this fourth interim dividend. Such dividend, will be accounted
for in equity as an appropriation of retained earnings in the financial year ending 31 December 2022.

31 December 2021
11. Property, plant and equipment
Tele-
Furniture communi- Capital
Freehold Freehold Motor Computer and cations work-in-
land buildings vehicles systems fittings network progress Total
RM'000 RM'000 RM'000 RM'000 RM'000 RM'000 RM'000 RM'000
Group
Cost
At 1 January 2021 29,067 143,903 24,007 228,331 194,885 6,664,181 170,267 7,454,641
Additions - - - - 2 46,526 647,222 693,750
Disposals - - - (7) (2,247) (148,424) - (150,678)
Write offs - - - - (25) (15,836) (1,041) (16,902)
Transfers - - 462 26,572 8,053 617,364 (652,451) -
At 31 December 2021 29,067 143,903 24,469 254,896 200,668 7,163,811 163,997 7,980,811
Accumulated
depreciation
At 1 January 2021 - 32,850 22,176 175,730 157,053 4,183,689 - 4,571,498
Depreciation expenses
for the financial year
(Note 7) - 2,821 1,073 20,991 19,400 653,098 - 697,383
Disposals - - - (4) (2,209) (133,671) - (135,884)
Write offs - - - - (25) (15,836) - (15,861)
At 31 December 2021 - 35,671 23,249 196,717 174,219 4,687,280 - 5,117,136
Net carrying amount

At 31 December 2021 29,067 108,232 1,220 58,179 26,449 2,476,531 163,997 2,863,675
31 December 2021
11. Property, plant and equipment (CONT’D.)
Tele-
Furniture communi- Capital
Freehold Freehold Motor Computer and cations work-in-
land buildings vehicles systems fittings network progress Total
RM'000 RM'000 RM'000 RM'000 RM'000 RM'000 RM'000 RM'000
Group (Cont’d.)
Cost
At 1 January 2020 29,638 143,332 23,982 232,079 263,839 6,530,499 230,820 7,454,189
Additions - - 52 (56) (1,735) 79,048 593,203 670,512
Disposals - - - (9,124) (44,623) (68,845) (2,479) (125,071)
Write offs - - - (76) (224) (675,319) (2) (675,621)
Transfers - - - 38,943 4,211 608,498 (651,652) -
Reclassifications
(Note 11(c)) (571) 571 (27) (33,435) (26,583) 97,910 377 38,242
Reclassification from
intangible assets
(Note 12) - - - - - 92,390 - 92,390
At 31 December 2020 29,067 143,903 24,007 228,331 194,885 6,664,181 170,267 7,454,641
Accumulated
depreciation
At 1 January 2020 - 29,845 20,764 187,170 209,849 4,154,451 - 4,602,079
Depreciation expenses
for the financial year
(Note 7) - 2,821 1,351 6,717 27,051 640,507 - 678,447
Disposals - - - (9,121) (44,568) (68,668) - (122,357)
Write offs - - - (76) (183) (624,654) - (624,913)
Reclassifications
(Note 11(c)) - 184 61 (8,960) (35,096) 82,053 - 38,242
At 31 December 2020 - 32,850 22,176 175,730 157,053 4,183,689 - 4,571,498
Net carrying amount

At 31 December 2020 29,067 111,053 1,831 52,601 37,832 2,480,492 170,267 2,883,143

31 December 2021
11. Property, plant and equipment (CONT’D.)
(a) The Group acquired property, plant and equipment with an aggregate cost of RM693.8 million (2020: RM670.5
million) of which RM11.9 million (2020: RM52.5 million) relates to the provision for site decommissioning and
restoration costs, as disclosed in Note 23.1.
(b) Government grants of RM230.8 million (2020: RM34.6 million) relating to additions of qualifying property, plant
and equipment, were deducted before arriving at the cost of property, plant and equipment during the
financial year ended 31 December 2021.
(c) The cost and accumulated depreciation for certain categories of property, plant and equipment were adjusted
in the prior financial year to be consistent with the category in the asset register.
12. Intangible assets
Computer
software
RM’000
Group
Cost
At 1 January 2021 746,251
Additions 121,537
Disposals (21,300)
Write offs (12)
At 31 December 2021 846,476
Accumulated amortisation
At 1 January 2021 498,215
Amortisation expenses for the financial year 83,160
Disposals (18,944)
Write offs (12)
At 31 December 2021 562,419
Net carrying amount

At 31 December 2021 284,057
31 December 2021
12. Intangible assets (CONT’D.)
Computer
software
RM’000
Group
Cost
At 1 January 2020 736,969
Additions 102,249
Write offs (577)
Reclassification to property, plant and equipment (Note 11) (92,390)
At 31 December 2020 746,251
Accumulated amortisation
At 1 January 2020 430,983
Amortisation expenses for the financial year 67,689
Write offs (457)
At 31 December 2020 498,215
Net carrying amount

At 31 December 2020 248,036
Included in the cost of computer software are computer software not yet available for use of RM49.7 million (2020:
RM73.2 million) as at 31 December 2021 .

31 December 2021
13. Right of use assets
Group as a lessee
Tele-
communi- Stores,
Leasehold cations Trans- Spectrum office
land and network mission band- buildings
buildings sites facilities widths and kiosks Total
RM'000 RM'000 RM'000 RM'000 RM'000 RM'000
Carrying amount
At 1 January 2021 19,275 1,588,426 6,389 1,407,030 10,758 3,031,878

Additions - 267,306 1,911 14,803 4,855 288,875
Depreciation expense for the
financial year (Note 7) (361) (340,417) (3,094) (130,983) (8,067) (482,922)
Termination - (8,697) (414) - - (9,111)
At 31 December 2021 18,914 1,506,618 4,792 1,290,850 7,546 2,828,720
At 1 January 2020 19,636 1,042,737 3,857 1,516,891 11,967 2,595,088

Additions - 561,118 5,303 14,250 10,489 591,160
Revision of lease term - 324,412 - - - 324,412
Depreciation expense for the
financial year (Note 7) (361) (336,794) (2,703) (124,111) (11,698) (475,667)
Termination - (3,047) (68) - - (3,115)
At 31 December 2020 19,275 1,588,426 6,389 1,407,030 10,758 3,031,878
The Group’s lease arrangements are mainly in relation to telecommunication network sites, transmission faciltlies
and spectrum bandwidths which are used to support the Group’s telecommunication operations. The lease
arrangements generally do not allow for subleasing of the leased asset, unless there is a contractual right for the
Group to sublet the lease asset to another party.
The Group also has certain leases with lease terms of 12 months or less and leases that have been determined to
be low value. The Group applies the ‘short-term lease’ and ‘lease of low-value assets’ recognition exemption for these
leases.
31 December 2021
13. Right of use assets (Cont’d.)
Set out below are the carrying amounts of lease liabilities (included under loans and borrowings) and the movements
during the financial year:
Group
Note 2021 2020
RM’000 RM’000
At 1 January 2,580,895 2,047,932

Additions 288,875 591,160
Revision of lease term - 324,412
Unwinding of discount 6 112,269 126,796
Payments (513,684) (506,218)
Termination (9,495) (3,187)
At 31 December 2,458,860 2,580,895
Analysed as:
Current 21 448,421 399,510
Non-current 21 2,010,439 2,181,385
2,458,860 2,580,895
The maturity analysis of lease liabilities are disclosed in Note 31.4.
The following are amounts recognised in profit or loss:
Group
2021 2020
RM’000 RM’000
Depreciation expense of right of use assets 482,922 475,667

Interest expense on lease liabilties 112,269 126,796
Expenses included in sales and marketing expenses:
- short-term leases 4,565 3,977
Rental expenses presented separately on statement of comprehensive income:
- short-term leases 57,110 21,337
- leases of low value assets 143 148
657,009 627,925
The Group has total cash outflow for leases amounting to RM515.5 million (2020: RM473.6 million).

31 December 2021
14. Contract costs
Group
2021 2020
RM’000 RM’000
Capitalised costs, net of amortisation 71,687 57,887

Amortisation recognised in operating expenses (Note 7) 83,439 87,199
15. Investments in subsidiaries
Company
2021 2020
RM’000 RM’000
Unquoted shares at cost 773,361 773,361
The Company has injected RM0.6 million into InfraNation Sdn. Bhd. in the prior financial year for working capital
purposes.
Details of the subsidiaries, which are incorporated in Malaysia, are as follows:
Percentage of ownership
Name of company interest held by the Group Principal activities
2021 2020
(%) (%)
Digi Telecommunications Sdn. Bhd. 100 100 Establishment, maintenance and

(“DTSB”) provision of telecommunications and
related services
InfraNation Sdn. Bhd. 100 100 Provision of telecommunication
infrastructure services
Subsidiaries held through DTSB

Y3llowLabs Sdn. Bhd. 100 100 Provision of e-commerce,digital services
and solutions
Digi Services Sdn. Bhd.^ - 100 Dormant
^
This subsidiary has applied for strike off in the prior financial year and was struck off during the financial year.
31 December 2021
16. Other investment
Group
2021 2020
RM’000 RM’000
Non-current
Financial asset at fair value through OCI
Unquoted shares 78 78
The investment was previously made in relation to a programme initiated by the Group to fund new digital start-ups
in Malaysia.
17. Inventories
Group
2021 2020
RM’000 RM’000
Merchandise:
At cost 102,785 111,196
At net realisable value 13,783 26,011
116,568 137,207
During the financial year, the amount of inventories recognised as an expense in cost of materials of the Group was
RM971.0 million (2020: RM708.7 million).

31 December 2021
18. Trade and other receivables
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Non-current
Trade receivables (Note 18.1) 122,247 129,767 - -
Deposits and prepayments (Note 18.2) 198,615 214,771 - -
320,862 344,538 - -
Current
Trade receivables (Note 18.1) 466,414 427,293 - -
Other receivables 408,560 361,503 - -
Deposits and prepayments (Note 18.2) 204,458 221,884 5 4
1,079,432 1,010,680 5 4
Allowance for expected credit loss on trade
receivables (Note 31.2) (29,040) (38,293) - -
1,050,392 972,387 5 4
Total trade and other receivables 1,371,254 1,316,925 5 4
18.1 Trade receivables
The Group’s trade receivables include receivables on deferred payment schemes amounting to RM257.8
million (2020: RM222.2 million), which allows eligible customers on bundled packages to make payment for
mobile devices over a 24 month period.
Apart from the deferred payment scheme receivables, the Group’s trade receivables are non-interest bearing,
and are subject to normal trade credit terms ranging from 30 to 45 days (2020: 30 to 45 days). They are
recognised at their original invoice amounts which represent their fair value on initial recognition.
18.2 Deposits and prepayments
Included in deposits and prepayments are non-current and current prepayments which are advances to a
network facility provider (“NFP”) of RM126.1 million (2020: RM147.5 million) for provision of connectivity services
for a period of 10 years and non-current and current deposits given to local city councils of RM103.8 million
(2020: RM97.4 million) for public infrastructure works which are refundable upon completion.
18.3 Foreign currency exposures
As at 31 December 2021, the Group’s trade receivables balances included exposure to foreign currency
denominated in United States Dollar (“USD”) and Special Drawing Rights (“SDR”) amounting to RM5.2 million
(2020: RM6.9 million) and RM22.5 million (2020: RM16.5 million) respectively.
31 December 2021
19. Derivative financial assets/(liabilities)
Group
2021 2020
RM’000 RM’000
Non-hedging derivative financial assets/(liabilities)

Non-current
- Interest rate swaps 19.1 26,365 61,728
Current
- Foreign currency forward contracts 19.2 (183) (394)
19.1 Interest rate swaps
Notional
value Fair value Assets
RM’000 RM’000 RM’000
Interest rate swaps:

- 2021 1,075,000 1,101,365 26,365
- 2020 1,075,000 1,136,728 61,728
Interest rate swaps are used to manage appropriate fair value change exposure within the Group. The Group
entered into interest rate swaps to hedge the fair value risk in relation to the fixed interest rates of the Islamic
Medium Term Note, as disclosed in Note 21 with notional principal amounts of RM1,075.0 million (2020:
RM1,075.0 million).
The interest rate swaps entitle the Group to receive interest semi-annually at fixed rates ranging from 4% to 5%
per annum, and in return, pays interest quarterly at Kuala Lumpur Interbank Offer Rate plus a spread with a
weighted average rate of 3% (2020: 3%) per annum. The swaps mature at varying dates based on the maturity
of different tranches of the Islamic Medium Term Note.

31 December 2021
19. Derivative financial assets/(liabilities) (CONT’D.)
19.2 Foreign currency forward contracts
Contract
value in
foreign Notional
currency value Fair value Liabilities
USD’000 RM’000 RM’000 RM’000
Foreign currency forward contracts:

- 2021 9,400 39,499 39,316 (183)
- 2020 9,500 38,639 38,245 (394)
The Group uses foreign currency forward contracts to minimise its exposure to foreign currency risks as a result
of transactions denominated in currencies other than its functional currency, arising from the normal business
activities. Foreign currency forward contracts are used to hedge certain payables denominated in USD for
which firm commitments existed at the reporting date, extending to January and February 2022.
The foreign currency forward contracts and interest rate swap are not designated as cash flow hedges and are
entered into for periods consistent with foreign currency exposure and fair value changes exposure. Any gains or
losses arising from changes in the fair value of derivatives are recognised directly in profit or loss.
The method and assumptions applied in determining the fair values of the derivatives above are disclosed in Note
31.6(b).
20. Cash and short-term deposits
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Cash and bank balances 76,927 87,253 670 250

Deposits with licensed banks 127,600 215,600 - -
Cash and cash equivalents 204,527 302,853 670 250
Cash and cash equivalents include cash on hand and at banks and deposits with financial institutions. For the
purpose of the statements of cash flows, cash and cash equivalents are net of outstanding bank overdrafts, if any.
The Group’s cash and cash equivalents included amounts of foreign currency denominated in USD totalling RM2.9
million (2020: RM4.3 million) at the reporting date.
31 December 2021
20. Cash and short-term deposits (CONT’D.)
Cash at banks earns interest at floating rates based on daily bank deposit rates. The weighted average effective
interest rates of deposits at the reporting date are as follows:
Group
2021 2020
% %
Deposits with licensed banks 2 2
The deposits with licensed banks of the Group will mature within one month (2020: one month) from the end of the
reporting date.
21. Loans and borrowings
Group
Note 2021 2020
RM’000 RM’000
Non-current (unsecured)
Floating-rate term loans 107,522 329,859
Floating-rate term financing-i 219,128 367,776
Islamic medium term notes 21.1 1,498,765 1,798,503
Lease liabilities 13 2,010,439 2,181,385
3,835,854 4,677,523
Current (unsecured)
Floating-rate term loans 225,000 225,000
Floating-rate term financing-i 150,000 150,000
Islamic medium term notes 21.1 300,000 -
Lease liabilities 13 448,421 399,510
1,123,421 774,510
Total loans and borrowings 4,959,275 5,452,033

31 December 2021
21. Loans and borrowings (cont’d.)
The weighted average effective interest/profit rates at the reporting date for borrowings and debt securities are as
follows:
Group
2021 2020
% %
Floating-rate term loans and term financing-i 3 3

Islamic medium term notes 4 4
Lease liabilities 5 5
The above borrowings and debt securities are denominated in RM.
21.1 Islamic medium term notes
The Group through its wholly-owned subsidiary, DTSB, has established an Islamic medium term note programme
of up to RM5.0 billion in nominal value (“IMTN Programme”); and an Islamic commercial papers programme
of up to RM1.0 billion in nominal value (“ICP Programme”), which have a combined limit of up to RM5.0 billion
in nominal value (collectively referred to as “Sukuk Programme”) based on the Islamic principle of Murabahah
(via a Tawarruq arrangement).
The tenures of the IMTN and ICP Programmes are for 15 and 7 years, respectively from the date of the first
issuance.
As at 31 December 2021, the series of IMTN that the Group has in issue consists of:
Nominal
Tranche Tenure Rate Maturity date value
% RM’000
001 5 years 4 14 April 2022 300,000

002 7 years 5 12 April 2024 300,000
003 10 years 5 14 April 2027 300,000
004 7 years 4 18 September 2026 450,000
005 10 years 4 20 September 2029 450,000
Total 1,800,000
The proceeds from IMTN have been partially hedged against interest rate risk using interest rate swaps as
disclosed in Note 19.
31 December 2021
21. Loans and borrowings (cont’d.)
The maturities of the Group’s loans and borrowings at the reporting date are as follows:
Group
2021 2020
RM’000 RM’000
Less than one financial year 1,123,421 774,510

Between one and two financial years 547,762 1,022,236
Between two and five financial years 1,692,316 1,420,845
More than five financial years 1,595,776 2,234,442
4,959,275 5,452,033
Reconciliation of liabilities arising from financing activities
Interest
bearing
loans and Lease
borrowings liabilities Total
RM’000 RM’000 RM’000
Group
At 1 January 2021 2,871,138 2,580,895 5,452,033
Payment (375,000) (401,415) (776,415)
Non-cash changes:
Other changes 4,277 279,380 283,657
At 31 December 2021 2,500,415 2,458,860 4,959,275
At 1 January 2020 3,101,867 2,047,932 5,149,799

Drawdown of floating-rate term financing-i 150,000 - 150,000
Payment (375,000) (379,422) (754,422)
Non-cash changes:
Other changes (5,729) 912,385 906,656
At 31 December 2020 2,871,138 2,580,895 5,452,033
Included in the other changes are transaction costs deducted against carrying amount of loans and borrowings
amortised under the EIR method, and accrued but not yet paid interest on interest-bearing loans and borrowings.
The Group classifies interest paid as cash flows from operating activities.

31 December 2021
22. Deferred tax liabilities
Group
2021 2020
RM’000 RM’000
At 1 January 268,927 217,628

Recognised in profit and loss (Note 8) 34,100 51,299
At 31 December 303,027 268,927
The components and movements of recognised deferred tax liabilities and assets of the Group during the financial
year prior to offsetting are as follows:
Deferred tax liabilities:
Property,
plant and
equipment
and Right of
Contract Contract intangible use
costs assets assets assets Total
RM’000 RM’000 RM’000 RM’000 RM’000
At 1 January 2021 13,893 22,878 486,744 588,175 1,111,690

Recognised in profit and loss 9,554 17,883 90,484 (134) 117,787
At 31 December 2021 23,447 40,761 577,228 588,041 1,229,477
At 1 January 2020 15,881 29,342 462,964 470,843 979,030

Recognised in profit and loss (1,988) (6,464) 23,780 117,332 132,660
At 31 December 2020 13,893 22,878 486,744 588,175 1,111,690
Deferred tax assets:
Contract Lease
liabilities liabilities Others Total
RM’000 RM’000 RM’000 RM’000
At 1 January 2021 (73,497) (619,250) (150,016) (842,763)

Recognised in profit and loss (57,847) (4,897) (20,943) (83,687)
At 31 December 2021 (131,344) (624,147) (170,959) (926,450)
At 1 January 2020 (77,243) (489,506) (194,653) (761,402)

Recognised in profit and loss 3,746 (129,744) 44,637 (81,361)
At 31 December 2020 (73,497) (619,250) (150,016) (842,763)
Others relate to deferred tax assets mainly arising from deductible temporary differences on provisions.
31 December 2021
23. Other liabilities
Group
2021 2020
RM’000 RM’000
Non-current
Provisions (Note 23.1) 136,053 120,255
Current
Provisions (Note 23.1) - -
Total other liabilities 136,053 120,255
23.1 Provisions
Site
decommissioning Defined
and restoration benefit
costs plan Total
RM’000 RM’000 RM’000
Note (Note 26)
Group
Non-current
At 1 January 2021 120,226 29 120,255
Capitalised as property, plant and equipment 11(a) 11,933 - 11,933
Unwinding of discount 6 3,825 - 3,825
Additional provision 7(b) - 67 67
Paid during the financial year - (27) (27)
At 31 December 2021 135,984 69 136,053
Non-current
At 1 January 2020 53,284 11 53,295
Capitalised as property, plant and equipment 11(a) 52,532 - 52,532
Unwinding of discount 6 14,410 - 14,410
Additional provision 7(b) - 93 93
Paid during the financial year - (75) (75)
At 31 December 2020 120,226 29 120,255

31 December 2021
23. Other liabilities (CONT’D.)
23.1 Provisions (Cont’d.)
Employee
leave
Note entitlements
RM’000
Group
Current
At 1 January 2021/31 December 2021 -
At 1 January 2020 420

Reversal of provision during the financial year 7(b) (161)
Paid during the financial year (259)
At 31 December 2020 -
24. Trade and other payables
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Trade payables 221,761 284,884 - -

Other payables 313,051 266,259 - -
Accruals and provisions 894,057 866,809 3,882 729
Customer deposits 15,155 15,034 - -
1,444,024 1,432,986 3,882 729
The Group’s trade and other payables are non-interest bearing, and are subject to normal credit terms ranging from
30 to 60 days (2020: 30 to 60 days).
At 31 December 2021, the Group’s trade and other payables balances included exposure to foreign currency
denominated in USD, SDR and Norwegian Krone (“NOK”) amounting to RM34.2 million (2020: RM22.0 million), RM17.7
million (2020: RM14.6 million) and RM3.3 million (2020: RM26.5 million) respectively.
31 December 2021
25. Share capital
Group/Company
Number of ordinary shares Amount
2021 2020 2021 2020
Units (‘000) Units (‘000) RM’000 RM’000
Issued and fully paid

As at 1 January and 31 December 7,775,000 7,775,000 769,655 769,655
The holders of ordinary shares are entitled to receive dividends as and when declared by the Company. All ordinary
shares carry one vote per share without restrictions and rank equally with regard to the Company’s residual assets.
26. Defined benefit plan
The Group operates an unfunded defined benefit plan for its eligible employees. The estimated obligations under
the retirement benefit scheme are determined based on actuarial valuation by a qualified independent actuary.
The amount recognised in the consolidated statement of financial position is determined as follows:
Group
Note 2021 2020
RM’000 RM’000
Present value of unfunded obligations 23.1 69 29

The amount recognised in profit and loss, included under staff expenses, is as follows:
Group
Note 2021 2020
RM’000 RM’000
Interest on obligations, representing increase in provision for defined benefit

plan 7(b) 67 93

The principal actuarial assumption used in determining the retirement benefit obligation for the defined benefit plan,
is as follows:
Group
2021 2020
% %
Rate per annum:

- Discount rate 5 5
Assumption regarding future mortality are based on published statistics and mortality table.

31 December 2021
27. Retained earnings
The Company may distribute dividends out of its entire retained earnings as at 31 December 2021 and 2020
respectively, under the single-tier system.
28. Commitments
Capital commitments
Group
2021 2020
RM’000 RM’000
Capital expenditure in respect of property, plant and equipment and intangible

assets:
Approved and contracted for 192,222 461,000
Approved but not contracted for 175,677 466,000
In addition to the above capital commitments, the Company had on 21 June 2021 entered into a conditional share
sale and purchase agreement for the acquisition of the entire equity interests in Celcom via a merger exercise by
way of a combination of the issuance of the Company’s new shares and the payment of a cash consideration of
RM1,692,733,818. Further details are disclosed in Note 34.
29. Performance guarantees
Group
2021 2020
RM’000 RM’000
Unsecured
Guarantees given to city councils for public infrastructure works 15,674 13,957
Guarantee given to MCMC on project tenders, utility providers, land owners for
security deposits and others 7,158 16,410
22,832 30,367
31 December 2021
30. Significant related party disclosures
30.1 Sales and purchases of services
Related party relationships are as follows:
(i) The immediate and ultimate holding company are as disclosed in Note 1; and
(ii) The Company’s subsidiaries are as disclosed in Note 15.
Significant transactions and balances with related parties of the Group during the financial year are as follows:
Transactions Balance due (to)/from at

2021 2020 2021 2020
Group RM’000 RM’000 RM’000 RM’000
With the ultimate holding company and

fellow subsidiaries
- Telenor ASA (7,950) (8,027)
Consultancy services received 39,217 35,186
Fees payable for licenses and
trademarks 9,510 9,294
- Telenor GO Pte. Ltd. 597 (367)

Personnel services received 3,449 3,468
- Telenor Global Services AS (377) (1,773)

Sales of interconnection services on
international traffic (15,759) (11,338)
Purchases of interconnection services on
international traffic 17,389 8,670
Purchases of global connectivity 3,043 3,449
Clearing house services received for
international roaming arrangements 427 389
Services received on application
operations and basic operation for
data centre 19 -
- Total Access Communication Public

Company Limited 67 (116)
Sales of international roaming
services - (151)
Consultancy services rendered (263) (69)

31 December 2021
30. Significant related party disclosures (CONT’D.)
30.1 Sales and purchases of services (Cont’d.)

2021 2020 2021 2020
Group RM’000 RM’000 RM’000 RM’000

fellow subsidiaries (Cont’d.)
- dtac TriNet Co. Ltd. 472 626
Sales of international roaming services (61) (23)
Purchases of international roaming
services 169 255
Sales of interconnection services on
international traffic (729) (1,466)
Purchases of interconnection services on
international traffic 300 648
Lease income from bandwidth leasing (3,027) (826)
- Telenor Norge AS (5,051) (4,398)

Consultancy services received 155 85
services 20 33
Business security strategy execution
received 8,616 10,411
- Telenor Digital Services AS (3,178) (1,506)

Consultancy fees rendered - (87)
Services received on digital marketing
and distribution platform 9,444 6,147
- Telenor Global Shared Services AS (10,792) (7,338)

Services received on application
operations and basic operation for
data centre 4,730 10,897
31 December 2021

2021 2020 2021 2020
Group RM’000 RM’000 RM’000 RM’000

- Telenor Myanmar Ltd. (451) (443)
services 40 16
Consultancy fees rendered (160) (384)
- Telenor Procurement Company (10,547) (5,732)

Managed services received 36,103 21,780
- Telenor Global Services Singapore Pte.

Ltd. 869 (547)
Lease income from bandwidth leasing (7,967) (6,935)
Lease expenses of bandwidth leasing 3,185 3,054
Purchases of IP transit 251 402
- Telenor Connexion AB (143) (88)

services 856 433
- Telenor Sverige AB 3 (360)

Sales of international roaming services (186) 101
services (12) 16
- Telenor Pakistan AB (Private) Ltd. 169 (37)

services 25 (98)
Managed services rendered (310) (490)

31 December 2021

2021 2020 2021 2020
Group RM’000 RM’000 RM’000 RM’000

- Telenor A/S 7 (248)
services 17 85
- Tapad Inc. - -
Services received on digital marketing
and distribution platform - 755
- Grameenphone Ltd. 397 (29)

Managed services rendered - -
Consultancy services received 29 (1,172)
Sales of international roaming services 8 (14)
services 3 337
Amounts due (to)/from related companies which are all trade in nature are unsecured, non-interest bearing
and are subject to the normal credit terms for trade receivables and trade payables, respectively.
The directors are of the opinion that the above transactions are entered into in the normal course of business
and at standard commercial terms mutually agreed between both parties.
31 December 2021
30.2 Compensation of key management personnel
Key management personnel are those persons having authority and responsibility for planning, directing and
controlling the activities of the Group and of the Company, directly and indirectly, including directors of the
Group and of the Company.
The remuneration of key management personnel during the financial year was as follows:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Short-term employee benefits 14,949 12,650 89 90

Post-employment benefits 1,510 1,335 - -
Other employment benefits 1,633 1,587 - -
18,092 15,572 89 90
Included in remuneration of key management personnel above are non-executive directors’ remuneration as
disclosed in Note 7(c).
31. Financial instruments
31.1 Financial risk management objectives and policies
In the normal course of conducting its business activities, the Group is exposed to a variety of financial risks,
which include credit, foreign currency, liquidity and interest rate risks. The Group’s overall risk management
programme seeks to minimise potential adverse effects of these risks on the financial performance of the
Group.
31.2 Credit risk
Credit risk is the risk of loss that may arise if a counterparty default on its obligations under a financial instrument
or customer contract, leading to a financial loss.The Group’s credit risk arises in the normal course of operations
(primarily from trade and other receivables, and contract assets) and from its financing activities, including
deposits with approved financial institutions.The maximum credit risk exposure is limited to the carrying amount
of each financial asset and contract assets less allowance for impairment.

31 December 2021
31. Financial instruments (CONT’D.)
31.2 Credit risk (Cont’d.)
Trade receivables and contract assets
The credit risk is managed through formalised policies on credit assessment and approvals, credit limits and
monitoring procedures. Credit quality of each new customer is assessed based on an internally developed
credit scoring model using information such as external ratings and credit agency information. Individual risk
limits are set in accordance to the risk profile established for each customer, and are reviewed periodically.
An impairment analysis is performed at each reporting date using a provision matrix to measure expected
credit losses. The provision rates are based on days past due for groupings of various customer segments with
similar loss patterns (i.e., customer type and rating). The calculation reflects the probability-weighted outcome,
and reasonable and supportable information that is available at the reporting date about past events, current
conditions and forecasts of future economic conditions. The Group evaluates the concentration of risk with
respect to trade receivables and contract assets as low, as its customers base is large and diverse.
Trade receivables and contract assets are written off when there is no reasonable expectation of recovery, and
are not subject to enforcement activity. They are not secured by any collateral or credit enhancements.
Set out below is the information about the credit risk exposure on the Group’s trade receivables and contract
assets using a provision matrix:
Gross Expected Net

carrying credit carrying
amount losses amount
As at 31 December 2021 RM’000 RM’000 RM’000
Trade receivables
- Not past due 541,101 (13,067) 528,034
- 1 to 30 days past due 20,809 (1,914) 18,895
- 31 to 60 days past due 1,937 (1,140) 797
- 61 to 90 days past due 6,625 (1,626) 4,999
- 91 to 180 days past due 5,045 (3,800) 1,245
- More than 181 days past due 13,144 (7,493) 5,651
Total trade receivables 588,661 (29,040) 559,621
Contract assets 77,412 (4,528) 72,884

Total trade receivables and contract assets 666,073 (33,568) 632,505
31 December 2021
Trade receivables and contract assets (Cont’d.)
Gross Expected Net

carrying credit carrying
amount losses amount
As at 31 December 2020 RM’000 RM’000 RM’000
Trade receivables
- Not past due 513,021 (21,960) 491,061
- 1 to 30 days past due 11,558 (2,733) 8,825
- 31 to 60 days past due 2,164 (1,230) 934
- 61 to 90 days past due 5,688 (1,464) 4,224
- 91 to 180 days past due 9,955 (2,996) 6,959
- More than 181 days past due 14,674 (7,910) 6,764
Total trade receivables 557,060 (38,293) 518,767
Contract assets 99,851 (4,528) 95,323

Total trade receivables and contract assets 656,911 (42,821) 614,090
Set out below is the movement in allowance for expected credit losses for trade receivables and contract
assets:
Trade Contract
Note receivables assets Total
RM’000 RM’000 RM’000
At 1 January 2021 38,293 4,528 42,821

Charge for the financial year 7 54,506 - 54,506
Write offs (63,759) - (63,759)
At 31 December 2021 29,040 4,528 33,568
At 1 January 2020 31,016 2,386 33,402

Charge for the financial year 7 79,446 2,142 81,588
Write offs (72,169) - (72,169)
At 31 December 2020 38,293 4,528 42,821

31 December 2021
Other receivables and cash and short-term deposits
The Group’s credit risk also arises from cash and short-term deposits and other receivables. The credit risk is
managed through monitoring procedures.
Cash and short-term deposits are placed only with reputable licensed banks and other receivables mainly
consists of amounts due from a governement regulatory body and various city councils. The Group has
assessed that the credit risk from these financial instruments are low.
The maximum exposure to credit risk at the reporting date is the carrying value of each class of financial assets
(net of impairment) as disclosed in Note 31.7.
31.3 Foreign currency risk
Foreign currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate
because of changes in foreign exchange rates. The Group is exposed to foreign currency risk as a result of
transactions denominated in currencies other than its functional currency, arising from the normal business
activities. The currencies giving rise to this risk are primarily the USD, SDR and NOK. Although approximately
3% (2020: 4%) of the Group’s total expenses are denominated in the above-mentioned foreign currencies,
the settlements of these payables are on a net basis through clearing house services, together with revenues
earned from the same operators and partners. The Group also holds cash and cash equivalents denominated
in USD for working capital purposes. The Group’s foreign-denominated cash and cash equivalents at the
reporting date is disclosed in Note 20.
Exposure to foreign currency risk is monitored on an on-going basis and when considered necessary, the
Group will consider using effective financial instruments to hedge its foreign currency risk in accordance with
its foreign currency hedging policy. In line with the Group’s foreign currency hedging policy, hedging is only
considered for firm commitments and highly probable transactions of which hedging shall not exceed 100%
of the net exposure value. Speculative activities are strictly prohibited. The Group adopts a layered approach
to hedging, where a higher percentage of hedging will be executed for closer-dated exposures and with
time, increase the hedge as the probability of the underlying exposure increases. These derivatives and their
underlying exposures will be monitored on an on-going basis. However, these contracts are not designated as
cash flow or fair value hedge.
The Group’s foreign currency forward contracts are executed only with creditworthy financial institutions in
Malaysia which are governed by appropriate policies and procedures.
31 December 2021
31.3 Foreign currency risk (Cont’d.)
Details of the Group’s outstanding foreign currency forward contracts for the purpose of hedging certain
payables denominated in USD for which firm commitments existed at the reporting date, extends to January
and February 2022, are disclosed in Note 19.The effects of changes in the fair values of these derivative financial
instruments have already been included in the financial statements during the financial year.
Management believes that there is no reasonably possible fluctuation in the foreign exchange rate which
would cause any material effect to the Group’s profit for the financial year.
31.4 Liquidity risk
Liquidity risk is the risk that the Group will encounter difficulty in meeting financial obligations due to shortage
of funds. The Group monitors and maintains a level of cash and cash equivalents deemed adequate by
management, for working capital purposes and to mitigate the effects of fluctuations in cash flows. The Group
invests only in highly liquid cash management funds, if any.
The Group’s and the Company’s trade and other payables and non-hedging derivative liabilities at the reporting
date, are short-term in nature, and are payable either on-demand or within one year. Details of maturities for the
Group’s loans and borrowings are as disclosed in Note 21.
Analysis of financial instruments by remaining contractual maturities
The table below summarises the maturity profile of the Group’s and of the Company’s financial liabilities at the
reporting date based on contractual undiscounted repayment obligations.
On demand More
or within One to Two to than
one year two years five years five years Total
RM’000 RM’000 RM’000 RM’000 RM’000
Group
2021
Financial liabilities
Trade and other payables 1,148,800 - - - 1,148,800
Loans and borrowings 734,012 249,892 1,022,899 843,796 2,850,599
Lease liabilities 503,434 456,177 1,029,758 984,009 2,973,378
Derivative financial liabilities:
- Foreign currency
forward contracts 183 - - - 183
Total undiscounted financial
liabilities 2,386,429 706,069 2,052,657 1,827,805 6,972,960

31 December 2021
31.4 Liquidity risk (Cont’d.)
Analysis of financial instruments by remaining contractual maturities (Cont’d.)
The table below summarises the maturity profile of the Group’s and of the Company’s financial liabilities at the
reporting date based on contractual undiscounted repayment obligations. (Cont’d.)
On demand More
or within One to Two to than
one year two years five years five years Total
RM’000 RM’000 RM’000 RM’000 RM’000
2020
Trade and other payables 1,106,057 - - - 1,106,057
Loans and borrowings 394,962 706,539 628,433 1,598,072 3,328,006
Lease liabilities 573,622 520,530 1,191,928 1,170,257 3,456,337
- Foreign currency
forward contracts 394 - - - 394
Total undiscounted financial
liabilities 2,075,035 1,227,069 1,820,361 2,768,329 7,890,794
31.5 Interest rate risk
Interest rate risk is the risk that the fair value or future cash flows of the Group’s financial instruments will fluctuate
because of changes in market interest rates.
The Group is exposed to interest rate risk primarily from floating rate financial liabilities.
The Group manages its interest rate risk by having a mixed portfolio of fixed and floating rate financial liabilities
that is consistent with the interest rates profiles acceptable to the Group. To manage this, the Group enters into
interest rate swaps, in which the Group agrees to exchange, at specified intervals, a fixed interest rate for floating
rates.
The notional principal amounts of the outstanding interest rate swaps and its fair value are disclosed in Note
19.1.
The Group’s policy in dealing with interest-bearing financial liabilities is to minimise the interest expense by
obtaining the most favourable interest rates available. A difference of 20 (2020: 20) basis points in interest rates
applicable for the Group’s entire loans and borrowings (excluding lease liabilities) would result in approximately
0.54% (2020: 0.34%) variance in the Group’s profit before tax for the financial year.
31 December 2021
31.6 Fair values
The management assessed that the fair values of cash and short-term deposits, trade and other receivables
and trade and other payables approximate their carrying amounts largely due to the short-term maturities of
these instruments and the insignificant impact of discounting.
The following methods and assumptions are used to estimate the fair values of the following classes of financial
instruments:
(a) Loans and borrowings
The carrying amounts of the current portion of loans and borrowings are reasonable approximations of
fair values due to the insignificant impact of discounting.
The carrying amounts of floating-rate term loan and term financing-i are reasonable approximations of
fair values as they are floating rate instruments that are re-priced to market interest rates on or near the
reporting date.
The fair values of non-current portion of borrowings and debt securities are estimated by discounting
expected future cash flows at market incremental lending rate for similar types of borrowing, debt
instruments or leasing arrangements at the reporting date.
(b) Derivative financial instruments
The fair value of foreign currency forward contracts is determined using quoted forward exchange rates
at the reporting date.
The fair value of interest rate swaps is calculated as the present value of the estimated future cash flows
based on observable yield curves.
(c) Other investment
Investment in equity instrument represents ordinary shares not quoted on any market and does not have
any comparable industry peers that is listed. The investment in unquoted equity instrument is not held for
trading.
The initial acquisition cost of the unquoted equity investment is an approximate estimate of its fair value
as the investee’s entity is in the start-up stage.

31 December 2021
31.7 Classification
The carrying amounts of financial instruments under each category, are as follows:
Group Company
Note 2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Financial assets
Financial assets at fair value through OCI:
- Other investments 16 78 78 - -
Financial assets at amortised cost:

- Trade receivables 18 559,621 518,767 - -
- Other receivables 18 408,560 361,503 - -
- Deposits and prepayments 18 403,073 436,655 5 4
- Cash and short-term deposits 20 204,527 302,853 670 250
1,575,781 1,619,778 675 254
Less: Prepayments (209,530) (252,657) - -
1,366,251 1,367,121 675 254
Financial assets at fair value through profit

or loss:
Derivative financial assets
- Interest rate swaps 19 26,365 61,728 - -
31 December 2021
31.7 Classification (Cont’d.)
The carrying amounts of financial instruments under each category, are as follows: (Cont’d.)
Group Company
Note 2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Financial liabilities at fair value through

profit or loss:
Derivative financial liabilities
- Foreign currency forward contracts 19 183 394 - -
Other financial liabilities:

- Floating-rate term loans 21 332,522 554,859 - -
- Islamic medium term notes 21 1,798,765 1,798,503 - -
- Floating-rate term financing-i 21 369,128 517,776 - -
- Lease liabilities 21 2,458,860 2,580,895 - -
- Trade payables 24 221,761 284,884 - -
- Other payables 24 313,051 266,259 - -
- Accruals 598,833 539,880 3,770 644
- Customer deposits 24 15,155 15,034 - -
6,108,075 6,558,090 3,770 644

31 December 2021
31.8 Fair value measurement
The following table provides the fair value measurement hierarchy of the Group’s financial assets and liabilities.
Quantitative disclosures fair value measurement hierarchy for financial assets/(liabilities) as at

31 December 2021:
Fair value measurement using

Quoted Significant
prices in Significant unobserv-
active observable able
markets inputs inputs
Total (Level 1) (Level 2) (Level 3)
Note Date of valuation RM’000 RM’000 RM’000 RM’000
Financial assets/(liabilities)
measured at fair value:
Unquoted equity investments:

- Other investment 16 31 December 2021 78 - - 78
Derivative financial assets:
- Interest rate swaps 19 31 December 2021 26,365 - 26,365 -
- Foreign currency forward
contracts 19 31 December 2021 (183) - (183) -
31 December 2021
31.8 Fair value measurement (Cont’d.)
The following table provides the fair value measurement hierarchy of the Group’s financial assets and liabilities.
(Cont’d.)
Quantitative disclosures fair value measurement hierarchy for financial assets/(liabilities) as at

31 December 2020:
Fair value measurement using

Quoted Significant
prices in Significant unobserv-
active observable able
markets inputs inputs
Total (Level 1) (Level 2) (Level 3)
Note Date of valuation RM’000 RM’000 RM’000 RM’000
Financial assets/(liabilities)
measured at fair value:
Unquoted equity investments:

- Other investment 16 31 December 2020 78 - - 78
Derivative financial assets:
- Interest rate swaps 19 31 December 2020 61,728 - 61,728 -
- Foreign currency forward
contracts 19 31 December 2020 (394) - (394) -
There have been no transfers between Level 2 and Level 3 in the current financial year and prior financial year.
The fair value of unquoted equity investment is categorised as Level 3 as cost was estimated to be an appropriate
measure of fair value. There was no indicator that cost might not be representative of fair value.
32. Capital management
The essence of the Group’s capital management strategy is to support its long-term strategic ambitions including:
(i) its commitment to long-term sustainable dividend policy;

(ii) its financial obligations while maintaining its financial flexibility; and
(iii) its ability to support its business requirements and enable future growth.

31 December 2021
32. Capital management (Cont’d.)
Going-forward, the Group will continue to actively manage its capital structure to enhance shareholders’ value
and make adjustments to address changes in the economic environment and its business risk characteristics. The
Group had during the financial year ended 31 December 2009, revised its minimum dividend pay-out policy to at
least 80% of the Company’s profit for the financial year, and dividend payment frequency. The dividend policy will be
maintained subject to on-going assessment, and based on the availability of distributable reserves as well as the
Group’s future cash flow requirements and market conditions. These revisions and any other revision to its allocation
of capital resources are subject to the approval of the board of directors. No changes were made in the objectives,
policies or processes during the financial year ended 31 December 2021.
33. Segmental information
Segmental information is not presented as the Group is primarily engaged in the provision of mobile communication
services and its related products in Malaysia.
34. Significant events
(a) Advanced discussions to merge Digi and Celcom
On 8 April 2021, Digi was informed by Telenor ASA (“Telenor”), the ultimate holding company, that Telenor and
Axiata Group Berhad (“Axiata”) are in discussion to merge the telecommunication operations of Celcom and
Digi, in which the parties will have an equal ownership of 33.1% each.
On 21 June 2021, Digi had entered into a conditional share sale and purchase agreement (“SPA”) with Axiata
for the proposed merger. Pursuant to the SPA, Digi and Axiata have agreed for Axiata to transfer 100% of the
equity of Celcom which shall be satisfied by:
(i) Digi issuing concurrently 3,956,507,988 fully paid-up new ordinary shares of Digi; and
(ii) Digi making cash payment of RM1,692,733,818.
On 24 November 2021, Digi had engaged with MCMC to initiate the merger assessment process in accordance
with MCMC’s Guidelines on Mergers and Acquisitions (the “Guidelines”) and the merger application had been
formally received by MCMC for its assessment in accordance with the Guidelines.
The transaction will be subject to relevant boards’ and shareholders’ approvals by Digi and Axiata, receipt of
regulatory approvals, and other customary terms and conditions. Barring any unforeseen circumstances and
subject to all the requisite approvals being obtained, the proposed merger is expected to be completed by the
second quarter of 2022.
31 December 2021
34. Significant events (Cont’d.)
(b) Outbreak of Coronavirus (“Covid-19”)
In March 2020, the World Health Organisation officially announced the outbreak of COVID-19 as a global
pandemic. To counter the spread of COVID-19, the Malaysian government implemented the Movement
Control Order on 18th March 2020, which was then extended a few times or switched to either the Conditional
Movement Control Order, the Recovery Movement Control Order or the Enhanced Movement Control Order
(“EMCO”) based on the country’s pandemic situation from time to time. During these periods, the Group has
continued its operations with approval by the Malaysian Government as the Group is in the essential industry
to ensure the continuous provision of telecommunication services especially during the EMCO period in 2021.
The directors have assessed the overall impact of this situation towards the Group’s and the Company’s
operations, financial performance and cash flows and concluded there is no material adverse effect on the
Group’s and the Company’s financial statements for the financial year ended 31 December 2021.
Nevertheless, the directors will closely monitor the current developments of COVID-19 pandemic and at the
present the facilities and site works activities of the Group and of the Company are in normal and stable
operation.
35. Subsequent event
Letter of offer for spectrum assignment in the 2600MHz spectrum band
On 11 February 2022, the Group has accepted an offer from the MCMC on granting the Group for the issuance of
2600MHz spectrum assignment (“SA”) at 2x10MHz band for a period of 5 years effective from 1 July 2022, at the price
component payment of RM11,760,000 being made in one lump sum before 14 February 2022 and annual fixed fee
payment of RM20,759,510 payable before 15 December throughout the assignment period.
Pursuant to the acceptance of the SA, the Group had made an upfront payment for the price component of the SA
to MCMC amounting to RM11,760,000. The upfront price component paid has been recognised as a prepayment
and will subsequently be reclassified to right of use assets and depreciated upon SA becoming effective on 1 July
2022 in accordance with MFRS 16: Leases.
36. Authorisation of financial statements for issue
The financial statements for the financial year ended 31 December 2021 were authorised for issue in accordance
with a resolution of the directors on 11 March 2022.
Independent Assurance Report
Independent Limited Assurance Report to Digi.Com identification of stakeholders and material issues; and for
Berhad (“Digi”) and its subsidiaries (the “Group”) on the establishing and maintaining appropriate performance
Selected Sustainability Information for the year ended management and internal control systems from which the
31 December 2021 published in Digi’s Sustainability reported performance information is derived.
Report 2021
The Directors and the Management are responsible for
We, KPMG PLT, were engaged by Digi Telecommunications the prevention and detection of fraud and error mainly
Sdn. Bhd. (“DTSB”), a wholly-owned subsidiary of Digi, to through the implementation and continued operation of
provide limited assurance engagement on the Selected an adequate system of internal control.
Sustainability Information (the “Subject Matter”), listed
below, for the year ended 31 December 2021 as published The Directors and the Management are also responsible
in Digi’s Integrated Annual Report 2021 (the “Report”), in for ensuring that staff involved with the preparation and
the form of an independent limited assurance conclusion presentation of the description of the Subject Matter
as to whether the Subject Matter is in all material respects and the Report are properly trained, information systems
in accordance with the Group’s definition and calculation are properly updated and that any changes in reporting
methodologies which are disclosed in the Report including encompass all significant business units.
any significant inherent limitations, the (“Applicable
Criteria”). The Directors and the Management responsible for
disclosing to us their knowledge of: (i) known, actual or
Subject Matter possible non-compliance with laws or regulations that
have or may have a material effect on the Subject Matter
The Selected Sustainability Information covered by our and the Report; and (ii) allegations of or suspected fraud
limited assurance engagement for the financial year or dishonesty committed against the Group.
ended 31 December 2021 are:
The Directors and the Management are responsible to
• Customer Satisfaction Scores; make available to us the Subject Matter and the Report and
• Average online learning hours for employees (including any other information timely to facilitate the completion of
the period of 1 October 2020 to 31 December 2020); the engagement within the required time frame.
• Lost Time Injury Frequency (LTIF) score (limited to
permanent and contract employees); The Directors and the Management are responsible for
• Energy Consumption within the Group; disclosing to us facts that may affect the Subject Matter
• Scope 1 Carbon Emissions; and the Report, of which they may become aware during
• Scope 2 Carbon Emissions; the period from the date of the assurance report to the
• Scope 3 Carbon Emissions; date the Subject Matter and the Report are issued.
• Number of Future Skills For All (FS4) enrolment (up to 31
December 2021); and Our Responsibilities
• Number of new suppliers signing Digi’s Agreement of
Business Conduct (ABC). Our responsibility is to carry out a limited assurance
engagement and to express a conclusion based on the
The boundary of the limited assurance engagement by work performed and evidence obtained.
KPMG PLT represents the Group’s operations in Malaysia.
We conducted our engagement in accordance with
Board of Directors and Management’s Responsibilities the International Standard on Assurance Engagements
(“ISAE”) 3000 (Revised), Assurance Engagements Other
The Board of Directors of Digi and DTSB (the “Directors”) and Than Audits of Reviews of Historical Financial Information
the management of Digi and DTSB (the “Management”) and ISAE 3410, Assurance Engagements on Greenhouse
are responsible for the preparation and presentation of the Gas Statements, as adopted by the Malaysian Institute
Subject Matter in accordance with the Applicable Criteria, of Accountants (“MIA”). ISAE 3000 (Revised) requires
and the information and assertions contained within it; that we comply with the requirements of the By-Laws
for determining the objectives in respect of sustainable (On Professional Ethics, Conduct and Practice) of the
development performance and reporting, including the MIA including independence, and implement quality
control procedures that are applicable to the individual basis for our opinion. The risk of not detecting a material
engagement in accordance with the requirements of misstatement resulting from fraud is higher than for
International Standard on Quality Control (“ISQC”) 1, one resulting from error, as fraud may involve collusion,
Quality Control for Firms that Perform Audits and Reviews forgery, intentional omissions, misrepresentations, or the
of Financial Statements, and Other Assurance and Related override of internal control;
Services Engagements as adopted by the MIA and plan • Obtain an understanding of internal control relevant
and perform our engagement to obtain limited assurance to the engagement in order to design procedures that
that nothing has come to our attention that causes us to are appropriate in the circumstances, but not for the
believe that the Subject Matter, in all material respects, is purpose of expressing an opinion on the effectiveness
not prepared in accordance with the Applicable Criteria. of the Group’s internal control;
• Compare the Subject Matter presented in the Report
We have complied with the independence and other to corresponding information in the relevant underlying
relevant ethical requirements of the International Ethics sources on a sample basis to determine whether all the
Standards Board for Accountants’ International Code of relevant information has been appropriately included in
Ethics for Professional Accountants (including International the Report;
Independence Standards) (“IESBA Code”), which is • Evaluate the Subject Matter presented in the Report
founded on fundamental principles of integrity, objectivity, to determine whether they are in line with our overall
professional competence and due care, confidentiality knowledge of, and experience with, the sustainability
and professional behaviour. Those standards require performance of the Group;
that we comply with ethical requirements. We exercise • Evaluate the remainder of the Report to determine
professional judgement and maintain professional whether there are any material misstatements of fact or
scepticism throughout the audit. material inconsistencies based on our understanding
obtained as part of our assurance engagement.
Procedures Performed
The procedures performed in a limited assurance
Our limited assurance engagement on the Subject engagement vary in nature and timing from, and are less
Matter consists of making enquiries, primarily of persons in extent than for, a reasonable assurance engagement
responsible for the preparation of the Subject Matter and consequently the level of assurance obtained in a
presented in the Report, and applying analytical and other limited assurance engagement is substantially lower than
evidence gathering procedures, as appropriate. These the assurance that would have been obtained had a
procedures included: reasonable assurance engagement been performed.
• Enquiries of management to gain an understanding Inherent Limitations

of the processes for determining material issues for key
stakeholder groups; Due to the inherent limitations of any internal control
• Interviews with senior management and relevant staff at structure, it is possible that errors or irregularities in the
group level and selected business unit level concerning information presented in the Report may occur and not
sustainability strategy and policies for material issues, be detected. Our engagement is not designed to detect
and the implementation of these across the business; all weaknesses in the internal controls over the preparation
• Interviews with relevant staff at the corporate and and presentation of the Report, as the engagement has not
business unit level responsible for providing the Subject been performed continuously throughout the period and
Matter in the Report; the procedures performed were undertaken on a test basis.
• Interviews with sites, selected on the basis of a risk
analysis including the consideration of both quantitative Conclusion
and qualitative criteria;
• Identify the risks of material misstatement of the Subject Our opinion has been formed on the basis of, and is subject
Matter and the Report, whether due to fraud or error, to, the matters outlined in this report.
design and perform limited assurance procedures
to address those risks and obtain limited assurance We believe that the evidence we have obtained is sufficient
evidence that is sufficient and appropriate to provide a and appropriate to provide a basis for our conclusion.
Based on the limited assurance procedures performed

and evidence obtained, as described above, nothing has
come to our attention that would lead us to believe that
the Subject Matter included in the Report of the Group for
the year ended 31 December 2021, in all material respects,
is not prepared in accordance with the Applicable Criteria.
Purpose of our report
In accordance with the terms of our engagement, this

report on the Subject Matter has been prepared for the
Group and for no other purpose or in any other context.
Restriction of use
Our report should also not be regarded as suitable to be

used or relied on by any party wishing to acquire rights
against us other than Digi, for any purpose or in any other
context. Any party other than Digi who obtains access
to our report or a copy thereof and chooses to rely on
our report (or any part thereof) will do so at its own risk.
To the fullest extent permitted by law, we do not accept
nor assume responsibility and deny any liability to any
party other than Digi for our work, for this report, or for the
conclusion we have reached.
Our report is released to Digi on the basis that it shall not

be copied, referred to or disclosed, in whole (save for Digi’s
own internal purposes) or in part, without our prior written
consent.
KPMG PLT
(LLP0010081-LCA & AF 0758)
Chartered Accountants
Petaling Jaya
20 March 2022
Corporate Information
Board of Directors
Haakon Bruaset Kjoel Yasmin Binti Aladad Khan Wenche Marie Agerup
Chair, Non-Independent Independent Non-Executive Director Non-Independent Non-Executive
Non-Executive Director Director
Vimala V.R. Menon Datuk Iain John Lo Lars Erik Tellmann

Senior Independent Independent Non-Executive Director Non-Independent Non-Executive
Non-Executive Director Director
Audit and Risk Committee Senior Independent E-mail : [email protected]

Vimala V.R. Menon Non-Executive Director Web : www.tricorglobal.com
Chair, Senior Independent Vimala V.R. Menon
Non-Executive Director Email: [email protected] Tricor Customer Service Centre
Unit G-3, Ground Floor
Yasmin Binti Aladad Khan Vertical Podium, Avenue 3
Secretaries
Independent Bangsar South, No. 8 Jalan Kerinchi
Non-Executive Director Choo Mun Lai (MAICSA No. 7039980)
59200 Kuala Lumpur
(SSM PC No. 201908001003)
Datuk Iain John Lo Malaysia
Independent Tai Yit Chan (MAICSA No. 7009143)
Non-Executive Director Auditors
(SSM PC No. 202008001023)
Ernst & Young PLT
Lars Erik Tellmann
Domicile and Country of (LLP0022760-LCA & AF0039)
Non-Independent
Incorporation Chartered Accountants
Non-Executive Director
Level 23A, Menara Milenium
Malaysia
Jalan Damanlela
Nomination Committee
Pusat Bandar Damansara
Yasmin Binti Aladad Khan Registered Office
50490 Kuala Lumpur
Chair, Independent 12th Floor, Menara Symphony Malaysia
Non-Executive Director No. 5, Jalan Professor Khoo Kay Kim Tel : 03-7495 8000
Seksyen 13, 46200 Petaling Jaya Fax : 03-2095 5332
Selangor Darul Ehsan
Non-Independent
Malaysia Stock Exchange Listing
Non-Executive Director
Tel : 03-7890 4800
Main Market of
Datuk Iain John Lo Fax : 03-7890 4650
Bursa Malaysia Securities Berhad
Independent E-mail : boardroom-kl@
Listed on : 18 December 1997
Non-Executive Director boardroomlimited.com
Stock Name : DIGI
Web : www.boardroomlimited.com
Stock Code : 6947
Remuneration Committee
Haakon Bruaset Kjoel Share Registrar
Principal Bankers
Chair, Non-Independent Tricor Investor & Issuing House
CIMB Islamic Bank Berhad
Non-Executive Director Services Sdn. Bhd.
Sumitomo Mitsui Banking Corporation
(197101000970) (11324-H)
Yasmin Binti Aladad Khan Malaysia Berhad
Unit 32-01, Level 32, Tower A
Independent MUFG Bank (Malaysia) Berhad
Vertical Business Suite, Avenue 3
Non-Executive Director RHB Islamic Bank Berhad
Bangsar South
Standard Chartered Bank Malaysia
Wenche Marie Agerup No. 8, Jalan Kerinchi
Berhad
Non-Independent 59200 Kuala Lumpur
Non-Executive Director Malaysia
Tel : 03-2783 9299
Fax : 03-2783 9222
Corporate Directory
PRINCIPAL PLACE OF BUSINESS DIGI STORES Negeri Sembilan Kelantan

Seremban Kota Bharu
HEAD OFFICE Kuala Lumpur 62A, Jalan Tuanku Munawir, S/16, PT 232,
D’House, Lot 10, Jalan Delima 1/1, Bukit Bintang 70000 Seremban, N.Sembilan Lot 1A, Jalan Hamzah,
Subang Hi-Tech Industrial Park, Lot 106 & 108, 15050 Kota Bharu, Kelantan
40000 Shah Alam, Selangor Jalan Bukit Bintang, Johor
Tel : 03-5721 1800 55100 Kuala Lumpur Batu Pahat Terengganu
Fax : 03-5721 1857 1-1D, Jalan Zabedah, Kuala Terenganu
Gardens 83000 Batu Pahat, Johor Lot PT 3937, Jalan Sultan
CENTRAL OPERATING OFFICE S-233, 2nd Floor, Gardens Mall, Sulaiman,
Lot 43, Jalan Delima 1/1, Mid Valley City, Lingkaran Syed Danga Bay 20000 Kuala Terengganu,
Subang Hi-Tech Industrial Park, Putra, Block 6-G-35, Danga Walk, Terengganu
40000 Shah Alam, Selangor 59200 Kuala Lumpur Batu 41/2, Jalan Skudai,
Tel : 03-5721 1800 80200 Johor Bahru, Johor Sabah
Fax : 03-5721 1857 Setapak Central Mall 1-Borneo
G49, 67, Jalan Taman Ibu Kota, Taman Molek Lot G612, Ground Floor 1 Borneo
REGIONAL OPERATING OFFICES Taman Danau Kota, Setapak, 6 & 8, Jalan Molek 1/12, Hypermall,
Northern Region 53300 Kuala Lumpur Taman Molek, Jalan Sulaman,
1-03-15, E-Gate Commercial 81100 Johor Bahru, Johor 88450 Kota Kinabalu, Sabah
Centre, Selangor
Lebuh Tunku Kudin 2, Alamanda Penang Api-Api
11700 Gelugor, Penang Lot LG-70, 71 & 72, Ground Floor, Bayan Baru Lot 5/G3, Ground & 1st Floor,
Alamanda Putrajaya Shopping 1B-G-08 & 1B-G-09, Ground Floor, Api-Api Centre,
Ipoh Sales Office Centre, One Precinct, Lengkok Mayang 88000 Kota Kinabalu, Sabah
C-G-02, Persiaran Greentown 3, Jalan Alamanda, Precinct 1, Pasir,
Greentown Business Centre, 62000 Putrajaya 11950 Bayan Baru, Penang Sarawak
30450 Ipoh, Perak Kuching
Cheras Pulau Tikus Lot 506-507, Section 6 KTLD,
Southern Region 3-G, Jalan C180/1, 368-1-05 & 06, Bellisa Row, Jalan Kulas Tengah,
6 & 8, Jalan Molek 1/12, Dataran C180, Jalan Burmah, 93400 Kuching, Sarawak
Taman Molek, 43200 Cheras, Selangor 10350 Pulau Tikus, Penang
81100 Johor Bahru, Johor Miri
D’House Seberang Jaya Lot 2037, Jalan Datuk
Melaka Sales Office Lot 10, Jalan Delima 1/1, 8, Ground Floor, Jalan Todak Dua, Temenggong Oyong Lawai,
No 2-1 Jalan Plaza Merdeka, Subang Hi-Tech Industrial Park, Pusat Bandar, Seberang Jaya, Marina Square Phase 1,
Plaza Merdeka, Bandar Hilir 40000 Shah Alam, Selangor 13700 Prai, Penang 98000 Miri, Sarawak
Melaka, 75000 Melaka
Klang Kedah Sibu
Eastern Region Lot B-G-8, BBT One Tower, Alor Setar 17 & 19, Ground Floor,
Lot 112 & 113, Lebuh Batu Nilam 2, 2 & 3, Kompleks Perniagaan Pintu Jalan Tong Sang,
Lorong Industri Semambu 7, Bandar Bukit Tinggi, 10, Off Jalan Wong King Huo,
Semambu Industrial Estate, 41200 Klang, Selangor Jalan Pintu Sepuluh, 96000 Sibu
25350 Kuantan, Pahang 05100 Alor Setar, Kedah
Fax : 09-508 0016 SS2
24, Jalan SS2/66, Perak
Sabah Region 47300 Petaling Jaya, Selangor De Gardens
Digi Telecommunications DGR-1A, Ground Floor,
Sdn. Bhd. Sunway Pyramid 3, Persiaran Medan Ipoh,
Lot 36, Sedco Light Industrial Lot LG2.69, Lower Ground 2, Medan Ipoh,
Estate, Jln Kilang Kolombong, Sunway Pyramid Shopping Mall, 31400 Ipoh, Perak
88450 Kota Kinabalu, Sabah 3, Jalan PJS 11/15,
Tel : 088-438 800 Bandar Sunway, Ipoh
Fax : 088-436 633 46150 Petaling Jaya, Selangor C-G-02, Persiaran Greentown 3,
Greentown Business Centre,
Sarawak Region Melaka 30450 Ipoh, Perak
No. 9, Level 21, Gateway Kuching, Melaka
Jalan Bukit Mata, 2, Plaza Merdeka, Pahang
93100 Kuching, Sarawak Jalan Plaza Merdeka, Kuantan
Tel : 082-421 800 75000 Melaka 91, Jalan Tun Ismail,
Fax : 082-427 597 25000 Kuantan, Pahang
List of Properties
Net Book
Age of Value as at
Description / Existing Date of Building 31.12.2021
No. Location Tenure Use Acquisition Area (Years) RM’000
1 H.S. (D) No 92086 & 92087 Freehold Land with a building / 29.12.1997 22,529 sq ft 22 503
P.T. No 9 & No.10 Telecommunications
Pekan Seremban Jaya Centre
Daerah Seremban, Negeri Sembilan
2 Unit No 202-4-11 Freehold Apartment / Housing 26.01.1995 802 sq ft 24 63
Sri Bandar Besi base transceiver
Jalan Sungai Besi equipment
Sungai Besi, Kuala Lumpur
3 Unit No C16-2 Freehold Apartment / Housing 04.02.1995 2,249 sq ft 26 336
Indera Subang UEP base transceiver
Jalan UEP 6/2L equipment
UEP Subang Jaya, Petaling Jaya
Selangor
4 No 1-16.2, 16th Floor Freehold Apartment / Housing 25.01.1995 1,249 sq ft 25 126
Union Height, Taman Yan base transceiver
Jalan Klang Lama, Kuala Lumpur equipment
5 3rd Floor Freehold Apartment / Housing 29.03.1995 1,319 sq ft 24 48
Unit Pt 4888/4786 C base transceiver
Block TC-14 equipment
Taman Sri Gombak
Jalan Batu Caves, Selangor
6 4572, 7th Floor Freehold Apartment / Housing 07.02.1995 1,115 sq ft 24 98
Sri Jelatek Condominiums base transceiver
Section 10, Wangsa Maju equipment
Kuala Lumpur
7 32, PLO 151 Jln Angkasa Mas Utama Leasehold Land with a building / 12.05.1995 1.58 acres 25 4,103
Kawasan Perindustrian Tebrau II 30 years lease Telecommunications
81100 Johor Bahru, Johor (expiring in 2053) Centre
8 HS (D) 77, No. P.T. PTBM/A/081 Leasehold Land with a building / 23.03.1995 1 acre 45 1,192
Mukim 1, Kawasan Perusahaan 60 years Telecommunications
Perai, District Seberang Perai (expiring in 2033) Centre
Tengah, Pulau Pinang
9 Lot 36, Sedco Light Industrial Leasehold Land with a building / 12.06.1995 0.938 acre 39 1,346
Estate, Jalan Kelombong 60 years Telecommunications
Kota Kinabalu, Sabah (expiring in 2034) Centre
10 Lot 1220, Section 66 Leasehold Land with a building / 15.08.1995 4,124 sq ft 24 1,153
Kuching Town 60 years Telecommunications
Land District, Sarawak (expiring in 2036) Centre
11 No 112, Semambu Industrial Estate Leasehold Land with a building / 07.07.1995 4 acres 37 1,310
Kuantan, Pahang 66 years Telecommunications
(expiring in 2041) Centre
12 Unit No M803 Leasehold Apartment / 22.03.1995 1,100 sq ft 28 80
8th Floor, Sunrise Park 99 years Housing base transceiver
Ampang, Kuala Lumpur (expiring in 2088) equipment
13 H.S.(D) 12776, P.T. No. 15866 Leasehold Land with a building / 07.08.1996 7.5 acres 26 4,831
Mukim Bentong 99 years Earth Station Complex
District of Bentong, Pahang (expiring in 2091)
14 Plot D-38 Leasehold Land with Fixed Line 14.11.1997 25,521 sq ft 22 327
Taman Industri Prima Kota Fasa 1 99 years switch and base
Sector 3, Bandar Indera Mahkota (expiring in 2097) transceiver station
Kuantan, Pahang
List of Properties
Net Book
Age of Value as at
Description / Existing Date of Building 31.12.2021
No. Location Tenure Use Acquisition Area (Years) RM’000
15 Ptd 1490, Mukim Of Jemaluang Leasehold Land with 17.08.1999 40,000 sq ft 20 95

District Of Mersing 99 years trunk station
Johor (expiring in 2098)
16 PN 89926, Lot 191363 Leasehold Land with a building / 15.07.1999 5,942 sq ft 20 176
Mukim Hulu Kinta 90 years Telecommunications
Daerah Kinta, Perak (expiring in 2081) Centre
17 Lot No 54, Jalan 6/2 Leasehold Land with a building / 23.05.2000 18,050 sq ft 30 1,551
Kawasan Perindustrian Seri 99 years Telecommunications
Kembangan (expiring in 2091) Centre
43000 Seri Kembangan, Selangor
18 Lot 2728 Miri Concession Land Leasehold Land with cabin 29.09.2000 4,937 sq m N/A 694
District 60 years container /
Lopeng, Miri, Sarawak (expiring in 2027) Telecommunications
Centre
19 Lot 10, Jalan Delima 1/1 Freehold Land with a building 19.07.2001 284,485 sq ft 14 64,464
Subang Hi-Tech Industrial Park
40000 Shah Alam, Selangor
20 No. 24, Jalan KIP 7 Freehold Land with a building / 21.08.2002 17,847 sq ft 23 2,779
Taman Perindustrian KIP Telecommunications
52200 Kuala Lumpur Centre
21 Lot 42, Jalan Delima 1/1 Freehold Parking Lot 28.04.2008 91,676 sq ft N/A 8,234
Subang Hi-Tech Industrial Park (Title
40000 Shah Alam, Selangor transferred
date)
22 Lot 43, Jalan Delima 1/1 Freehold Land with a building / 06.04.2008 92,142 sq ft 10 60,428
Subang Hi-Tech Industrial Park Telecommunications (Title
40000 Shah Alam, Selangor Centre transferred
date)
23 13-1st Floor Gemilang Indah Freehold Apartment unit 26.10.2009 935 sq ft 29 105
Condominium
Geran Mukim 2227/M1/2/7
Lot 295, Sek 98, Bandar KL
Wilayah Persekutuan
24 H.S.(M) 26928 PT 180 Pekan Serdang Leasehold Land with a building / 03.03.2009 1803 sq m 24 3,752
Tempat Seri Kembangan 90 years Telecommunications
Daerah Petaling, Selangor (expiring in 2099) Centre
25 Title No. PN 89925, Lot 191362 Leasehold Land with a building / 21.09.2009 358 sq m 19 628
No.4, Hala Perusahaan Kledang U5 90 years Telecommunications
Kawasan Perusahaan Menglembu (expiring in 2099) Centre
Daerah Kinta, Perak
158,421
Notes:
The Group does not adapt a revaluation policy on landed properties.
N/A denotes “Not Applicable”

Telecommunications Centre Under Rented Properties

1 Site No. 10341 - MSH Lot 30 2 Site No. 40521 - MMG 3 Site No. 10251 - MKL KL Plaza 4 Site No. 90142 - MSB Sibu
SHT Menglembu
Landlord : Ng Lee Lin Landlord : Jubli Raya Sdn. Landlord : Sinar Merdu Sdn. Landlord : Lee Yau Poh
Bhd. Bhd.
Disclosure of Recurrent Related Party Transactions
At the Annual General Meeting held on 18 May 2021, the Company obtained a shareholders’ mandate to allow the
Group to enter into recurrent related party transactions of revenue or trading nature.
In accordance with Practice Note 12 of Main Market Listing Requirements of Bursa Securities, the details of recurrent
related party transactions conducted during the financial year ended 31 December 2021 pursuant to the shareholders’
mandate are disclosed as follows:-
Sales of
goods and Purchase of
Digi Group Digi and/
services goods and
with the or its Nature of transaction undertaken by/
during the services during
following subsidiary provided to Digi and/or its subsidiaries
financial the financial
related parties companies
year year
RM’000 RM’000
Telenor Group of Companies
Telenor Group DTSB Business service costs, which include consultancy, - 40,031
training programmes and advisory fees (“Business
Service Costs”)
Telenor Group DTSB Personnel services payable and professional fees 1,052 3,449
(“Professional Service”)
Telenor Group DTSB International Accounting Settlement. This refers to 16,487 17,689
an arrangement for interconnection services on
international traffic between foreign carriers
Telenor Group DTSB International Roaming 285 1,119
Telenor Group DTSB IP Transit (Internet Upstream) - 251
Telenor Group DTSB Global connectivity services Telenor Business Units - 3,043
(BUs) in Asia and to data centers for common
services
Telenor Group DTSB Services rendered on Enterprise Resource Planning - 4,749
(“ERP”) and enterprise applications
Telenor Group DTSB License and trademarks - 9,510
Telenor Group DTSB Managed Services - 36,220
Telenor Group DTSB Cloud based software infrastructure services - 9,444
Telenor Group DTSB Business Security cost - 8,616
Telenor Group DTSB Bandwidth leasing 10,994 3,185
TOTAL 28,818 137,306
Notes:
1. Telenor Group refers to Telenor ASA and its subsidiary and related companies (including the associated companies). Telenor ASA
is the ultimate holding company of Digi.Com Berhad (Digi).
2. Digi Telecommunications Sdn. Bhd. (“DTSB”) is a wholly-owned subsidiary of Digi.
Share Price Development
Share Price Volume

Daily Volume (RHS) Share Price
(RM) (Mil)
4.8 80.0
4.6 70.0
4.4 60.0
4.2
50.0
4.0
40.0
3.8
30.0
3.6
20.0
3.4
3.2 10.0
3.0 0.0
01-Jan-21
16-Jan-21
31-Jan-21
15-Feb-21
02-Mar-21
17-Mar-21
01-Apr-21
16-Apr-21
01-May-21
16-May-21
31-May-21
15-Jun-21
30-Jun-21
15-Jul-21
30-Jul-21
14-Aug-21
29-Aug-21
13-Sep-21
28-Sep-21
13-Oct-21
28-Oct-21
12-Nov-21
27-Nov-21
12-Dec-21
27-Dec-21
1Q21 2Q21 3Q21 4Q21
High RM4.26 High RM4.46 High RM4.50 High RM4.49

Low RM3.52 Low RM3.62 Low RM4.09 Low RM3.85
Average RM3.83 Average RM4.19 Average RM4.31 Average RM4.19
Volume (mil) 389.5 Volume (mil) 542.5 Volume (mil) 262.3 Volume (mil) 221.8
Historical Monthly Foreign Shareholdings
Our foreign shareholdings were relatively sustained at around 10.10% to 10.60%, as foreign investors stayed cautious amid
the high Covid-19 infectivity rate and subdued industry outlook.
10.60% 10.50% 10.50% 10.60% 10.60%

10.30% 10.30% 10.30% 10.20% 10.30%
10.10% 10.10%
Jan’21 Feb’21 Mar’21 Apr’21 May’21 Jun’21 Jul’21 Aug’21 Sep’21 Oct’21 Nov’21 Dec’21
Statistics on Shareholdings
As at 16 March 2022
Total number of Issued Shares : 7,775,000,000

Class of Equity Securities : Ordinary Share (“Share”)
Voting Rights : One vote per Share
ANALYSIS BY SIZE OF HOLDINGS AS AT 16 MARCH 2022

No. of No. of
Size of Holdings Holders % Shares %
1-99 1,114 4.163 11,992 0.000

100-1,000 12,105 45.234 6,862,090 0.088
1,001-10,000 10,789 40.316 42,650,095 0.549
10,001-100,000 2,050 7.660 57,847,934 0.744
100,001-388,749,999 (*) 700 2.616 2,150,977,589 27.665
388,750,000 AND ABOVE (**) 3 0.011 5,516,650,300 70.954
Total 26,761 100.000 7,775,000,000 100.000
Remarks:
* Less than 5% of issued shares
** 5% and above of issued shares
Substantial Shareholders as per Register of Substantial Shareholders as at 16 March 2022
Number of Shares
Direct Deemed
Name Interest % Interest %
1. Telenor Asia Pte Ltd 3,809,750,300 49.00 - -

2. Telenor Mobile Communications AS - - 3,809,750,300 (a)
49.00
3. Telenor Mobile Holding AS - - 3,809,750,300 (b)
49.00
4. Telenor ASA - - 3,809,750,300 (c) 49.00
5. Employees Provident Fund Board 1,174,551,690 15.11 - -
6. AmanahRaya Trustees Berhad - Amanah Saham
Bumiputera 600,797,600 7.73 - -
Notes:
(a)
Deemed interested by virtue of its 100% interest in Telenor Asia Pte Ltd.
(b)
Deemed interested by virtue of its 100% interest in Telenor Mobile Communications AS.
(c)
Deemed interested by virtue of its 100% interest in Telenor Mobile Holding AS.
Statement of Directors and CEO’s Shareholdings

As at 16 March 2022
Number of Ordinary Shares

The Company
Digi.Com Berhad Direct Interest % Deemed Interest %
Directors
Haakon Bruaset Kjoel - - - -
Vimala V.R. Menon - - - -
Yasmin Binti Aladad Khan - - - -
Datuk Iain John Lo - - - -
Lars Erik Tellmann - - - -
Wenche Marie Agerup - - - -
Chief Executive Officer

Albern Murty 4,600 0.00006 - -
Number of Ordinary Shares of NOK6 each

Ultimate Holding Company
Telenor ASA Direct Interest % Deemed Interest %
Haakon Bruaset Kjoel 21,051 0.0015 - -

Lars Erik Tellmann 58,978 0.0042 - -
Wenche Marie Agerup 19,307 0.0014 - -
Number of Options over Ordinary Shares of NOK6 each

Ultimate Holding Company
Telenor ASA Direct Interest % Deemed Interest %
Haakon Bruaset Kjoel - - - -

Lars Erik Tellmann - - - -
Wenche Marie Agerup - - - -
List of Thirty (30) Largest Shareholders

As at 16 March 2022
Name of Shareholders No. of Shares %
1 CITIGROUP NOMINEES (ASING) SDN. BHD. 3,809,750,300 49.000

TELENOR ASIA PTE LTD (DIGI)
2 CITIGROUP NOMINEES (TEMPATAN) SDN. BHD. 1,106,102,400 14.226

EMPLOYEES PROVIDENT FUND BOARD
3 AMANAHRAYA TRUSTEES BERHAD 600,797,600 7.727

AMANAH SAHAM BUMIPUTRA
4 KUMPULAN WANG PERSARAAN (DIPERBADANKAN) 285,746,900 3.675
5 CARTABAN NOMINEES (ASING) SDN. BHD. 79,064,600 1.016

EXEMPT AN FOR STATE STREET BANK & TRUST COMPANY (WEST CLT OD67)
6 CITIGROUP NOMINEES (TEMPATAN) SDN. BHD. 72,277,500 0.929

URUSHARTA JAMAAH SDN. BHD. (1)
7 CARTABAN NOMINEES (TEMPATAN) SDN. BHD. 70,962,700 0.912

PAMB FOR PRULINK EQUITY FUND
8 LEMBAGA TABUNG HAJI 70,022,150 0.900

AMANAH SAHAM MALAYSIA 2 - WAWASAN

AMANAH SAHAM BUMIPUTERA 2

AMANAH SAHAM MALAYSIA 3
12 HSBC NOMINEES (ASING) SDN. BHD. 51,728,733 0.665

JPMCB NA FOR VANGUARD EMERGING MARKETS STOCK INDEX FUND
13 AHMAD SEBI BIN BAKAR 50,923,830 0.654
14 MAYBANK NOMINEES (TEMPATAN) SDN. BHD. 48,500,000 0.623

MAYBANK TRUSTEES BERHAD FOR PUBLIC ITTIKAL FUND (N14011970240)

JPMCB NA FOR VANGUARD TOTAL INTERNATIONAL STOCK INDEX FUND

EXEMPT AN FOR AIA BHD
17 MAYBANK NOMINEES (TEMPATAN) SDN. BHD. 43,653,700 0.561

MAYBANK TRUSTEES BERHAD FOR PUBLIC REGULAR SAVINGS FUND
(N14011940100)
List of Thirty (30) Largest Shareholders

As at 16 March 2022
Name of Shareholders No. of Shares %

GREAT EASTERN LIFE ASSURANCE (MALAYSIA) BERHAD (PAR 1)

EMPLOYEES PROVIDENT FUND BOARD (NOMURA)

PUBLIC ITTIKAL SEQUEL FUND

GREAT EASTERN LIFE ASSURANCE (MALAYSIA) BERHAD (PAR 3)

AMANAH SAHAM BUMIPUTERA 3 - DIDIK
23 DB (MALAYSIA) NOMINEE (ASING) SDN. BHD. 21,577,600 0.277

BNYM SA/NV FOR PEOPLE’S BANK OF CHINA (SICL ASIA EM)
24 PERMODALAN NASIONAL BERHAD 18,561,900 0.238

JPMCB NA FOR VANGUARD FIDUCIARY TRUST COMPANY
INSTITUTIONAL TOTAL INTERNATIONAL STOCK MARKET INDEX TRUST II
26 CARTABAN NOMINEES (ASING) SDN. BHD. 17,169,172 0.220

GIC PRIVATE LIMITED FOR GOVERNMENT OF SINGAPORE (C)

JPMCB NA FOR BLACKROCK INSTITUTIONAL TRUST COMPANY, N.A. INVESTMENT
FUNDS FOR EMPLOYEE BENEFIT TRUSTS
28 CITIGROUP NOMINEES (ASING) SDN. BHD. 15,173,400 0.195

CBNY FOR NORGES BANK (FI 17)

EMPLOYEES PROVIDENT FUND BOARD (AFFIN-HWG)

J.P. MORGAN SECURITIES PLC
Notice of Annual General Meeting
NOTICE IS HEREBY GIVEN THAT the Twenty-Fifth Annual General Meeting (“25th AGM”) of Digi.Com Berhad (“the Company”)
will be conducted virtually through livestreaming and online voting via the Remote Participation and Electronic Voting
(“RPEV”) Facilities, for the purpose of considering and if thought fit, passing the following resolutions set out in this notice:
Meeting Platform : https://meeting.boardroomlimited.my

Day and Date : Friday, 13 May 2022 or any adjournment thereof
Time : 10.00 a.m.
Broadcast Venue : Studio, Digi Telecommunications Sdn. Bhd.
Lot 10, Jalan Delima 1/1
Subang Hi-Tech Industrial Park
40000 Shah Alam
Selangor Darul Ehsan, Malaysia
Mode of Communication : 1) Typed text in the Meeting Platform during the 25th AGM. The Messaging window
facility will open concurrently with the Meeting Platform, i.e. one (1) hour
before the AGM, which is from 9.00 a.m. on Friday, 13 May 2022.
2) E-mail questions to [email protected] or log into Boardroom Smart
Investor Portal at https://investor.boardroomlimited.com prior to the 25th AGM.
AGENDA
As Ordinary Business
1. To receive the Audited Financial Statements for the financial year ended
31 December 2021 and the Reports of the Directors and Auditors thereon.
(Please refer to Note 1 of the Explanatory Notes)
2. To re-elect the following Directors who are to retire pursuant to Article 98(A) of the
Company’s Articles of Association and being eligible, have offered themselves for
re-election:
i. Mr. Haakon Bruaset Kjoel Resolution 1

ii. Mr. Lars Erik Tellmann Resolution 2

3. To re-elect Datuk Iain John Lo who retires pursuant to Article 98(E) of the Company’s Resolution 3
Articles of Association and being eligible, has offered himself for re-election.
4. To approve the payment of Directors’ fees of up to RM900,000 for the Independent Resolution 4
Non-Executive Directors and benefits payable to the Directors up to an aggregate
amount of RM16,000 from 14 May 2022 until the next AGM of the Company.
5. To re-appoint Messrs. Ernst & Young PLT as Auditors of the Company and to authorise Resolution 5
the Directors to fix their remuneration.
As Special Business
To consider and, if deemed fit, to pass the following resolutions:-
6. Ordinary Resolution Resolution 6

- Retention of Puan Yasmin Binti Aladad Khan as Independent Non-Executive
Director
THAT approval be and is hereby given to Puan Yasmin Binti Aladad Khan who will
serve the Board as an Independent Non-Executive Director of the Company for a
cumulative term of more than nine (9) years on 23 July 2022, to continue to act as
Independent Non-Executive Director of the Company until the conclusion of the
next AGM.
7. Ordinary Resolution Resolution 7

- Proposed Renewal of Existing Shareholders’ Mandate for Recurrent Related
Party Transactions of a Revenue or Trading Nature, to be entered with
Telenor ASA (“Telenor”) and Persons Connected with Telenor (“Proposed
Shareholders’ Mandate”)
THAT, subject to the provisions of the Main Market Listing Requirements of Bursa
Malaysia Securities Berhad, approval be and is hereby given to the Company and its
subsidiaries to enter into recurrent related party transactions of a revenue or trading
nature with Telenor and persons connected with Telenor as specified in Section 2.3
of the Circular to Shareholders dated 13 April 2022, which are necessary for the day-
to-day operations and/or in the ordinary course of business of the Company and its
subsidiaries on terms not more favourable to the related parties than those generally
available to the public and are not detrimental to the minority shareholders of the
Company and that such approval shall continue to be in force until:
(i) the conclusion of the next AGM of the Company following the forthcoming
AGM at which the Proposed Shareholders’ Mandate shall be passed, at which
time it will lapse, unless by a resolution passed at a general meeting, the
authority conferred by this resolution is renewed;
(ii) the expiration of the period within which the next AGM of the Company is
required to be held pursuant to Section 340(2) of the Companies Act 2016
(but shall not extend to such extension as may be allowed pursuant to Section
340(4) of the Companies Act 2016); or
(iii) revoked or varied by resolution passed by the shareholders at a general

meeting,
whichever is earlier.
AND THAT the Directors of the Company be and are hereby authorised to complete
and do all such acts and things (including executing all such documents as may
be required) as they may consider expedient or necessary to give effect to the
Proposed Shareholders’ Mandate.
8. Special Resolution Special Resolution

- Proposed Amendment to the Memorandum of Association of the Company
THAT the Clause 5 of the Company’s Memorandum of Association of the Company

be amended by deleting the first sentence “The capital of the Company is Ringgit
Malaysia One Billion (RM1,000,000,000/-) only divided into 100,000,000,000 ordinary
shares of RM0.01 each.” and that amended Clause 5 shall be read as follows:-
“The shares in the original or any increased capital may be divided into several
classes and there may be attached thereto respectively any preferential, deferred
or other special rights, privileges, conditions or restrictions as to dividends, capital,
voting or otherwise.”
AND THAT the Directors of the Company be and are hereby authorised to do all
acts, deeds and things as are necessary and/or expedient in order to give full effect
to the Proposed Amendment to the existing Memorandum of Association of the
Company with full powers to assent to any conditions, modifications, variations and/
or amendments as may be required by any relevant authorities.
As Other Business
9. To transact any other business of which due notice has been given in accordance
with the Companies Act 2016 and the Company’s Articles of Association.
By Order of the Board
Choo Mun Lai (MAICSA No. 7039980)

(SSM PC No. 201908001003)
Tai Yit Chan (MAICSA No. 7009143)
(SSM PC No. 202008001023)
Company Secretaries
Selangor Darul Ehsan

13 April 2022
(A) NOTES
(i) As part of the continuing measures to stem the spread of the Coronavirus Disease (Covid-19), the 25th AGM of
the Company will be conducted on virtual basis through live streaming and online voting using RPEV facilities at
https://meeting.boardroomlimited.my. The procedures for members to register, participate and vote remotely
via the RPEV facilities are provided in the Administrative Guides for the 25th AGM.
(ii) Please follow the procedures set out in the Administrative Guides for the 25th AGM which is available on the
Company’s website at www.digi.com.my/annualreport/index.html to register, attend, speak (in the form of real
time submission of typed texts) and vote (collectively, “participate”) remotely via the RPEV facilities.
(iii) The Broadcast Venue is strictly for the purpose of complying with Section 327(2) of the Companies Act 2016
which requires the Chair of the 25th AGM of the Company to be present at the main venue in Malaysia.
Shareholders/Proxies/Corporate Representatives WILL NOT BE ALLOWED to attend the 25th AGM in person at
the Broadcast Venue on the day of the meeting. Any Shareholders or Proxies or Corporate Representatives who
turn up at the Broadcast Venue would be requested to leave the venue politely.
(iv) In respect of deposited securities, only Shareholders whose names appear on the Record of Depositors on
5 May 2022 (General Meeting Record of Depositors) shall be eligible to attend, participate, speak and/or vote
at the meeting.
(v) A shareholder entitled to participate at the 25th AGM is entitled to appoint not more than two (2) proxies to
participate on his/her behalf. Where a Shareholder appoints more than one (1) proxy, the appointment shall
not be valid unless he/she specifies the proportions of his/her shareholdings to be represented by each proxy.
(vi) A proxy or attorney need not be a Shareholder of the Company.There shall be no restriction as to the qualification
of the proxy. A proxy appointed to participate at the meeting shall have the same rights as the Shareholder to
speak at the Meeting.
(vii) Where a Shareholder of the Company is an Exempt Authorised Nominee which holds ordinary shares in the
Company for multiple beneficial owners in one securities account (omnibus account) as defined under the
Securities Industry (Central Depositories) Act 1991, there shall be no limit to the number of proxies which the
Exempt Authorised Nominee may appoint in respect of each omnibus account it holds.
(viii) The instrument appointing a proxy shall be in writing under the hand of the appointer or his attorney duly
authorised in writing, and in the case of a corporation, either under its common seal or under the hand of an
officer or attorney duly authorised.
(ix) The instrument appointing a proxy together with the power of attorney (if any) or a certified copy thereof
must be deposited at the Poll Administrator’s Office, Boardroom Share Registrars Sdn. Bhd. at Ground Floor or
11th Floor, Menara Symphony, No. 5, Jalan Prof. Khoo Kay Kim, Seksyen 13, 46200 Petaling Jaya, Selangor Darul
Ehsan at least forty-eight (48) hours before the time appointed for the holding of the meeting or adjourned
meeting, otherwise the instrument of proxy should not be treated as valid. Alternatively, the Form of Proxy can
be submitted electronically via https://investor.boardroomlimited.com before the proxy form submission cut-
off time as mentioned in the above. For further information on the electronic submission of Form of Proxy,
kindly refer to the Administrative Guide. A Member is not precluded from attending the meeting in person after
lodging the instrument of proxy, however, such attendance shall automatically revoke the authority granted to
the proxy.
(x) Any Notice of Termination of Authority to act as Proxy must be received by the Company at least forty-eight
(48) hours before the time appointed for the holding of the meeting or adjourned meeting, failing which, the
termination of the authority of a person to act as proxy will not affect the following in accordance with Section
338 of the Companies Act 2016:-
a. the constitution of the quorum at such meeting;

b. the validity of anything he/she did as Chair of such meeting;
c. the validity of a poll demanded by him/her at such meeting; or
d. the validity of the vote exercised by him/her at such meeting.
(xi) Pursuant to Paragraph 8.29A of the Main Market Listing Requirements of Bursa Malaysia Securities Berhad, all
the resolutions set out in the Notice of AGM will put to vote by way of poll. Poll Administrator and Independent
Scrutineers will be appointed to conduct the polling process and verify the results of the poll respectively.
(B) EXPLANATORY NOTES
1. Audited Financial Statements for the financial year ended 31 December 2021
The Audited Financial Statements under Item 1 of the Agenda are laid in accordance with Section 340(1)(a) the
Companies Act 2016 for discussion only. They do not require shareholders’ approval and hence, this agenda item
will not be put forward for voting.
2. Ordinary Resolutions 1 to 3 – Re-election of Directors
The Board via the Nomination Committee has reviewed the performance of each Director subject for re-election,
through an annual assessment, are satisfied with the performance, contribution and effectiveness of the Directors.
Mr. Haakon Bruaset Kjoel, Mr. Lars Erik Tellmann and Datuk Iain John Lo being eligible, have offered themselves for
re-election at this AGM.
These three (3) retiring Directors have abstained from deliberations and decisions on their own eligibility and suitability
to stand for re-election at the relevant Board and Board Committees meetings. They do not hold any shares in the
Company and have no conflict of interests with the Company. The profiles of these retiring Directors are set out on
pages 84, 86 and 88 of the Integrated Annual Report 2021.
3. Ordinary Resolution 6 - Retention of Puan Yasmin Binti Aladad Khan as Independent Non-Executive Director
The Board via the Nomination Committee, through an annual assessment, has reviewed and recommended the
retention of Puan Yasmin Binti Aladad Khan who will serve the Board for more than nine (9) years on 23 July 2022 to
continue to act as Independent Non-Executive Director of the Company based on the following justifications:
• She fulfilled the criteria under the definition of Independent Director as stated in the Main Market Listing
Requirements of Bursa Malaysia Securities Berhad.
• Puan Yasmin’s vast experience enables her to provide the Board with a diverse set of experience, expertise,
skills and competence. She has good understanding of the industry and the Company’s business operations
which enable her to participate actively and contribute effectively for robust discussion at the Audit and Risk
Committee, Nomination Committee, Remuneration Committee and Board Meetings without compromising her
independence and objective judgement.
• She has exercised due care and promotes good corporate governance practices during her tenure as
Independent Non-Executive Director of the Company and carried out her duties in the best interest of the
Company.
• Sufficient time is required by the Company to find a suitable successor for Puan Yasmin as an Independent
Non-Executive Director, who is also the Chair of the Nomination Committee and a member of Audit and Risk
Committee and Remuneration Committee to ensure an orderly succession plan.
Puan Yasmin has abstained from deliberation and decision on her retention as Independent Non-Executive Director
at the Nomination Committee and Board meetings. She does not hold any shares in the Company and has no
conflict of interests with the Company. The profile of Puan Yasmin is set out on page 87 of the Integrated Annual
Report 2021.
4. Ordinary Resolution 7 - Proposed Shareholders’ Mandate
Ordinary Resolution 7 proposed under item 7 of the Agenda, if passed, will allow the Company and its subsidiaries
(“Group”) to enter into recurrent related party transactions, in accordance with paragraph 10.09 of the Main Market
Listing Requirements of Bursa Malaysia Securities Berhad, without the necessity to convene separate general meetings
from time to time to seek shareholders’ approval as and when such recurrent related party transactions occur.
This would reduce substantial administrative time and expenses associated with the convening of such meetings
without compromising the corporate objectives of the Group or affecting the business opportunities available to the
Group. The shareholders’ mandate is subject to renewal on an annual basis.
5. Special Resolution - Proposed Amendment to the Memorandum of Association of the Company
This Special Resolution proposed under item 8 of the Agenda, if passed, will allow the Company to remove the
redundancy of the share capital clause under the no par value regime. The amendment will not have any effect on
the issued share capital, substantial shareholders’ shareholdings, net assets, gearing or earnings of the Company.
The Proposed Amendment to the Memorandum of Association of the Company shall take effect once it has been
passed by a majority of not less than seventy-five percent (75%) of such members of the Company who are entitled
to participate in person or by proxy at the 25th AGM.
Personal data privacy

By submitting an instrument appointing a proxy(ies) and/or representative(s) to attend, participate, speak and vote at the
AGM and/or any adjournment thereof, a Shareholder of the Company (i) consents to the collection, use and disclosure of
the Shareholder’s personal data by the Company (or its agents) for the purpose of processing and administration by the
Company (or its agents) of proxies and representatives appointed for the AGM (including any adjournment thereof), and
the preparation and compilation of the attendance lists, minutes and other documents relating to the AGM (including
any adjournment thereof), and in order for the Company (or its agents) to comply with any applicable laws, listing
rules, regulations and/or guidelines (collectively, the “Purposes”), (ii) warrants that where the Shareholder discloses the
personal data of the Shareholder’s proxy(ies) and/or representative(s) to the Company (or its agents), the Shareholder
has obtained the prior consent of such proxy(ies) and/or representative(s) for the collection, use and disclosure by
the Company (or its agents) of the personal data of such proxy(ies) and/or representative(s) for the Purposes, and (iii)
agrees that the Shareholder will indemnify the Company in respect of any penalties, liabilities, claims, demands, losses
and damages as a result of the Shareholder’s breach of warranty.
FORM OF PROXY DIGI.COM BERHAD
Registration No. 199701009694 (425190-X)
No. of shares held
(Incorporated in Malaysia) CDS Account No.
I/We* NRIC / Passport / Registration No.*

(Name in full)
of
(Address)
with email address tel. no.
being a shareholder/shareholders of DIGI.COM BERHAD (“the Company”), hereby appoint:
Full Name: NRIC/Passport No.: Proportion of shareholding to be represented by the

proxy/proxies:
No. of Shares %
Address:
Tel. No.: Email Address:
*And/or
Full Name: NRIC/Passport No.: Proportion of shareholding to be represented by the

proxy/proxies:
No. of Shares %
Address:
Tel. No.: Email Address:
*And/or
or failing him/her, the *Chair of the Meeting as my/our proxy to vote for me/us on my/our behalf at the Twenty-Fifth Annual General Meeting
(“25th AGM”) of the Company to be conducted on virtual basis through live streaming and online voting via the Remote Participation and
Electronic Voting (“RPEV”) Facilities at the Broadcast Venue: Studio, Digi Telecommunications Sdn. Bhd., Lot 10, Jalan Delima 1/1, Subang
Hi-Tech Industrial Park, 40000 Shah Alam, Selangor Darul Ehsan, Malaysia on Friday, 13 May 2022 at 10.00 a.m. or any adjournment thereof.
*Please delete as appropriate.
This proxy is to vote on the resolutions set out in the Notice of the Meeting, as indicated with an ‘X’ in the appropriate spaces below. If no specific
direction as to voting is given, the proxy will vote or abstain from voting at his/her discretion.
No. Resolution
Ordinary Business For Against
1 Re-election of Mr. Haakon Bruaset Kjoel as Director. Ordinary Resolution 1
2 Re-election of Mr. Lars Erik Tellmann as Director. Ordinary Resolution 2
3 Re-election of Datuk Iain John Lo as Director. Ordinary Resolution 3
4 Approval of the payment of Directors’ fees and benefits payable to the Independent Ordinary Resolution 4
Non-Executive Directors.
5 Re-appointment of Messrs. Ernst & Young PLT as Auditors of the Company and to Ordinary Resolution 5
authorise the Directors to fix their remuneration.
Special Business
6 Retention of Puan Yasmin Binti Aladad Khan as Independent Non-Executive Director. Ordinary Resolution 6
7 Proposed renewal of existing Shareholders’ Mandate for recurrent related party Ordinary Resolution 7
transactions of a revenue or trading nature, to be entered with Telenor ASA and persons
connected with Telenor ASA.
8 Proposed amendment to the Memorandum of Association of the Company. Special Resolution
Signed this day of , 2022.
Signature or Common Seal of Member(s)
Tel. No.
Notes:
(i) As part of the continuing measures to stem the spread of the Coronavirus Disease (Covid-19), the 25th AGM of the Company will be conducted on virtual
basis through live streaming and online voting using RPEV facilities at https://meeting.boardroomlimited.my. The procedures for members to register,
participate and vote remotely via the RPEV facilities are provided in the Administrative Guides for the 25th AGM.
(ii) Please follow the procedures set out in the Administrative Guides for the 25th AGM which is available on the Company’s website at www.digi.com.my/
annualreport/index.html to register, attend, speak (in the form of real time submission of typed texts) and vote (collectively, participate) remotely via the
RPEV facilities.
(iii) The Broadcast Venue is strictly for the purpose of complying with Section 327(2) of the Companies Act 2016 which requires the Chair of the 25th AGM of the
Company to be present at the main venue in Malaysia. Shareholders/Proxies/Corporate Representatives WILL NOT BE ALLOWED to attend the 25th AGM in
person at the Broadcast Venue on the day of the meeting. Any Shareholders or Proxies or Corporate Representatives who turn up at the Broadcast Venue
would be requested to leave the venue politely.
(iv) In respect of deposited securities, only Shareholders whose names appear on the Record of Depositors on 5 May 2022 (General Meeting Record of
Depositors) shall be eligible to attend, participate, speak and/or vote at the meeting.
(v) A shareholder entitled participate at the 25th AGM is entitled to appoint not more than two (2) proxies to participate on his/her behalf. Where a Shareholder
appoints more than one (1) proxy, the appointment shall not be valid unless he/she specifies the proportions of his/her shareholdings to be represented
by each proxy.
(vi) A proxy or attorney need not be a Shareholder of the Company. There shall be no restriction as to the qualification of the proxy. A proxy appointed to
participate at the meeting shall have the same rights as the Shareholder to speak at the Meeting.
(vii) Where a Shareholder of the Company is an Exempt Authorised Nominee which holds ordinary shares in the Company for multiple beneficial owners in one
securities account (omnibus account) as defined under the Securities Industry (Central Depositories) Act 1991, there shall be no limit to the number of
proxies which the Exempt Authorised Nominee may appoint in respect of each omnibus account it holds.
Fold along this line (1)
Affix
Stamp
Here
Poll Administrator office,

Boardroom Share Registrars Sdn. Bhd.
Ground Floor or 11th Floor,
Menara Symphony,
No. 5, Jalan Prof. Khoo Kay Kim,
Seksyen 13, 46200 Petaling Jaya,
Selangor Darul Ehsan.
Fold along this line (2)
(viii) The instrument appointing a proxy shall be in writing under the hand of the appointer or his attorney duly authorised in writing, and in the case of a
corporation, either under its common seal or under the hand of an officer or attorney duly authorised.
(ix) The instrument appointing a proxy together with the power of attorney (if any) or a certified copy thereof must be deposited at the Poll Administrator’s
Office, Boardroom Share Registrars Sdn. Bhd. at Ground Floor or 11th Floor, Menara Symphony, No. 5, Jalan Prof. Khoo Kay Kim, Seksyen 13, 46200 Petaling
Jaya, Selangor Darul Ehsan at least forty-eight (48) hours before the time appointed for the holding of the meeting or adjourned meeting, otherwise the
instrument of proxy should not be treated as valid. Alternatively, the Form of Proxy can be submitted electronically via https://investor.boardroomlimited.com
before the proxy form submission cut-off time as mentioned in the above. For further information on the electronic submission of Form of Proxy, kindly refer to
the Administrative Guides.A Member is not precluded from attending the meeting in person after lodging the instrument of proxy, however, such attendance
shall automatically revoke the authority granted to the proxy.
(x) Any Notice of Termination of Authority to act as Proxy must be received by the Company at least forty-eight (48) hours before the time appointed for the
holding of the meeting or adjourned meeting, failing which, the termination of the authority of a person to act as proxy will not affect the following in
accordance with Section 338 of the Companies Act 2016:-
a. the constitution of the quorum at such meeting;
b. the validity of anything he/she did as Chair of such meeting;
c. the validity of a poll demanded by him/her at such meeting; or
d. the validity of the vote exercised by him/her at such meeting.
(xi) Pursuant to Paragraph 8.29A of the Main Market Listing Requirements of Bursa Malaysia Securities Berhad, all the resolutions set out in the Notice of AGM will
put to vote by way of poll. Poll Administrator and Independent Scrutineers will be appointed to conduct the polling process and verify the results of the poll
respectively.
Personal Data Privacy

By submitting an instrument appointing a proxy(ies) and/or representative(s), the shareholder accepts and agrees to the personal data privacy terms set out in
the Notice of 25th AGM dated 13 April 2022.
www.digi.com.my
Digi.Com Berhad
Reg. No. 199701009694 (425190-X)
Lot 10, Jalan Delima 1/1,
Subang Hi-Tech Industrial Park,
40000 Shah Alam,
Selangor, Malaysia
Email: [email protected]
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Integrated Annual Report 2021

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1 At A Glance 4 How We Create Value 140 Statements of

About This Report

This is Digi.Com Berhad’s 3rd Integrated Annual Report (IAR) 2021,

Integrated Annual Report (IAR) 2021

Our audited annual financial statements are disclosed

Sustainability Performance and GRI Content Index

Integrated Approach and Materiality

Approval by the Board

A lways E x p lo r e C r e ate To g eth er Keep Pr o m i ses Be Resp ectful

OUR Way of Work

Customer Obsessed Innovation 360

Refer to Our Strategy on pages to 44 to 47.

100% Digi Telecommunications Sdn. Bhd. 100% InfraNation Sdn. Bhd.

100% Y3llowlabs Sdn. Bhd.

Chair of the Board’s Statement

In the context of the ongoing Covid-19 pandemic in 2021,

Digi’s purpose has never been

Read more about this on pages 8 to 9.

Digi continued to deepen its responsible business

Haakon Bruaset Kjoel

Chair of the Board’s Statement

Read more about how

Chief Executive Officer’s Statement

Resilience and inspiration have been

In 2021, Digi stayed focused on executing our

Read more about this on pages 12 to 13.

Chief Executive Officer’s Statement

In parallel, the proposed merger

Lastly, we express our appreciation to Malaysia’s first responders,

Underlying all these ambitions is

Chief Financial Officer’s Statement

All this would not have been

Read more about this on pages 16 to 20.

I am proud of how our shareholders have

Otto Magne Risbakk

Chief Financial Officer’s Statement

Data traffic growth

Chief Financial Officer’s Statement

closely with the industry, government, environmental

Chief Financial Officer’s Statement

We also aspire to further raise our responsible business

In summary, our 2022 guidance is as follows:

Service Return to growth

EBITDA Around FY2021 level: ~RM3,000 million

Quarterly Financial Performance

RM Million First Quarter Second Quarter Third Quarter Fourth Quarter

5-Year Financial Summary

RM Million 2017 2018 2019 2020 2021

1 EBITDA excludes the gain or loss on:

We aim to sustainably grow consumer and lead organic B2B

Our Business Model

KEY INPUTS our value creation engine

Financial Key enablers to operationalise our strategy

Trusted brand reputation

Environmental Management System -

Embraced a culture of continuous