Salutica - AR 2021 (Part 1)

Salutica Berhad Annual Report 2021
Mission & Vision

Saluting the Extraordinaire™. To build a business where our efforts and results in
whatever we do are saluted by our colleagues, partners, customers, stakeholders
and even ourselves.
Saluting the ExtraordinaireTM

Existed since ancient times, the cymbals have been used across civilizations,
culture, and religion. The pair of cymbals is used especially to accentuate musical
climaxes and from the Romantic period it has played an important role in the
orchestra. Its powerful sound can rise above the entire orchestra. As how we in
Salutica envisage our products to be able to deliver powerful performance that are
memorable for you. Through products which performance that impacts people’s
lives is how we salute the extraordinaires.
Table of
CONTENTS
2 Corporate Information
3 Group Structure
4 Financial Highlights
5 Profile of Directors
12 Key Senior Management
13 Chairman’s Statement
15 CEO’s Message
17 Management Discussion and

Analysis (MDNA)
22 Sustainability Statement
27 Company Highlights 2021
34 Corporate Governance
Overview Statement
57 Reports and Statutory Financial
Statements
46 Audit and Risk Management
Committee Report
58 Analysis of Shareholdings
50 Statement on Risk
61 Notice of Annual General Meeting
Management and Internal
Control
69 Administrative Guide for the
Conduct of the Ninth Annual
54 Directors’ Responsibility
General Meeting (“9th AGM”)
Statement
Form of Proxy
55 Additional Compliance
Information
56 List of Properties
2 SALUTICA BERHAD (Registration No. 201201040303 (1024781-T)) ANNUAL REPORT 2021
Corporate
Information
BOARD OF DIRECTORS
NOMINATION AND PRINCIPAL BANKERS
CHIA CHEE HOONG REMUNERATION COMMITTEE
Chairman / Independent OCBC Bank (Malaysia) Berhad
Non-Executive Director LOW TENG LUM OCBC Al-Amin Bank Berhad
Chairman 2, Jalan Dato’ Maharaja Lela
30000, Ipoh, Perak
LOW TENG LUM CHIA CHEE HOONG Tel : (05) 241 2200
Senior Independent Member
Non-Executive Director
LEOW CHAN KHIANG AUDITORS
Member
LEOW CHAN KHIANG PricewaterhouseCoopers PLT
Independent Non-Executive Director (LLP0014401-LCA & AF1146)
COMPANY SECRETARIES Chartered Accountants
1st Floor, SCB Chambers
JOSHUA LIM PHAN YIH YENG SHI MEI 21-27, Jalan Dato’ Maharaja Lela
Managing Director / (SSM PC No.202008001282) 30000 Ipoh, Perak
Chief Executive Officer (MAICSA 7059759) Tel : (05) 220 2500
Fax : (05) 253 2366
CHONG LAY KIM
LIM CHONG SHYH (SSM PC No.202008001920)
Senior Executive Director (LS 0008373) SHARE REGISTRAR AND
ISSUING HOUSE
CHAN SHOOK LING
CHAN SHOOK LING (SSM PC No.202008004150) Tricor Investor & Issuing House
Executive Director / (MIA 17167) Services Sdn. Bhd.
Chief Financial Officer Unit 32-01, Level 32, Tower A
Vertical Business Suite
REGISTERED OFFICE Avenue 3, Bangsar South
JOEL LIM PHAN HONG No. 8, Jalan Kerinchi
Alternate Director to 41, Jalan Medan Ipoh 6 59200 Kuala Lumpur
Lim Chong Shyh Bandar Baru Medan Ipoh Tel : (03) 2783 9299
31400 Ipoh, Perak Fax : (03) 2783 9222
Tel : (05) 548 0888
Fax : (05) 545 9222
STOCK EXCHANGE LISTING
AUDIT AND RISK
HEAD/MANAGEMENT OFFICE Main Market of Bursa Malaysia
MANAGEMENT COMMITTEE
Securities Berhad
3 Jalan Zarib 6 Stock name : SALUTE
LEOW CHAN KHIANG
Kawasan Perindustrian Zarib Stock code : 0183
Chairman
31500 Lahat, Ipoh, Perak
Tel : (05) 320 6800
CHIA CHEE HOONG
Fax : (05) 322 2029
Member
Website : www.salutica.com
E-mail : invest@salutica.com.my
LOW TENG LUM
Member
ANNUAL REPORT 2021 SALUTICA BERHAD (Registration No. 201201040303 (1024781-T)) 3
GROUP
STRUCTURE
OVERVIEW Group structure as at 30 June 2021 is as follows:-
Our company, Salutica Berhad was incorporated

in Malaysia under the Companies Act, 1965 on 19
November 2012 as a private limited company under the
name of Blue Ocean Genius Sdn. Bhd. (Registration No.201201040303(1024781-T))
The principal activity of the Company is that of investment

holding.
On 29 June 2015, we changed our name to Salutica Sdn.

Bhd. and subsequently on 4 November 2015, we became
a public limited company. 100%
The Company was listed on the ACE Market on 18 May Salutica Allied Solutions Sdn.Bhd.
(“Salutica Allied”)
2016 before transferred to the Main Market of Bursa
(Registration No.199001014672(206341-H))
Malaysia Securities Berhad on 24 March 2017.
Salutica Allied was incorporated on 15 October 1990

and had adopted its current corporate name in 2013.
FINANCIAL
HIGHLIGHTS
Financial Year Ended 30 June 2017 2018 2019 2020 2021

Revenue (RM’000) 247,091 261,474 138,972 160,990 222,996
Profit/(Loss) Before Tax (RM’000) 25,333 15,097 (935) (10,599) (12,607)
Profit/(Loss) After Tax (RM’000) 19,354 11,362 (550) (8,060) (9,724)
Weighted average number of ordinary shares 388,000 388,000 387,565 384,993 384,990
in issue (‘000)
Total Assets (RM’000) 202,657 192,747 171,987 191,494 193,099
Total Liabilities (RM’000) 37,634 25,674 15,066 50,254 61,584
Total Assets/Liabilities 5.38 7.51 11.42 3.81 3.14
Earnings/(Loss) per share (“EPS”) (sen) 4.99 2.93 (0.14) (2.09) (2.53)
Net assets per share (sen) 42.53 43.06 40.49 36.69 34.16
Revenue (RM’000) Profit/(Loss) Before Tax (RM’000)
300,000 30,000
15,000 25,333
15,097
200,000
2019 2020 2021
0
2017 2018
(935)
(10,599)
(12,607)
100,000
247,091
261,474
138,972
160,990
222,996
-15,000
0
2017 2018 2019 2020 2021
Total Assets (RM’000) Total Liabilities (RM’000)

300,000 60,000
50,000
200,000 40,000
30,000
100,000 20,000
202,657
192,747
171,987
191,494
193,099
37,634
25,674
15,066
50,254
61,583
10,000
0 0
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021
Earnings/(Loss) per share (“EPS”) (sen) Net assets per share (sen)
9.00 45.00
6.00
30.00
4.99
2.93
3.00
2019 2020 2021
0
2017 2018
(0.14)
(2.09)
(2.53)
15.00
-3.00
42.53
43.06
40.49
36.69
34.16
0
2017 2018 2019 2020 2021
PROFILE OF
DIRECTORS
CHIA
CHEE HOONG
CHAIRMAN/INDEPENDENT NON-EXECUTIVE DIRECTOR

AGE GENDER NATIONALITY
44 Male
Mr. Chia was appointed to our Board on 15 October He started his career in 2001 as a legal assistant with Zain
2015. He is also a member of the Nomination and & Co. In 2008, he left Zain & Co and joined Zaid Ibrahim &
Remuneration Committee and the Audit and Risk Co as a senior associate. After leaving Zaid Ibrahim & Co
Management Committee respectively. at the end of 2009, he joined Rahmat Lim & Partners and
has been a partner of Rahmat Lim & Partners since then.
He obtained his undergraduate degree in law (LL.B) from
the University of London in 1999 and his post graduate He does not hold any directorship in any other public
degree in law (LL.M) specialising in corporate & securities companies and public listed companies.
law from University College London, United Kingdom
in 2004 under the auspices of the British Chevening He does not have any family relationship with any Director
Scholarship awarded by the Foreign and Commonwealth or major shareholder of the Company and does not have
Office, United Kingdom. He obtained the Certificate in any conflict of interest with the Group.
Legal Practice in 2000 and was called to the Malaysian
Bar in 2001.
Profile of Directors
(Cont’d)
JOSHUA
LIM PHAN YIH
MANAGING DIRECTOR / CHIEF EXECUTIVE OFFICER

37 Male
Joshua Lim was appointed to our Board on 11 September He does not hold any directorship in any other public
2013. He has been re-designated to Managing Director companies and public listed companies.
on 3 March 2020.
Joshua Lim is the son of James Lim, the Senior Executive
He graduated with an external LL.B (Hons) degree from Director of the Company. He is also the director and
the University of London and subsequently obtained substantial shareholder of Blue Ocean Enlightenment
the Certificate in Legal Practice in 2008. He completed Sdn. Bhd.(“BOE”). BOE, a company incorporated in
his pupillage with Shearn Delamore & Co where he was Malaysia, is regarded as the Company’s ultimate holding
confirmed as a legal assistant in 2009. From 2010 to company. He is also the brother of Joel Lim Phan Hong,
2013, he joined Rahmat Lim & Partners as an associate. a substantial shareholder of BOE and an alternate director
From 1 June 2013 to 30 June 2018, he was the founding of the Company.
partner of the law firm Joshua Lim & Lee.
Other than as disclosed above, Joshua Lim does not
Joshua was appointed as the Chief Executive Officer of have any family relationship with any Director or major
Salutica Allied on 3 March 2020. shareholder of the Company and does not have any
conflict of interest with the Group.
(Cont’d)
LIM
CHONG SHYH,
(“James Lim”)
SENIOR EXECUTIVE DIRECTOR

63 Male
James Lim was appointed to our Board on 26 November In 2004, he joined Salutica Allied where he set up the
2012. On 3 March 2020, James Lim relinquished his Research and Development (“R&D”) division to focus
position as CEO and re-designated to Senior Executive on R&D of Bluetooth technology and other wireless,
Director. touchscreen and light guide technologies.
He is a trained electrical and electronics engineer with a In 2013, he led a management buyout of Salutica Allied
degree (Hons) in Electrical Engineering from the University from Balda AG Group when the latter intended to focus
of Malaya. on its core business in medical precision plastic parts
and solutions. He remained as the Chief Executive Officer
He began his career as a design engineer with ASEA AB (‘CEO”) of Salutica Allied upon the completion of the
(presently known as ASEA Brown Boveri) of Sweden in management buyout.
1982. He managed various senior positions from 1983
to 1995 in companies such as General Electric Malaysia James Lim is the director and substantial shareholder
Appliance Components Sdn. Bhd., Maxtor Corporation of BOE. BOE, a company incorporated in Malaysia, is
(Penang), Applied Magnetics (M) Sdn. Bhd. and Crest regarded as the Company’s ultimate holding company.
Ultrasonics (M) Sdn. Bhd. as managing director.
James Lim is the father of Joshua Lim Phan Yih, our
In 1995, he joined the Malaysian operations of Seagate Managing Director, is also a substantial shareholder and
Technology LLC as an executive director, where he was in director of BOE. He is also the father of Joel Lim Phan
charge of the commencement, development and growth Hong, a substantial shareholder of BOE and an alternate
of the company’s Ipoh facility. After the closure of the director of the Company.
Ipoh facility, he was subsequently transferred to head the
Seagate removable storage solutions division in Penang Other than as disclosed above, James Lim does not
as the managing director in 2000 until 2003. Thereafter, he have any family relationship with any Director or major
joined Knowles Electronics (M) Sdn. Bhd. as a managing shareholder and does not have any conflict of interest
director, playing a key role in the development and growth with the Group.
of the company’s Penang operations until 2004.
(Cont’d)
LOW
TENG LUM
SENIOR INDEPENDENT NON-EXECUTIVE DIRECTOR

67 Male
Mr. Low was appointed to our Board on 15 October He started his career as an audit junior in Arthur Young
2015. He is the Chairman of our Nomination and & Company (presently known as Ernst & Young) in 1977
Remuneration Committee and a member of our Audit and and was subsequently promoted to audit senior in 1978.
Risk Management Committee. He then left Arthur Young & Company in 1980 and joined
Guthrie Malaysia Holdings Berhad as an internal audit
He obtained his qualifications from the Association of manager until 1981, and subsequently joined Palmco
Chartered Certified Accountants (“ACCA”) and Institute Holdings Berhad in the same year as an internal audit
of Chartered Secretaries and Administrators, both of manager. In 1985, he left Palmco Holdings Berhad and
the United Kingdom, in 1979. He attended the Applied joined General Corporation Berhad as a group internal
Management Program of the Swedish Institute of auditor until 1987. Then, he joined Southern Steel Berhad
Management in 1990. In 1996, he obtained a Masters in as a finance manager and became the chief operating
Public Administration from the John Fitzgerald Kennedy officer of the steel business unit in 2000 until he left the
School of Government, Harvard University. company in 2001. Subsequently, he joined Heineken
Malaysia Berhad (formerly known as Guinness Anchor
He is a Chartered Accountant of the Malaysian Institute Berhad) in 2001 as the finance director and a member
of Accountants (“MIA”), a Fellow member of the ACCA of the board of directors (appointed on 19 August 2001)
and Fellow Institute of Chartered Secretaries and and retired in 2011.
Administrators, and a member of the Association of
Corporate Treasurers, United Kingdom. He has also Presently he is an independent non-executive director
served as a member of both the Taxation and Trade of QL Resources Berhad, a company listed on Bursa
committees of the Malaysian International Chamber of Securities.
Commerce and Industry, from 2002 and 2005 respectively
until his resignation in 2011. Mr. Low does not have any family relationship with any
Director or major shareholder of the Company and does
not have any conflict of interest with the Group.
(Cont’d)
LEOW
CHAN KHIANG
INDEPENDENT NON-EXECUTIVE DIRECTOR

55 Male
Mr. Leow was appointed to our Board on 20 October 2015. year. In 2002, he joined CAB Cakaran Sdn. Bhd. as a
He is the Chairman of our Audit and Risk Management director of corporate finance and subsequently in 2003
Committee and a member of our Nomination and appointed to the board of CAB Cakaran Corporation
Remuneration Committee. Berhad (“CAB”) as an executive director where he was
responsible for corporate planning, accounting and tax
He is a Chartered Accountant and a member of the as well as joint-ventures matters. In 2007, he resigned
Malaysian Institute of Accountants (“MIA”) and a Fellow from CAB and was subsequently appointed to the board
member of the Chartered Association of Certified of SLP Resources Berhad (“SLP”) as a non-independent
Accountants, United Kingdom (“FCCA”). He also holds non-executive director. He resigned from the Board of
a Master Degree in Business Administration from SLP in March 2021. At present, he is running his family
Northern University of Malaysia and a Bachelor Degree in business in the manufacture of food and confectionery.
Economics from University of Malaya.
Presently, he is an independent non-executive director of
He began his career in 1991 as corporate banking Ni Hsin Group Berhad, Tek Seng Holdings Berhad and
executive in Hong Leong Bank Berhad and resigned in Iconic Worldwide Berhad, all are companies listed on the
1996to join Malaysian International Merchant Bankers Main Board of Bursa Securities.
Berhad (“MIMB”). In MIMB, he was responsible for
various corporate debts and fund raising exercises as Mr.Leow does not have any family relationship with any
well as general advisory works. In 2001, he resigned Director or major shareholder of the Company and does
from his position as an assistant manager of MIMB and not have any conflict of interest with the Group.
joined a local logistic company for a short stint of one
(Cont’d)
CHAN
SHOOK LING,
(“MICHELLE CHAN”)
EXECUTIVE DIRECTOR / CHIEF FINANCIAL OFFICER

51 Female
Michelle Chan was appointed to our Board on 13 October In 1999, she joined Salutica Allied as an accountant. In
2017. 2013, she assumed her current position as our Chief
Financial Officer, where she is responsible for overseeing
Ms. Chan is a Chartered Accountant and a member of the overall financial, accounting, compliance and internal
the Malaysian Institute of Accountants (“MIA”). She is also control functions of our Group.
a Fellow member of the Chartered Association of Certified
Accountants, United Kingdom (“FCCA”). Presently, Ms. Chan does not hold any directorship in any
other public companies or listed corporations.
She began her career as a settlement clerk for Overseas
Union Bank Ltd in Singapore in 1990. In 1992, she left Ms. Chan does not have any family relationship with any
Overseas Union Bank Ltd to further her studies in Tunku Director or major shareholder of the Company and does
Abdul Rahman College, where she graduated in 1995. not have any conflict of interest with the Group.
Then, she joined SSL Heavy Machinery Sdn. Bhd. in
1995 as an accounts supervisor.
(Cont’d)
JOEL LIM
PHAN HONG
ALTERNATE DIRECTOR
35 Male
Joel Lim was appointed as an alternate director to James Other than as disclosed above, Joel Lim does not have any
Lim on 3 March 2020. family relationship with any Director or major shareholder
of the Company and does not have any conflict of interest
He graduated with an external LL.B (Hons) degree from the with the Group.
University of London in 2008 and subsequently obtained
the Certificate in Legal Practice in 2009. He completed
his pupillage with Skrine in 2010 and subsequently joined
Sekhar & Suaran. Thereafter, he joined Kandiah & Sri in
2011 where his focus was in the area of Commercial
Law and Intellectual Property. In May 2012, he became
a founding partner of Joel & Mei. He is also a registered Notes:
Trademark Agent and Industrial Design Agent with the
Conviction of Offences
Intellectual Property Corporation of Malaysia. Presently,
he is also a director and shareholder of Joel Mei IP None of the Directors has been convicted of any offences
Consulting Sdn. Bhd. within the past 5 years other than possible traffic offences.
He does not hold any directorship in any other public There were no public sanction or penalty imposed by the
companies and public listed companies. relevant regulatory bodies during the financial year ended
30 June 2021.
Joel Lim is the son of James Lim, the Senior Executive
Director of the Company. He is also the substantial Directors’ Shareholding
shareholder of BOE. BOE, a company incorporated in The details of the Directors’ interest in securities of the
Malaysia, is regarded as the Company’s ultimate holding
Company are set out in the Analysis of Shareholding on
company. He is also the brother of Joshua Lim Phan
Yih, our Managing Director, who is also a substantial page 58 of the Annual Report.
shareholder of BOE.
key
senior management
HO KEAT SOONG TAN WEE YEOH GOH BEE CHIN @ OOI BEE CHIN
Aged 55 | Male | Malaysian (CHEN WEIYAO) KEVIN Aged 56 | Female | Malaysian
Chief Supply Chain Officer Aged 37 | Male | Malaysian Chief Administrative Officer
Director - Operations
Mr. Ho graduated with a Bachelor of Ms. Goh graduated with a Bachelor
Science in Business Administration Mr. Kevin graduated with a Bachelor of Business Administration from
from Colorado State University, of Computer Science from University Universiti Utara Malaysia and also
United States of America (“US”) and of Melbourne, Australia. obtained her certified Diploma in
obtained his Master of Business Accounting and Finance from the
Administration from the University of He began his career as a key ACCA and a Master of Business
South Alabama, US. account management executive Administration from the Universiti
in Salutica Allied in 2006. In 2016, Utara Malaysia.
He began his career as a production
Kevin is promoted to Senior
planner in Penang Seagate
Manager overseeing the key account She began her career in 1990 as
Industries (M) Sdn. Bhd. in 1993
before promoted to senior materials department. an administration officer with DNP
manager in 1999. In 2000, he joined Holdings Berhad until 1992. In 1992,
Synerflex Consulting as a senior Kevin is also one of the pioneer she joined Salutica Allied as an
consultant specialising in the supply of our FOBO team, involving in administrative executive, where her
chain management improvement product innovation and his works role involved human resource and
projects and consultancy services. has also resulted in filing of some key administrative functions.
technologies patent used in FOBO
Subsequently, in 2003, he was products. Subsequently, in 2015, she assumed
headhunted to join Salutica Allied her current position as our Chief
as a general manager of supply He assumed his current position Administrative Officer, where she is
chain management. He assumed as our Operations Director in 2020, responsible for manpower planning,
his current position as our Chief where he is responsible for plant- human resource management,
Supply Chain Officer in 2015, where wide operations, engineering and administration, insurance and the
he is responsible for the plant-wide key account management. security and safety aspects of the
sourcing, purchasing, planning, assets and properties of our Group.
logistics, quality and key account Presently, Kevin does not hold any
functions. directorship in any public companies Presently, Ms. Goh is an executive
or listed corporations. director of Salutica Allied, which is
Presently, Mr. Ho is an executive
the subsidiary of our Group. She
director of Salutica Allied, which is the
Kevin does not have any family does not hold any directorship
subsidiary of our Group. He does not
hold any directorship in any public relationship with any Director or in any public companies or listed
companies or listed corporations. major shareholder of the Company corporations.
and does not have any conflict of
Mr. Ho does not have any family interest with the Group. Ms. Goh does not have any family
relationship with any Director or relationship with any Director or
major shareholder of the Company major shareholder of the Company
and does not have any conflict of and does not have any conflict of
interest with the Group. interest with the Group.
Note:
Conviction of Offences
None of the Key Senior Management has been convicted of any offences within the past 5 years other than possible
traffic offences.
There were no public sanction or penalty imposed by the relevant regulatory bodies during the financial year ended 30
June 2021.
CHAIRMAN’S
STATEMENT
Chia Chee Hoong

Chairman/Independent
Non-Executive Director
“ Dear Shareholders,
On behalf of the Board of Directors, I am pleased to present the

Annual Report and the Audited Financial Statements of Salutica
Berhad (the “Company”) for the financial year ended 30 June 2021
(“FYE2021”). As the global economy continues to grapple with the
“
Covid-19 pandemic, it is necessary for businesses to continue to adapt
to a whole new environment where Covid-19 becomes endemic.
Furthermore, the dynamics of the workplace will no longer be the same as working from home has become the norm
rather than the exception as in the past. As such, the Company and its subsidiary, Salutica Allied Solutions Sdn Bhd
(together with the Company, the “Group”) have to balance the need to meet its commercial endeavours and the
necessity of providing a safe working environment for its people.
Much efforts have been made throughout FYE2021 to ensure that the Group is resilient and is able to serve its customers
despite the implementation of various forms of Movement Control Order (“MCO”) which has adversely affected the
manufacturing industry generally through various stages of operational restrictions.
BUSINESS OVERVIEW
Despite the challenges in the current Covid-19 environment, the Group manages to keep up with its efforts to innovate
and develop products thoughout such unprecedented times. This ever continuous effort is fundamental for the
Group to widen its offerings of product as well as expanding its customer base. At the same time, all aspects of cost
improvement are monitored to increase cost efficiency, to optimise use of resources and ultimately to improve the
resilience of the Group throughout such uncertain period.
It is heartening to see that our customers and strategic partners continue and deepen their collaboration with our
Group as we transition to our new CEO, Joshua Lim and his team. This demonstrates the trust and confidence that our
customers and strategic partners have entrusted in our Group.
Chairman’s Statement
(Cont’d)
Financial Overview My fellow directors and I are confident in the leadership

of the management as it steers the Group back to
As at FYE2021, the Group recorded a higher revenue profitability and growth in the future.
of RM223.0 million compared to FYE2020 of RM161.0
million. This was mainly attributable to the higher demand
for the Group’s computer peripheral products. However, Acknowledgment
the Group has incurred a loss before tax (“LBT”) of
RM12.6 million compared to a LBT of RM10.6 million Last but not least, I would like to take this opportunity
in FYE2020 due the change in the product mix with to thank our customers, shareholders, partners and
lower margin products contributing more to the revenue regulatory authorities their continuing support to the
compared to the previous year. Furthermore, the Group Group. The Board would also like to thank Joshua Lim
having to manage Covid-19 including compliance with and his team of people in the Group for their hard work,
various SOPs and operational restrictions throughout the dedication and loyalty to the Group.
various stages of MCO, has resulted in higher overall cost
of operation.
As at FYE2021, the Group has RM131.5 million of equity

attributable to the owners of the Company (also known Chia Chee Hoong
as shareholders’ fund) which is 6.9% lower compared to Chairman / Independent Non-Executive Director
RM141.2 million for FYE2020. The Group’s gearing ratio
is approximately 0.08.
The Group continues its efforts to strengthen financial

position as it continues to develop innovative products
within the Group’s product and technology roadmap. On
18 August 2021, the Group successfully completed a
private placement of 38,500,000 new ordinary shares at
a fixed price of RM0.56 per Placement share to selected
investors raising a gross proceed of RM21.56 million.
Moving Forward
The Group will continue its R&D efforts to build a

stronger product and technology roadmap. We expect
to see development of more applications of Truly
Wireless System (“TWS”) headset into the field of sport,
hearable and gaming moving forward as well as added
capabilities in our manufacturing facility, with the aim of
expanding our customer base and also our product and
service offerings. This is a time where having our own
homegrown technology and home brand like FOBO adds
to the resilience of the Group in facing unprecedented
challenges.
CEO’S
MESSAGE
Joshua Lim Phan Yih

Managing Director/Chief
Executive Officer
GENERAL OVERVIEW
I would like to first thank the people in Salutica for having to go the extra mile during one of the toughest times in the
21st century. In keeping the operations of the Group to meet customers’ demand and continue developing innovative
products all in a Covid-19 pandemic is no easy feat. It is a constant balancing act between the Group’s commercial
interest and the safety of our people whereby our people are often faced with difficult questions and decisions.
Through this period, we have implemented various operation Standard Operating Procedures (“SOPs”) in accordance
with government guidelines as well as managing potential outbreaks as soon as possible to minimise the impact on
our operation. One of our main tools in managing Covid-19 in Salutica is through our own in house developed close
contact tracing system, otherwise known as FOBO Trace. This has allowed us to identify close contacts in a timely
manner with objective data.
One of the major impacts of Covid-19 is on the timeline for product development. As we develop products for customers
from ground up, it requires constant work with our customers, partners, and suppliers. However, with the restriction of
travelling and business operation, this has impeded the rate in which the development can proceed. As such, it is a time
where a lot more effort is needed to achieve what is ordinarily expected in a world before this pandemic.
Despite the MCO and disruption caused by the Covid-19 pandemic, many in Salutica has risen to the occasion to
ensure the continuity of operations and the development of new product launches slated for our next fiscal year. This
has certainly shown the resilience of the Group in dealing with new challenges and at the same time not backing down
but moving forward with our plans on hand.
A review of FYE2021 although bringing mixed results has allowed for the Group to improve its capability to deliver
more innovative products soon. Despite the challenging environment, the Group was able to launch new products in
FYE2021.
The Group has also added additional capacity with an addition of a dual lane SMT Line. This brings us to a total of 6 SMT
Lines to cater for our product line up in the next fiscal year. At the same time, many areas of focus have improvement
projects in place that not only improve the manufacturing process but also having an upgraded internal traceability
system which will prepare the Group for certification under ISO13485 for medical devices in the next fiscal year.
These are some of the major improvements which are critical for the Group’s continue growth to produce innovative
products. At the same time, all this will be balanced with prudence and overall cost maintenance of the current business
to build further resilience of the business in face of today’s challenges.
Ceo’s Message
(Cont’d)
OPERATIONAL REVIEW CONCLUSION
The operational review is presented under the In spite of the extreme challenges for this fiscal year, I
Management Discussion and Analysis (“MDNA”) section believe that the Group’s resilience and ability to adapt will
of the Annual Report. continue to bring us forward in meeting our goals and
strategies. Rest assure that as our valued shareholders,
you shall have my dedication with my team at Salutica to
BUSINESS FORWARD bring the growth and value creation for the coming years.
As such, I am always grateful for the support by our
With the diversification of product application in TWS customers, employees, shareholders, investors, suppliers
headset into sport, hearable, and gaming, it will provide and stakeholder alike who have continued to be with us
additional model line up to the Group’s product roadmap. in this journey.
Also, the additional complexity in these products allows
the Group to provide additional value to our customer
as well as creating a higher barrier of entry for our
competitors.
Joshua Lim Phan Yih
TWS has grown more than just allowing people to listen to Managing Director / Chief Executive Officer
music and to take a phone call, it can now truly improve
lives such as with hearables and provide a higher level of
entertainment for serious gamers. At the same time, the
quality and robustness of our products can withstand the
needs that active lifestyle users demand from their sports
TWS.
At the same time, we see an expansion of our customer

base for TWS products which I believe will provide a
strong impact to our product line up moving forward
whilst Salutica continues to build a niche in specific
applications of its TWS products. This is where we can
capitalize on the effort which we have made with our
technology partners to be able to deliver more variants
of our products.
In addition, the Group will continue its focus on its home

grown FOBO brand as it was through our own platform
that we were able to develop a close contact tracing
system within months. By continuing to build on our
own BLE platforms, we will be able to spawn products
to extend from TPMS and trackers into new sensor
application for home as well as commercial use.
Furthermore, once we are successful in obtaining

certification for medical devices, it will open a door of new
opportunities for the Group to venture into a new market.
This will diversify the Group’s product line up for the future
to create a stronger and sustainable business.
Together with the Group’s constant strive on cost, quality

and delivery, this will become a stronger foundation for the
Group’s long-term growth, sustainability and profitability
which I hope to share with all our stakeholders.
MANAGEMENT DISCUSSION
AND ANALYSIS (MDNA)
The information in the MDNA should be read in conjunction with the audited financial statements of the Group for
FYE2021 as set out in the Reports and Statutory Financial Statements on page 57 of the Annual Report.
OVERVIEW OF GROUP’S BUSINESS AND OPERATIONS
Salutica Berhad was listed on the ACE Market of Bursa Malaysia Securities Berhad on 18 May 2016 before being
transferred to the Main Market on 24 March 2017. The Group through its subsidiary in Ipoh, Salutica Allied Solutions
Sdn. Bhd. (“Salutica Allied”) which commenced its operations in 1990, to carry out full product development lifecycle,
from product design, product development, product testing/prototyping, product commissioning to manufacturing and
assembly as well as sales and marketing.
The uncertainties arising from the Covid-19 pandemic on the global economy remains a challenge for the Group in its
performance. The Group had a Covid-19 outbreak in November 2020 which had affected several of its production
floors. We had to immediately closed the affected production areas for deep cleaning and sanitization and affected
production workers have been quarantined accordingly. During this quarantine period, the Group’s idle production
costs amounted to approximately RM2.9 million and this cost was charged out to FYE2021.
During the re-implementation of the MCO in 2nd quarter of 2021, the Group had received approval from the MITI on 7
June 2021 to operate at 60% capacity, with strict adherence to workplace and production floor SOPs. Subsequent to
the announcement of the National Recovery Plan (“NRP”) which commenced on 29 June 2021, the Group obtained
approval from the MITI to operate at 80% capacity.
The Group is proactively monitoring the situation and take necessary steps to mitigate the impact of the pandemic on
our operation and product development milestones. As at September 2021, the Group resumed operation in full when
80% of its workforce has received two (2) doses of the Covid-19 vaccination under the Program Immunisasi Industri
Covid-19 Kerjasama Awam Swasta (PIKAS).
Product diversification is important for the Group to always stay one step ahead of competitors. Since 2018, the
Group has been transforming itself into making hearables products. The consumer electronics industry is a market that
continues to grow year on year and consumers are demanding for better performing products from the last. Ever since
the popularization of TWS in recent years, the TWS market is evolving into a unique application of its products to serve
more than just phone calls or audio listening.
TWS catered for sport continues to demand product that are robust and sweat resistant for users with active lifestyles
indoors or outdoors and keeping healthy is one of the key to stay safe in the current COVID-19 pandemic.
Therefore, in August 2021, the Group has embarked on a private placement exercise to raise funds to expand its
product range. The Group has successfully completed a private placement exercise on 18 August 2021 to expand the
Group’s product range with the placement of 38,500,000 new ordinary shares at a fixed price of RM0.56 per Placement
share raising gross proceeds of RM21.56 million.
In FYE2021, Bluetooth headsets revenue has been overtaken by computer peripherals which has a lower product
margin. FOBO, our home-grown brand, especially FOBO Bike generated good market reviews and contributed to the
overall FOBO revenue for FYE2021. The R&D team continues to incorporate innovative design and user-friendly apps
to FOBO to ease user’s interface and make for a great user experience. The FOBO sensors now came in smaller size
compared to its predecessors to cater to the market’s demand for small-size products without sacrificing functionality.
Management Discussion And Analysis (MDNA)

(Cont’d)
Financial Performance Review
Revenue
The Group operates in Malaysia under one operating segment – Consumer Electronics. Operating segment information
has therefore not been prepared as the Group’s revenue and operating profit before taxation are mainly confined to this
operating segment.
In presenting information on the operating segment, an analysis of the revenue by geographical regions is shown below
where revenue is based on geographical markets where the goods are delivered rather than the origin of the customer.
Countries FYE2021 % FYE2020 % Increase/ %

(RM’000) (RM’000) (Decrease)
(RM’000)
America 189,089 84.8 120,579 74.9 68,510 56.8
Europe 19,283 8.6 18,091 11.2 1,192 6.6
Asia (excluding Malaysia) 5,919 2.7 18,582 11.6 (12,663) (68.1)
Australia (including New Zealand 4,980 2.2 2,431 1.5 2,549 104.8
and Oceania)
Malaysia 3,718 1.7 1,301 0.8 2,417 185.8
Africa (including Middle East) 7 ^ 6 ^ 1 16.7
TOTAL 222,996 100 160,990 100 62,006 38.5
^ negligible
For FYE2021, the Group recorded total revenue of approximately RM223.0 million compared to approximately RM161.0
million in the preceding year, an increase of RM62.0 million or 38.5%.
Other than United States of America which contributed approximately 99% of the revenue derive from North America,
the other countries that contributed to significant portion of revenue of the Group are Netherlands and Australia, where
their revenue made up of approximately 70% and 100% of the respective sales of Europe and Australia (including New
Zealand, Oceania) regions.
Loss before Tax (“LBT”)
FYE2021 FYE2020 Increase

LBT (RM’000) 12,607 10,599 2,008
% over revenue 5.6 6.6 18.9
The Group posted LBT of approximately RM12.6 million for FYE2021 compared to LBT of approximately RM10.6
million for FYE2020. The loss, amongst others, was mainly attributed to the following:
• The change in demand cycles and pause in economic activities globally due to the Covid-19 pandemic have
affected development phases and product launches;
• Change in sales mix with lower margin product contributing more to the revenue for FYE 2021 compared to
FYE2020;
• The Group received MITI’s approval to operate at 60% capacity before increasing to 80% in line with the government
announcement of the re-implementation of the MCO lockdown in June 2021. During this MCO period, the Group’s
idle production costs amounted to approximately RM2.9 million; and
• Compliance costs for working during MCO period as per Ministry of Health (“MOH”) SOPs guidelines such as
factory sanitisation, social distancing setup, and provision of face masks to all employees.

(Cont’d)
Financial Performance Review (Cont’d)
Loss after Tax (“LAT”)
FYE2021 FYE2020 Increase

LAT (RM’000) 9,724 8,060 1,664
% over revenue 4.4 5.0 20.6
In tandem with the LBT, the Group recorded LAT of approximately RM9.7 million for FYE2021 compared to FYE2020
LAT of approximately RM8.1 million.
Liquidity system and automatic inspection equipment amounted

to approximately RM7.9 million. As at 30 June 2021,
The Group’s trade and other receivables as at 30 June the hire purchase creditors balance was approximately
2021 stood at RM40.1 million compared to FYE2020 RM6.7 million.
of RM22.4 million, an increase of RM17.7 million or
79.0%. The increase was mainly due to higher sales in As at 30 June 2021, the Group’s deposits, cash and
quarter four of FYE2021 compared to the same quarter bank balances amounted to RM16.8 million which also
in the preceding FYE2020. There are no material trade includes short term investments in respect of placements
receivables that are impaired during the financial year in Islamic money market instruments.
under review. All of the debts due have been collected
subsequent to the financial year end. Other key financial indicators are listed on the “Financial
Highlights” of the Annual Report.
The Group’s trade and other payables as at 30 June
2021 stood at RM47.2 million compared to FYE2020 of Capital Expenditure
RM44.7 million, an increase of RM2.5 million or 5.6%. The
increase was mainly due to the higher trade purchases During the current financial year, the addition to the
to cater for higher orders and new product launch in the Group’s property, plant & equipment (“PPE”) was RM12.5
coming months. The new TWS products have higher bills million and the closing carrying amount of the Group’s
of materials (“BOM”). These was also the reason for the PPE for the FYE2021 was RM52.3 million. The major
high inventories as at 30 June 2021 of RM66.5 million capital spending in FYE2021 comprising, amongst
compared to RM57.9 million as at 30 June 2020. others, surface mount modular placement, UV laser
cut machine, moulding machines, computer numerical
During FYE2021, the Group had obtained short term loan control (“CNC”) machine, testing/reliability equipment and
revolving credits for its working capital needs amounted computers hardwares/software’s purchases. The Group
to RM10.0 million and the utilisation as at 30 June will continue to invest in capital expenditure to improve
2021 amounted to RM4.0 million. Capital expenditure production efficiencies and new technology requirements
financing was on moulding machines, reliability test in new products.
Potential Risks and Mitigating Factors
FYE2021 was a tough year for the Group – with the re-implementation of full MCO (“FMCO”) in June 2021 and having
experienced temporary production halt due to outbreak of Covid-19 at production floors. While the Group quickly
obtained MITI approval to operate during the FMCO period, it still imposed challenges in orders fulfilment and new
product launches.
The National Covid-19 Immunisation Programme (“PICK”) which was launched in February 2021 is a national vaccination
campaign to curb the spread of Covid-19 and to achieve herd immunity. Nonetheless, the resumption of business
activities is expected to be gradual and cautious to avoid sudden spike in Covid-19 cases that will have a devastating
impact on the economy.
Risk relating to our industry:
Our in-house R&D team supports our business activities where our engineers collaborate with our customers to
conceptualise, refine and complete the product design; which includes mechanical, hardware and firmware designs.
Product conceptualisation/idea generation involves defining and understanding the product’s purpose and function.
When developing concepts for a new product, this product must meet various requirements in terms of potential
market demand and the availability of raw materials and technology. The product blueprint developed in this stage may
be subject to further design changes during the function/technical development stage based on materials to be used
and/or processes to be applied.

(Cont’d)
Financial Performance Review (Cont’d)
Potential Risks and Mitigating Factors (Cont’d)
Risk relating to our industry: (Cont’d)
For the past three years, the Group has been transitioning from corded wireless headsets towards TWS as part of the
product diversification strategy. The production of TWS, a range of wireless earphones utilising latest technologies,
with unique applications in sport, hearables, gaming and custom fit, which would serve as an extension to the Group’s
existing range of Bluetooth products and capabilities offered. The Group is presently in advanced stages of preparation
for mass production of TWS for sport and hearables, and in advanced stages of development of TWS for gaming and
custom fit.
Despite the slowdown in market expansion caused by the Covid-19 pandemic, there are still strong demand for
connectivity among people through electronic gadgets and devices especially when lockdowns happened and social
interactions are restricted. Market growth continues to shift towards peripheral devices such as hearables in line with
the current consumer demand where people spend more time at home.
As we have more than ten years of experience in the manufacture of consumer electronic products and with the
support and collaboration with our European design partner, we are confident that the new TWS which has a wider
application such as hearing assist and gaming will transform our business growth for the future.
Nonetheless, the Group will remain cautious amid the Covid-19 pandemic and will further enhance the Group’s
core competencies by improving manufacturing efficiencies and controlling costs. We will continue to build on our
relationship with our main customer as the preferred partner and at the same time focus on customer and product
diversification to further mitigate the industry risk.
Risks relating to our business and operations:
The challenges and uncertainties arising from the Covid-19 pandemic on the global economy remains a challenge for
the Group in its performance. We will continue to monitor the current situation and take necessary steps to mitigate
the impact of the pandemic on operation and product development milestones.
The Group remains resilient in its focus for prudent cost management. However, expenses were necessary for the
product development in preparation for new product models to be launched in the current year and beyond. Due to
the Covid-19 outbreak, the Group had also incurred expenses to adhere to the Health Ministry SOPs to safeguard the
wellbeing of its employees and to ensure minimum disruption to its production output.
World-wide shortage of component materials such as electronic chips have caused further challenge to our supply
chain team. This was further aggravated by the disruption to logistic flows where vessels are delayed due to ports
lockdown in certain countries. Difficulties have been increased in matching supply and demand. The component
materials shortage coupled with the logistic constraint resulted in higher manufacturing costs and longer delivery time
to our customers. Raw material procurement involves planning, purchasing and expediting delivery of components and
materials used in our manufacturing processes. Therefore, we employ various inventory management techniques such
as just-in-time and ship-to-stock programmes. We have developed direct relationships with our suppliers to ensure that
we receive our supplies regularly, on time and of the required quality. Further, we carry out audits on the components
and materials purchased from our suppliers to ensure conformance to quality standards. All these have affected the
Group’s margin and partly resulted in loss for FYE2021.

(Cont’d)
Forward-looking statement
The Group’s future growth and success would depend on

our ability to keep abreast with the latest technology to
develop new products and services to meet the needs of
our customers. We will continue to manage the business
with diligence and remain focus on cost management
while ensuring timely product development activities to
meet customers’ mass production timeline.
The Group will continue to tread cautiously in the new

FYE2022 amid the expectation of a global recovery from
the Covid-19 pandemic due to more people are getting
vaccinated globally. We will continue to improve our core
competencies and focus on timely realisation of new
products.
The Board will continue to enforce prudent measures to

tide through these challenging times and emerge stronger
and ready for new opportunities when it arrives.
Dividend Payment Policy
The Group have a dividend payment policy of not less

than 30% of the Group’s annual net profit attributable to
shareholders but actual dividend payment may be varied
depending on the Group’s financial performance and
cash flow and may be waived if the payment of dividends
would adversely affect our cash flow and operations.
The Board has received approval from the shareholders

in the Eighth Annual General Meeting (“AGM”) in
November 2020 to establish a dividend reinvestment
plan (“DRP”). This will provide flexibility to shareholders
with an opportunity to enhance and maximise the value
of their shareholdings in the Company by using the cash
dividends received to invest in new shares that may be
issued at a discount to the prevailing market price.
SUSTAINABILITY
STATEMENT
The Board is committed to its role in delivering long term economic growth in a sustainable and responsible manner.
In this regard, the Board is pleased to present the Sustainability Statement (“Statement”) which was prepared in
pursuant to Appendix 9C Part A (29) Practice Note 9 of the Main Market Listing Requirements (“MMLR”) and guided by
Sustainability Reporting Guide and Toolkits issued by Bursa Securities Malaysia Berhad.
Therefore, the Group aims to maintain a sustainable business to continue its contribution to Malaysia’s economic
development. To achieve the sustainable development economically, the Group endeavours to carry out its activities in
a sustainable manner and promote responsible and ethical practices.
Through Sustainability Statement, we provide our stakeholders a better understanding on our approaches to create a
sustainable long term values to our stakeholders. The Board is cognizant of the fact that expectations from stakeholders
are changing with them placing increasing importance on the wider impact companies have on people and planet.
The Group has established a Sustainability Policy (“Policy”) and a committee has been established since 1 January
2018 to carry out the objectives of the Policy.
This Statement covers the sustainability activities for the FYE2021, unless otherwise stated.
The Board oversees the Group’s sustainability efforts and is assisted by the Sustainability Chairman and sustainability
management committee who are responsible for the formulation and implementation of the Group’s sustainability
activities.
Sustainability Sustainability
Board of Directors Chairman Management
Committee
• ensure sustainability • headed by CEO • headed by Senior

integrated into the • oversees the formulation Management
responsible for and champion the • responsible for
implementation of sustainability activities implementation of
sustainability activities sustainability activities into
into day to day operations day to day operations
Company’s
objectives and goals
The sustainability framework of this Policy is to develop, identify, evaluate and manage the Group’s Economic,
Environmental and Social (“EES”) risks and opportunities in order to generate long term benefits and business continuity.
Managing Sustainability
The Board is committed to be accountable and transparent in its sustainability effort and incorporate environmental,
social and governance factors in its business objectives and strategies. This will ensure that the Group, in its pursuit
of profitability, is also driven to doing it ethically right, and develop a positive impact to the environment and the
communities at large.
The Group is continuously enhancing the transparency on disclosure of material matters relating to EES aspects.
Sustainability Statement
(Cont’d)
Materiality Assessment
Our materiality assessment entails a process of identifying and prioritising key sustainability issues. This will enable the
Group to review material matters that are most relevant to the Group and its stakeholders.
Sustainability is considered material if it has significant economic, environmental and social impact on the Group.
We have categorised our Group’s key sustainable matters into three main areas as follows:
Economic Environment Social
Business Green Initiatives Health & Safety

Performance &
Growth
Business Waste Human Capital

Integrity & Management Development
Governance
Suply Chain Community

Management
The following are the results of the review of the sustainability matters taking into consideration the importance of the
matters to the stakeholders and the strategic relevance of these matters to the Group:
Human Rights
Labour Practices
STATEGIC RELEVANCE TO BUSINESS
Occupational Health & Safety

Anti-Corruption & Bribery
Supply Chain (Environment)

Product Responsibility
Compliance (Environment)
Purchasing Practices
Supply Chain(Social)
Compliance (Social)
Diversity
Anti-Competitive Behavior
Community Investment
IMPORTANCE TO STAKEHOLDERS
(Cont’d)
Materiality Assessment (CONT’d)
Economic
The Group is principally involved in the product design and development, and manufacturing of mobile communication
products, wireless electronics and lifestyle devices.
To be sustainable, the Group have to be prudent in managing its spending and investments. The Board ensures that
principles and core concepts of environmental sustainability are a key factor in every aspect of our operations and
implementations including our products throughout its life cycle; from design, procurement, production, distribution,
product use through end-of-life, thus optimizing use of natural resources.
The Group is committed to conduct all its businesses in a fair and ethical manner. We abide by our Code of Ethics and
Conduct in our dealings with our business partners. Furthermore, the Group through the establishment of the Anti-
Corruption and Bribery Policy is committed to conduct its business with integrity.
(i) Customers
To ensure timely delivery of our products to customers, the Group regularly conducts manufacturing planning
and scheduling which includes involvement of procurement and inventory planning department. Manufacturing
and logistics arrangements are regularly updated to the customers to ensure customers’ expectations are well
managed. Products are manufactured “right the first time, all the time” to reduce wastages.
(ii) Suppliers
All new suppliers are evaluated and assessed on their capability and integrity before they are registered as approved
vendors in our purchasing system. This assessment is important to ensure ethical procurement practices are
followed through the supply chain. Whenever possible, we seek to source locally to improve speed and delivery.
This would help in reducing carbon footprint because of less handling and lower fuel consumption due to shorter
distance compared to overseas.
Raw materials and parts supplied are in accordance with the Group’s materials requirements to avoid unnecessary
wastage and scraps. The raw materials are in compliance with Restriction of Hazardous Substances (“ROHS”),
Registration, Evaluation, Authorisation and Restriction of Chemicals (“REACH”) and halogen-free, amongst others,
wherever applicable.
(iii) Quality
The Group’s Quality Control (“QC”) department is responsible for quality checks on incoming raw materials quality
inspection and finished products quality inspections for each shipment before they are cleared for shipment
to customers. The QC department is guided by a set of stringent criteria on product quality besides ensuring
customers’ technical/quality specifications are met. The Group demonstrates continuous commitments towards
quality control and quality management system.
Environment
We support global initiatives in reducing carbon footprint through our own sustainable business operations and
practices. We are focusing on reducing packaging waste, water usage and energy consumption. Our design team
will minimise the amount of material used on the packaging during design stage so that overall spending on packaging
materials can be reduced.
Among the approaches that the Group had embarked on to drive towards a clean and sustainable energy for a better
future are as follows:
(i) Solar energy. The Group had installed solar photovoltaic (“PV”) panels on the factory rooftops to harvest solar
energy to power the factory electricity needs since August 2019. The increase in electricity tariff hike is a concern
as it translates to an increased in factory operating costs. Based on the data captured for FYE2021, the solar
usage have helped to reduce approximately 650.5 tonne carbon dioxide and equivalent tree planting of 35,557
trees.
(ii) Efficient use of energy. The Group has installed LED lightings at production floor and office areas. Besides, we
also encourage “TURN OFF power” practices for all lightings, air-conditioning, computers and other equipment
during lunch time or when they are not at their workplace, during weekends and also during long festive seasons
to save energy.
(Cont’d)
Environment (Cont’d)
(iii) The implementation of ongoing product wastage elimination by process engineering to optimise materials usage,
ie, automate processes wherever applicable. Our scheduled waste such as chemical waste and paint sludge are
collected by licenced scheduled waste collector.
(iv) The practice of 3Rs (Reduce, Recycle & Reuse) at the workplace. Employees are encouraged to go “paper-less”
and used electronic media whenever possible. Printouts are done double-sided or done on re-cycled papers, if
possible.
(v) We complied with the relevant occupational health, safety and environment requirements as follows:
• ISO45001:2018 which specifies requirements for an organisation to develop and implement occupational
health and safety management system;
• ISO14001:2015 which specifies requirements for an organisation to develop and implement an environmental
management system; and
• ISO 9001:2015 which specifies requirements for an organisation to develop and implement a quality
management system.
Social
A sustainable business should have the support and approval from its employees, other stakeholders and the community
it operates in. The Group has its Code of Conduct and Ethics which focus on the principles of integrity, responsibility
sincerity and corporate social responsibility. This policy reflects the Group’s stance in promoting, amongst others, good
labour practice, respect for human rights and conservation of environmental resources. This Code also sets out the
prohibited activities or misconduct involving gifts, bribes and corruption.
The Group complies with the Responsible Business Alliance (“RBA) which establishes standards to ensure that
working conditions in the electronic industries in which electronics is a key component and its supply chain are safe,
that workers are treated with respect and dignity, and that business operations are environmentally responsible and
conducted ethically.
The Group aims to create a healthy and diverse workforce through diversity and inclusion efforts and enhance
employees engagement at workplace to ensure staff stays loyal and grow with the Group. In pursuing this objective,
we provide, amongst others, the following:
(i) Since the outbreak of Covid-19 early last year, the Group has abide by the SOPs issued by the Ministry of Health
to ensure a safe and healthy environment for its workers. Production floors and office areas were re-layout to
comply with social distancing rule, wearing of face mask and perform regular sanitisation cleaning work. All these
measures are important to ensure the safety of our employees.
(ii) Our Group complies with all applicable legal and other requirements and strives to continuously improve our Labour
and Ethics management system to be in compliance with applicable standards and regulations. We also have
Employees’ Helpdesk, Employee Suggestion Scheme (“ESS”), Whistleblowing policy and a Collective Agreement
with the workers(in-house union) to ensure that the workers have an avenue to voice their concern and provide
suggestions to further improve their working conditions.
(iii) We focus on developing employees skills and competency and are committed to ensure that each person
involved in their respective work areas has a meaningful opportunity to contribute to the success of our Group.
The training section of the Human Resources department prepares Training Needs Analysis (“TNA”) yearly to
assess and identify the needs of the employees. We contributes monthly to the Human Resources Development
Fund (“HRDF”) and utilises it for employees’ training.
(iv) For the community that we operates in, we collaborate with local universities and institutions via sponsorships
and participation in implementing academic hybrid programme in the academic syllabus so as to match with the
industry needs and growth.
(v) Anti-Corruption and Bribery Policy that inculcate sustainable behaviour and helps to regulate ethical behaviour
among employees and also business partners. The Group has a ZERO TOLERANCE on Corruption and Bribery
with all our business partners.
(Cont’d)
Social (Cont’d)
Whistleblowing is a mechanism established by the Group to receive feedback internally or externally to escalate
any concerns regarding ethical issues or engaging in non-environmental friendly practices or activities, in a safe and
confidential manner.
Continuous engagement with our stakeholders
Building an open and transparent relationship with our Group’s stakeholders are important in ensuring sustainability in
the long run. The Board recognises the importance of sustainability across all functions of the Group and will continue
to be a socially responsible corporate citizen. To cultivate continuous engagement with our stakeholders, we have
established the following platform:-
Stakeholders Group Stakeholder’s Concern Engagement platform

Employees • Career development • Ad-hoc CEO communication sessions
• Salary & benefit scheme • Annual Performance appraisals
• Health, safety & environment • Company events such as annual dinners,
and off-site team building
• Job security
Investors/Shareholders • Financial performance • Continuously engaging in Investors/Analyst
briefings
• Ethical and responsible
Management team • Annual reports & Annual General Meetings
• Corporate governance • Continuous update on Company website
Customers • Customer’s satisfaction • Continuously engage in Customer feedback
• Product Quality • Regular Meetings
• Pricing
• On-time delivery
• Innovation
Suppliers • Supply chain management • Annual Supplier evaluation form
• Compliance with applicable • Annual Supplier Declaration form
standards on hazardous
substances • Ad-hoc Meetings or when required
• Competitive pricing
Regulators and • Compliance with law and • Annual Verification and compliance audit
government bodies legislation
• Meetings/visits
• Audit matters
• Quarterly announcements
• Climate change
• Regulatory disclosures per Listing
• Compliance with Main market Requirement
Listing Requirements
Local community • Community development • Ad-hoc Community programmes
projects
• Continuous update on Company website
• Social & environmental issues
• Annual report
Company
Highlights 2021
FOBO TRACE – SOFT LAUNCH
Media Briefing for Staff

Contact Tracing Using Own
Technology
26 February 2021 @ Salutica
Allied Solutions Sdn Bhd
COMPANY ACTIVITIES
Project Improvement Team 2021

Six Sigma
Lean Manufacturing
Company Highlights 2021

(Cont’d)
CORPORATE SOCIAL
RESPONSIBILITIES
1. Hazard Identification, Risk

Assessment and Risk Control
Training (HIRARC)
14 – 15 July 2020
Conducted by external training
provider
2. Hearing Conservation Training

22 July 2020
Conducted by external training provider
3. Health Screening
15 January 2021 @ Salutica
Allied Solutions Sdn Bhd

(Cont’d)
CORPORATE SOCIAL
RESPONSIBILITIES (cont’d)
4. Program Imunisasi Industri COVID-19 Kerjasama Awam Swasta (PIKAS)

July 2021 – September 2021 @ Casuarina Convention Centre, Meru
5. COVID – 19 Test for employees

@ Salutica Allied Solutions Sdn Bhd

(Cont’d)
FACTORY SANITISATION

(Cont’d)
DISINFECTION PROCESSES
HAND SANITIZER
SPRAY SANITIZER

(Cont’d)
CERTIFICATION
1. Upgraded from OHSAS18001 to ISO45001 : 2018
2. U.S. Food and Drug Administration (“FDA”) Certificate (FDA Certificate of Registration)

(Cont’d)
FOBO WEBSITE ACTIVITIES
Website Review
Ultimate Motorcycling
https://ultimatemotorcycling.com
FOBO Bike 2 Review: Motorcycle Tire
Pressure Monitoring System
Product review : Fobo Bike 2 TPMS
21 July 2020
MAGAZINE REVIEW
1. Magazine : DESMOTO, Ducati

Owners Club of Victoria
Product review : Fobo Bike 2
TPMS
November 2020
2. Magazine : FLYER, flyer.co.uk

Fobo Bike 2 TPMS use on small
aircraft in Top Gear
March 2021
Corporate Governance
Overview Statement
The Board of Salutica Berhad (“Salutica” or the “Company”) is pleased to provide an overview of the Group’s corporate
governance best practises, as guided by the new Malaysian Code on Corporate Governance (“MCCG”).
The Statement below sets out how the Group has applied the Principles and the extent to which it has complied with
the Recommendations of the MCCG during the FYE2021 as set out in the Code below:
Principle A: Board Leadership and Effectiveness

Principle B: Effective Audit and Risk Management
Principle C: Integrity in Corporate Reporting and Meaningful Relationship with stakeholders
The Group’s Corporate Governance Report (“CG Report”) base on the prescribed format is available on the Company’s
website www.salutica.com as well as on the website of Bursa Securities.
PRINCIPLE A: BOARD LEADERSHIP AND EFFECTIVENESS
PART 1 BOARD RESPONSIBILITIES
1.1 Board’s Roles and Responsibilities
The Company had complied with the requirement of the Paragraph 15.02 of the MMLR of Bursa Securities to
have at least two (2) Directors or one third (1/3) of its Board members, whichever is higher, to be Independent
Directors. The Board currently has seven (7) members, comprising three (3) Independent Non-Executive Directors,
three (3) Executive Directors and one (1) Alternate Director. Joel Lim Phan Hong was appointed as an alternate
director to James Lim on 3 March 2020.
The role of the Chairman is held by Chia Chee Hoong, who is an Independent Non-Executive Director. The Board
composition complies with the Main Market Listing Requirements (“MMLR”) of Bursa Malaysia Securities Berhad
to have at least one third (1/3) of the Board consisting of Independent Directors.
The Board has established Nomination and Remuneration Committee (“NRC”) and the Audit and Risk Management
Committee (“ARMC) to enhance the efficiency of the Board Committees in discharging its duties and responsibilities.
The primary functions of these NRC and ARMC are to assist the Board in overseeing the affairs of the Group and
they have been entrusted with specific responsibilities and authority. The combination of diverse professionals
with varied background, experience and expertise in finance and corporate affairs have also enables the Board
to discharge its responsibilities effectively and efficiently.
The Independent Non-Executive Directors are persons of high credibility and integrity who provides professional
and independent views, expertise and judgement in discharging their duties and responsibilities.
The Managing Director / Chief Executive Officer is responsible for representing the views of the management of
the Company. During the meetings, active discussion and deliberations were made to ensure that the intended
outcome serves the best interest of the Group.
As provided for in the Principles of the MCCG and also in the Board Charter, the Board recognises the key role
it plays in charting the strategic direction of the Group. The Board governance role has the following principal
responsibilities in discharging its fiduciary and leadership functions:
• To review and approve business strategies, plans and significant policies and ensure that the Group‘s goals
are clearly established, and to monitor implementation and performance of the strategy, policies, plans,
legal and fiduciary obligations that affect the business by adopting performance appraisal measures;
• To ensure a competent management team by establishing clear policies and objectives for strengthening
the performance of the Group with a view to proactively build the business through innovation, initiative,
technology, new products and the development of its business capital;
• To evaluate whether the business is being properly managed and to ensure that the solvency of the Group
and the ability of the Group to meet its contractual obligations and to safeguard the Group’s assets;
Corporate Governance Overview Statement

(Cont’d)
PRINCIPLE A: BOARD LEADERSHIP AND EFFECTIVENESS (CONT’D)
PART 1 BOARD RESPONSIBILITIES (CONT’d)
1.1 Board’s Roles and Responsibilities (Cont’d)
• To ensure the adequacy of the Group’s business risk management processes, including internal control
systems and management information systems, systems for compliance with applicable laws, regulations,
rules, directives and guidelines and controls in areas of significant financial and business risks. The Board
has established the Anti-Corruption and Bribery Policy to emphasize its stand on ZERO-TOLERANCE on
corruption and bribery;
• To establish various Board Committees and ensure their effectiveness to address specific issues, by
considering recommendations of the various board committees and acting on their reports;
• To ensure that the financial statements of the Group and the Company are fairly stated and conform with
the relevant regulations including acceptable accounting policies that result in balanced and understandable
financial statements;
• To ensure appropriate succession plan for members of the Board and senior management;
• To establish appropriate ethical standards by ensuring that the Group adheres to high corporate behavior
standard at all times including transparency in the conduct of business. In this regard, our Directors are
required to comply with the Directors’ Code of Best Practice which amongst others includes the declaration
of any personal, professional or business interests, direct or indirect which may conflict with directors
responsibilities as a Board member and to refrain from voting on such transaction with the Group; and
• To ensure a full and transparent communication and investor relations policy are in place.
1.2 The Chairman
The Chairman, Chia Chee Hoong, is an Independent Non-Executive Director. He is primarily responsible for matters
pertaining to the Board and the overall conducts of the Group. The Chairman is committed to good corporate
governance practices and has been leading the Board towards achieving the Company’s strategic goals.
1.3 Clear functions of the Board and those delegated to Management
The Board is responsible for formulating the overall strategic directions and plans to deliver long term values to
stakeholders and to enhance shareholders’ value. These responsibilities include the Group’s overall strategy,
acquisition and divestment policies, capital expenditure, annual budget, review of financial and operational
performance, and internal controls as well as investment and risk management processes.
The Board has to ensure a balance of authority so that no single individual has unfettered authority. The roles and
responsibilities of the Chairman and Managing Director are clearly segregated to further enhance and preserve
the balance of authority, power and accountability. Each Director has a duty to act in the best interests of the
Group. The Directors, individually and collectively, are aware of their responsibilities to the shareholders and other
stakeholders for the manner in which the affairs of the Group are managed.
The Board does not actively manage but rather oversees the overall management of the Group which is delegated
to the Chief Executive Officer (“CEO”), Executive Directors and other management personnel of the Group. The
management supports the CEO and implements the running of the financial and general business operations of
the Group.

(Cont’d)
PART 1 BOARD RESPONSIBILITIES (CONT’d)
1.4 Code of Ethics & Conduct
The Board has formalised a Code of Ethics & Conduct that is incorporated in the Board Charter, which sets out
the standard of conduct expected of Directors, with the aim to cultivate good ethical conduct that permeates
throughout the Group through transparency, integrity, and accountability behaviour.
This Code is designed to enhance the standard of corporate governance and corporate behaviour with the intention
of achieving the following objectives:
• to establish a standard of ethical behaviour for directors based on acceptable beliefs and values. They are
to act with utmost good faith towards the Group in any transaction and to act honestly and responsibly in
the exercise of his powers in discharging his duties; and
• to uphold the spirit of professionalism, objectivity, transparency, and accountability in line with the legislation,
regulations and environmental and social responsibility guidelines governing the Group.
1.5 Board Charter
The Board has formalised a Board Charter that sets out the roles and responsibilities, operation and processes
of the Board, and is to ensure that all Board members acting on behalf of the Company are aware of their duties
and responsibilities as Board members.
Directors are required to disclose any conflict of interest situations or any material personal interest that they
may have in the affairs of the Group, as soon as they become aware of the interest and abstain themselves from
deliberations on that matter.
The Board reviews the Board Charter periodically and updates the Charter in accordance with the needs of the
Company and any new regulations that may have an impact to the discharge of the Board’s responsibilities to
ensure its effectiveness.
A copy of the Board Charter is available at the Company’s website, www.salutica.com.

1.6 Company Secretaries and Access to Information and Advice
The Board is supported by three (3) Company Secretaries – a Chartered Secretary, a Licensed Secretary and a
Chartered Accountant. All the Company Secretaries are qualified to act as company secretary under Section
235(2) of the Companies Act 2016.
The Board recognises that the decision making process is highly dependent on the quality of information furnished.
The Company Secretaries have attended all Board meetings as well as Committee meetings for FYE 2021.
The Company Secretaries play an important advisory role and is a source of information and advice to the Board
and its committees on issues relating to compliance with laws, rules, procedures and regulations affecting the
Group. The agenda, Board collaterals and minutes of previous meetings of the Board are circulated in advance
to the Board, before the meetings. The agenda for every meeting permits Board members to review the contents
of meetings and enable the Chairman to better and more efficiently conduct proceedings during Board meetings.
The Company Secretaries ensure that the deliberations and decisions at Board and its committee meetings are
well documented in the minutes, including matters where Directors abstained from voting or deliberation.

(Cont’d)
PART 2 STRENGTHEN THE COMPOSITION OF THE BOARD
2.1 Nomination and Remuneration Committee (“NRC”)
The NRC was established to assist the Board to identify suitable candidates for appointment as Directors, wherever
necessary, including developing the Company’s remuneration policy framework and determining the remuneration
package of its Directors and ensure that compensation is competitive and consistent with the Company’s business
strategy and long-term objectives.
The NRC reviewed the tenure of each director and annual re-election of a director are contingent upon satisfactory
outcome of the annual assessment and evaluation of board members.
2.2 Appointment to the Board
The NRC is responsible for identifying, evaluating and recommending suitable candidates to the Board, at any
given time. The NRC makes the recommendations following a careful consideration of the required mix of
skills, experience and diversity, as well as gender where appropriate. NRC is also responsible for assessing the
performance of the Directors on an on-going basis.

Apart from assisting the Board in carrying out annual reviews on the mix of skills and experience, contributions
and other qualities, including core competencies, which the Non-Executive Directors bring to the Board, the
NRC also carries out the process of evaluating the effectiveness of the Board as a whole, the performance and
contribution of the Chairman and other Directors, including Independent Non-Executive Directors, as well as the
Managing Director / Chief Executive Officer and identifies areas for improvement and change. The Company
Secretary has the responsibility of ensuring that relevant procedures relating to the appointment of new Directors
are properly executed. New Directors are required to undergo familiarisation programmes and briefings to get a
better understanding of the Group’s operations and the overall industry.
The remuneration packages are structured to ensure the Company attracts and retains the Directors needed
to run the Company successfully. The remuneration package of the Non-Executive Directors depends on their
contribution to the Company in terms of their knowledge and experience. The committee recommends to the
Board the policy framework of executive remuneration and its cost, and the remuneration package for each
Executive Director. It is, nevertheless, the ultimate responsibility of the entire Board to approve the remuneration
of these directors.
Nominations may come from a wide variety of sources, including current directors, senior employees of Salutica,
customers, shareholders, industry associations, recruiting firms and others.
The NRC consists of three (3) Independent Non-Executive Directors as follows:
Name Designation Directorship

Low Teng Lum Chairman Senior Independent Non-Executive Director
Chia Chee Hoong Member Independent Non-Executive Chairman
Leow Chan Khiang Member Independent Non-Executive Director
The Terms of Reference of the NRC is available for reference on the Company’s website at www.salutica.com.
As an integral element of the process of appointing new Directors, the NRC will assess candidates eligibility
amongst others, based on the following criteria:
• integrity of character and behaviour;

• skills, knowledge and experience;
• professionalism;
• board room diversity, ie, gender diversity; and
• candidate’s ability to discharge his fiduciary and leadership functions

(Cont’d)
PART 2 STRENGTHEN THE COMPOSITION OF THE BOARD (cont’d)
2.2 Appointment to the Board (Cont’d)
The NRC had convened one (1) meeting on 23 August 2021, attended by all of its members for the following
agenda:
• review the Directors retiring at the 9th AGM, Lim Chong Shyh and Leow Chan Khiang;
• review the remuneration of the Managing Director/Chief Executive Officer, Joshua Lim Phan Yih; and
• recommend to the Board the proposed Directors’ fees for the FYE2021.
Directors’ Remuneration
(a) Details of Directors’ remuneration as at FYE2021 are set out below and in notes to the financial statements.
Company
Salary and Benefits- Other

Directors’ Fee Bonus in-kind Emoluments Total
Remuneration RM’000 RM’000 RM’000 RM’000 (*) RM’000
Chia Chee Hoong 88 – – – 88
Low Teng Lum 55 – – – 55
Leow Chan Khiang 55 – – – 55
Joshua Lim Phan Yih 55 – – – 55
Lim Chong Shyh 55 – – – 55
Chan Shook Ling 55 – – – 55
363 – – – 363
Group
Salary and Benefits- Other

Directors’ Fee Bonus in-kind Emoluments Total
Remuneration RM’000 RM’000 RM’000 RM’000 RM’000
Chia Chee Hoong 88 – – – 88
Low Teng Lum 55 – – – 55
Leow Chan Khiang 55 – – – 55
Joshua Lim Phan Yih 187 900 16 13 1,116
Lim Chong Shyh 55 818 1 207 1,081
Chan Shook Ling 55 307 16 17 395
495 2,025 33 237 2,790
For FYE 2021, Joel Lim Phan Hong did not receive any director’s remuneration.
(b) The aggregate remuneration paid to key senior management including Executive Directors for the FYE2021
are as follows:
Range of Remuneration No of persons

RM100,001 to RM150,000 1
RM300,001 to RM350,000 1
RM350,001 to RM400,000 2
RM400,001 to RM450,000 1
RM1,050,001 to RM1,100,000 1
RM1,100,001 to RM1,150,000 1
The Board is of the view that it would not be in the best interest of the Group to disclose on a named basis
the senior management’s remuneration component because of industry competitiveness for skilful and
experienced senior management staff.

(Cont’d)
PART 2 STRENGTHEN THE COMPOSITION OF THE BOARD (cont’d)
2.3 Re-election of directors
Pursuant to Clause 76(3) of the Company’s Constitution (the “Constitution”) and Paragraph 7.26 of the MMLR,
all Directors are required to retire by rotation such that each Director will retire at least once every three (3) years
at the AGM. The Constitution also provide at least one third (1/3) of the Directors are subject to re-election by
rotation at each AGM and retiring directors can offer themselves for re-election.
Pursuant to Clause 78, new appointment is subject to retire in next AGM but shall then be eligible for re-election
but shall not be taken into account in determining the directors who are to retire by rotation at the AGM.
2.4 Gender Diversity
The Board does not have a formal policy on gender diversity due the size of the board composition but also
because the Board is of the view that Board membership should be determined based on a candidate’s character,
competency, skills, experience and other qualities regardless of gender.
Despite there being no formal policy, but in line with Practice Note 4.5 of MCGG, the Board has adopted the
practice to improve gender diversity on the Board. The Board is represented by one (1) female director.
PART 3 REINFORCE INDEPENDENCE OF THE BOARD
3.1 Annual Assessment of Independent Directors
The Board, through the NRC, conducted evaluation on the effectiveness of the Board, its Committees and assess
the independence of the Independent Directors annually. The criteria for assessing the independence of an
Independent Director include the relationship between the Independent Director and the Group and his involvement
in any significant transaction with the Group. Among the criteria considered for independency includes the ability
to exercise independent comments, judgment, and contribution constructively at all times to ensure that the Board
functions effectively. The relationship between the Independent Directors with any substantial shareholders, any
Executive Directors, any persons related to any Executive Director or major shareholder, business transactions
with the Group and their tenure of office will also be reviewed.
The evaluation process involves individual Director completing separate assessment in questionnaire format
regarding the processes of the Board and its Committees, their effectiveness and where improvements can be
considered. A scoring mechanism is used.
The NRC had performed the evaluation process for all of the Directors in June 2021. The NRC had reviewed
the independence of the Independent Directors and performance of the Executive Directors and is satisfied with
the independency and competency demonstrated. It is of the opinion that all the Independent Directors remain
objective in expressing their views and in participating in deliberations and decision making process of the Board
and its committees.
3.2 Tenure of Independent Directors
The Board has adopted a nine-year policy for Independent Non-Executive Directors. None of the current
independent Board members had served the Company for more than nine (9) years as per the recommendations
of the MCGG.
Should the tenure of an Independent Director exceed nine (9) years, shareholders’ approval will be sought at
an AGM for such Director to remain as an Independent Director or alternatively, the Director concerned will be
re-designated as a Non-Independent Director if his or her services are still required. Nevertheless, none of the
Independent Non-Executive Directors exceeded a cumulative term of nine (9) years with the Company.

(Cont’d)
PART 3 REINFORCE INDEPENDENCE OF THE BOARD (cont’d)
3.3 Roles of Independent Non-Executive Chairman, CEO and Executive Directors
The roles and responsibilities of the Chairman and the CEO are clearly segregated to further enhance and preserve
a balance of authority, power and accountability. The Chairman, Chia Chee Hoong is responsible for ensuring
Board effectiveness and conduct and the executive function of the management of the Group’s business; while the
CEO, Joshua Lim leads the management team in making and implementing day-to-day decisions and managing
the business operations.
The Chairman has the obligation to preside at various meetings, namely during the AGM and Board meetings in
order to address issues to be highlighted by and to members independently.
Although all the Directors have equal responsibilities for the Company’s operations, the role of the Independent
Non-Executive Directors is particularly important in providing professional and independent views, expertise and
judgement in exercising their duties and responsibilities taking into account the interests of the Company, the
shareholders, the employees and other stakeholders.
3.4 Board Balance
The Board comprises a mix of qualified and experienced Directors with diverse experience, background and
expertise. Currently, the Board consists of seven (7) members, as designated below:
Name Directorship
Chia Chee Hoong Independent Non-Executive Chairman
Low Teng Lum Senior Independent Non-Executive Director
Leow Chan Khiang Independent Non-Executive Director
Joshua Lim Phan Yih Managing Director / Chief Executive Officer
Lim Chong Shyh Senior Executive Director
Chan Shook Ling Executive Director
Joel Lim Phan Hong Alternate Director to Lim Chong Shyh
A brief profile of each Director is presented in this Annual Report.
PART 4 FOSTER COMMITMENT OF DIRECTORS
4.1 Board Meeting and Attendance
The Directors are aware of the time commitment expected from each of them to attend to Board and Committee
meetings and other type of meetings. They do not hold directorship in more than five (5) public listed companies.
During the FYE2021, the Board held five (5) meetings with the full attendance as follows:
Name of directors No. of meetings held Attendance

Chia Chee Hoong 5 5/5
Low Teng Lum 5 5/5
Leow Chan Khiang 5 5/5
Joshua Lim Phan Yih 5 5/5
Lim Chong Shyh 5 5/5
Chan Shook Ling 5 5/5
The Board is satisfied that the Directors are committed to attend meetings in order to discharge their duties and
responsibilities effectively and efficiently.

(Cont’d)
PART 4 FOSTER COMMITMENT OF DIRECTORS (cont’d)
4.2 Supply of Information
Each Director was provided with the agenda and a full set of the Board Papers prior to each Board Meeting with the
aim of enabling the Directors to make fully informed decision at the Board Meetings. All scheduled meetings held
during the year were preceded by notice of meetings issued by the Company Secretaries. Senior management are
invited to attend Board meetings, whenever necessary, to provide additional information on the relevant agenda
items tabled at Board meetings. The Directors may also engage independent professionals at the Company’s
expense on specialised issues to enable the Directors to discharge their duties with adequate knowledge on the
matters deliberated.
The Board recognises that the Company Secretaries are suitably qualified and capable of carrying out the duties
as required. All Directors have access to all information within the Company as well as the advices and services
of the Company Secretaries who are responsible for ensuring the Board’s meeting procedures are adhered to
and that applicable rules and regulations are complied with.
The proceedings and resolutions passed at each Board Meeting are recorded in the minutes of the meetings,
which are kept in the Minutes Book at the registered office. Besides Board meetings, the Board also exercises
control on matters that require Board approval through the circulation of Director’s written resolutions.
4.3 Directors’ Training
The Group acknowledges the importance of continuous training and learning to enable the Directors to stay in tune
with the state of the economy, technological advancements, legislation and regulations updates and corporate
strategies affecting the Group so as to effectively discharge their duties and responsibilities.
All the Directors have successfully completed their Mandatory Accreditation Programme (“MAP”) as required by
Bursa Securities.
During the FYE2021, all Directors have attended the following training programmes as summarised below:
Name of directors Seminar/Training Programmes attended Date

Chia Chee Hoong • Audit Committee Conference 2021: Agility, Empathy & 15 - 16 March 2021
Resilience by Malaysian Institute of Accountants (“MIA”)
and the Institute of Internal Auditors Malaysia (“IIA”)
Low Teng Lum • Investing in China’s Fast-Growing Technology Sector 18 February 2021
amid uncertainties by CGS-CIMB
• Powering the National Digital Economy by Star Media 30 - 31 March 2021
Group
• Star Wealth Summit 2021 by Star Media Group 10 - 11 June 2021
Leow Chan Khiang • KPMG Tax and Business Summit by KPMG 18 - 19 November 2020
• Guidelines on Conduct of Directors of Listed Companies 19 March 2021
& Their Subsidiaries by Tricor Hive Sdn.Bhd.
Joshua Lim Phan Yih • Audit Committee Conference 2021: Agility, Empathy & 15 - 16 March 2021
Resilience by MIA and IIA
Lim Chong Shyh • Audit Committee Conference 2021: Agility, Empathy & 15 - 16 March 2021
Chan Shook Ling • Innovative Intelligence for Modern World Leaders by MIA 28 - 29 September 2020
• Covid-19: Financial reporting on Going Concern, Risk 30 September 2020
and Viability by MIA
• Latest Tax Cases 2020 by Association of Chartered 21 October 2020
Certified Accountants (“ACCA”)
• Post Budget 2021 by ACCA 16 November 2020
• Audit Committee Conference 2021: Agility, Empathy & 15 - 16 March 2021

(Cont’d)
PRINCIPLE B: EFFECTIVE AUDIT AND RISK MANAGEMENT
PART 5 UPHOLD INTEGRITY IN FINANCIAL REPORTING BY THE COMPANY
5.1 Audit and Risk Management Committee
The terms of the Company’s Audit and Risk Management Committee (“ARMC”) and its activities during the financial
year are outlined under the ARMC Report in this Annual Report.
5.2 Compliance with Applicable Financial Reporting Standards
The Board is assisted by the ARMC to assess and oversee the Group’s financial performance and prospects at
the end of each reporting period and financial year, primarily through the quarterly announcement of the Group’s
results to Bursa Securities, the annual financial statements of the Group and the Company and review of the
Group’s operations in the Annual Report, where relevant.
In presenting the annual audited financial statements to the shareholders and the quarterly announcements of
results to Bursa Securities, the Board takes the responsibility to present a balanced and meaningful assessment
of the Group’s position and prospects, and to ensure that the financial statements are drawn up in accordance
with the provision of the Companies Act, 2016 and the applicable accounting standards in Malaysia. The ARMC
assists the Board in scrutinising information for disclosure to ensure accuracy, adequacy and completeness. The
Responsibility Statement by the Directors pursuant to the MMLR of Bursa Securities is set out in this Annual
Report.
In addition to the above, the Company also undertook an independent assessment of the internal control system
and the ARMC has been assured that no material issues or major deficiencies have been detected which pose
a high risk to the overall internal controls under review.
5.3 Assessment of Suitability and Independence of External Auditors
The Board through its ARMC continues to maintain a good and transparent relationship with the external auditors,
Messrs PricewaterhouseCoopers PLT (“PwC”). The ARMC has been explicitly accorded the power to communicate
directly with the external auditors without the presence of the Executive Directors. They are also invited to attend
the ARMC meetings to facilitate the exchange of view on issues requiring attention.
During the financial year under review, PwC have presented its Audit Plan Memorandum (the “Audit Plan”) for
FYE2021. The Audit Plan includes amongst others, an analysis of the areas of audit focus, proposed audit approach
and the audit and reporting timetable besides the updates on the developments in laws and regulations.
PwC had also presented their Audit Committee Report to the Board which includes summary of significant matters
identified during the audit of the Group. This includes significant auditing and accounting matters, internal control
recommendations, key audit matters and communication of other matters such as audit responsibilities and scope,
independence, fraud, development in laws and PwC’s views on the significant qualitative aspects of the Group’s
accounting practices.

(Cont’d)
PRINCIPLE B: EFFECTIVE AUDIT AND RISK MANAGEMENT (cont’d)
PART 6 RECOGNISE AND MANAGE RISKS OF THE COMPANY
The Board has in place a process of identifying, evaluating and managing significant risks encountered by the Group in
achieving its objectives and strategies. To achieve this, the Group has established an appropriate control environment
and framework as well as reviewing its adequacy and effectiveness. The internal control system is designed to meet
the Group’s needs in managing risks.
The following represent the key elements of the Company’s risk management and internal control structure:
a) setup a Risk Management Committee (“RMC”) comprising the Managing Director and senior management;
b) ARMC reviews the findings of the RMC and risk register of the Group. Key risks identified are scored on likelihood
of the risks occurring and the magnitude of its impact;
c) adopt clear and defined lines of responsibility and delegation of authority;
d) review and approve annual budget for the Group which sets out business prospects and opportunities;
e) review of the Group’s business performance by the Board quarterly, which also covers the assessment of the
impact of changes in business and competitive environment; and
f) adopt active participation and involvement by the Managing Director / CEO and senior management in major
business decisions.
The Board is committed towards improving the risk management to meet its corporate objectives with acceptable level
of risks which are aligned to the Groups’ risk appetite.
The feature of risk management and internal control framework to identify and manage the significant operational,
financial and market risks associated with the Group’s business are adequately disclosed in the ARMC report, Corporate
Governance Overview Statement and Statement on Risk Management and Internal Control (“SORMIC”) in this Annual
Report.
PRINCIPLE C: INTEGRITY IN CORPORATE REPORTING AND MEANINGFUL RELATIONSHIP

WITH STAKEHOLDERS
PART 7 ENSURE TIMELY AND HIGH QUALITY DISCLOSURE
7.1 Corporate Disclosure Policies
The Board recognises the importance of an effective communication channel between the Board, shareholders
and general public and be in compliance with the disclosure requirements in the MMLR. With this in mind, the
Board had established corporate disclosure policies and procedures to enable comprehensive, accurate and
timely disclosures relating to the Company and its subsidiary to be made to the regulators, shareholders and
stakeholders. Accordingly, the Board has formalised pertinent corporate disclosure policies not only to comply with
the disclosure requirements as stipulated in the MMLR, but also setting out the persons authorised and responsible
to approve and disclose material information to the regulators, the shareholders and other stakeholders.
The Board is mindful that information which is expected to be material must be announced immediately, and that
the confidential information should be handled properly to avoid leakage and improper use of such information.
This corporate disclosure policy is available at our website: www.salutica.com


(Cont’d)

WITH STAKEHOLDERS (cont’d)
PART 7 ENSURE TIMELY AND HIGH QUALITY DISCLOSURE (cont’d)
7.2 Leverage on Information Technology for Effective Dissemination of Information
In line with the corporate disclosure policy, the Company has incorporated an Investor Relations section in the
company website: www.salutica.com which provides all relevant information on the Company and is accessible
by the public.
This Investor Relations section enhances the Investor Relations function by including all announcements made by
the Company. The announcements of the quarterly financial results are also made via Bursa LINK immediately after
the Board’s approval. This is important in ensuring equal and fair access to information by the investing public.
The website also enable shareholders and investors to access information on the Group’s products, awards
recognition and business activities.
PART 8 STRENGTHEN RELATIONSHIP BETWEEN COMPANY AND SHAREHOLDERS
8.1 Encourage Shareholder Participation at General Meeting
The Board is responsible to ensure there is proper communication channel with its shareholders. The AGM is the
principal forum for shareholders’ dialogue which allows the shareholders to review the Company’s performance
via the Company’s Annual Report and pose questions to the Board for clarification. At the AGM, the shareholders
participate in deliberating resolutions being proposed or on the Company’s operations in general.
The Notice of AGM is circulated to the shareholders at least twenty-eight (28) days per MCCG before the date of
the meeting to enable them to go through the Annual Report and papers supporting the resolutions proposed.
The outcome of the AGM is then announced to Bursa Securities on the same meeting day.
8.2 Voting by Poll
Pursuant to paragraph 8.29A of the MMLR, any resolution set out in the notice of any general meeting, or in any
notice of resolution which may properly be moved and its intended to be moved at the general meeting, is voted
by poll.
Hence, all resolutions as set out in the notice of the Company’s forthcoming AGM will be voted by poll.
The Board appoints an independent scrutineer to validate the votes cast at the general meeting.
8.3 Investor Relations and Shareholder engagement
The Board is committed to promote effective communication and proactive engagement with shareholders and
investors. The AGM and other general meetings are an opportunity to communicate directly with shareholders and
encourages attendance and participation in dialogue. The Board recognises that transparency and accountability
to its shareholders and investors are important. Information on the Company’s performance and any significant
developments on all material business matters are disseminated in a timely manner.

(Cont’d)

WITH STAKEHOLDERS (cont’d)
PART 8 STRENGTHEN RELATIONSHIP BETWEEN COMPANY AND SHAREHOLDERS (cont’d)
8.3 Investor Relations and Shareholder engagement (Cont’d)
The Board and management of Company communicate regularly with its shareholders and other stakeholders
through the following mediums:
• Announcements through Bursa Securities and Bursa LINK
The Board ensures timely announcements of financial results on a quarterly basis as well as significant
corporate developments are made to Bursa Securities.
• Analyst Briefings
Analyst briefings are held from time to time as a means of effective communication that enables the Board
and the management to convey information relating to the Company’s corporate strategy and other matters
affecting the shareholders’ interests, as well as provide clearer understanding of the Company’s financial
and operational performance.
• Press Releases
Press releases are made to the media on all material and significant corporate developments and business
initiatives.
• One-to-One Meetings and conference calls
The Company aims to communicate fully with fund managers, investors and analysts upon request and
availability. Regular, one-to-one meetings or conference calls with analysts and fund managers are held to
provide updates on the Company’s strategy and financial performance.
• Annual report
The Board ensures that the annual report are delivered within four months from the close of the financial
year and at least twenty eight (28) days before the AGM to enable the shareholders to obtain the Group’s
past year performance and also to provide adequate time for the shareholders to review the report.
• Official Company Website

The Company’s website, www.salutica.com is updated with information on the Company and its business
for both shareholders and the general public.
COMPLIANCE STATEMENT
The Board shall remain committed in attaining the highest possible standards through the continuous adoption of the
principles and best practices of the MCCG and all other applicable laws and regulations.
This Statement is made in accordance with a resolution of the Board of Directors dated 15 October 2021.
Audit and risk

Management Committee Report
Introduction
The Board of Directors (“the Board”) of Salutica Berhad is pleased to present the Audit and Risk Management Committee
Report (“ARMC”) for the FYE2021 in pursuant to paragraph 15.15 of the Main Market Listing Requirements (“MMLR”)
of Bursa Securities.
The Audit committee was established by the Board on 5 April 2016 before changing its name to Audit and Risk
Management committee (“ARMC”) on 15 October 2018.
The Terms of Reference of the ARMC can be found on the Company’s website www.salutica.com/InvestorRelations.
1. Composition
The members of the ARMC are appointed by the Board from amongst the Non-Executive Directors and consist
of three members, all of whom are Independent Directors.
The composition of the ARMC comply with the requirements of Paragraph 15.09 of the MMLR, with two members,
Mr. Leow Chan Khiang and Mr. Low Teng Lum being Chartered Accountants registered with the Malaysia Institute
of Accountants.
There is no alternate Director or current partner or employee of the Group’s external auditor appointed as a member
of the ARMC.

No former audit partner of the Group’s external auditors shall be appointed to the Audit Committee unless that
person has observed a cooling-off period of at least two (2) years before being appointed as a member of the
ARMC.
In the event of any vacancy in the ARMC resulting in non-compliance in respect of composition of ARMC, the
Company shall fill the vacancy within three months.
The composition of the ARMC is as follows:
Name Designation Directorship

Mr. Leow Chan Khiang Chairman Independent Non-Executive Director
Mr. Chia Chee Hoong Member Independent Non-Executive Chairman
Mr. Low Teng Lum Member Senior Independent Non-Executive Director
2. Attendance at meetings
During the FYE2021, the ARMC held five meetings, in the presence of the Company Secretaries and the Executive
Directors.
External Auditors and Internal Auditors were invited to certain meetings to present their audit plan and reports
and respond to queries during the meetings.
The details of the attendance for the financial year under review are as follows:
Member No. of meetings held Attendance

Mr. Leow Chan Khiang 5 5/5
Mr. Chia Chee Hoong 5 5/5
Mr. Low Teng Lum 5 5/5
Audit and Risk Management Committee Report

(Cont’d)
3. Chairman
The Chairman of the ARMC is Mr. Leow Chan Khiang who is an Independent Non-Executive Director. In the
absence of the Chairman, the members shall elect any one of the members present at the meeting to be the
Chairman of the meeting.
4. Secretaries
The Company Secretaries shall be the Secretaries of the ARMC.
5. Quorum and Meeting Procedures
The quorum of the meeting of the ARMC shall be at least two members, a majority of whom must be Independent
Directors.
At least four meetings shall be convened during a year. The meetings shall be scheduled regularly by the Secretaries
and due notice shall be distributed to the members before the meeting together with the agenda and supporting
papers. The minutes of the meeting shall be recorded for reference and inspection purposes. The Executive
Directors, Accountants, or the representatives of the internal and external auditors may be present in any meeting
upon the invitation of the ARMC.
6. Authority
The ARMC shall have the authority to do the following:
a. to carry out its function within its terms of reference. All employees of the Group shall be directed to co-
operate as requested by the ARMC;
b. have full and unlimited/unrestricted access to all information, documents and resources which are required
to perform its duties;
c. be able to obtain, at the expense of the Company, any other independent professional advice, if required;
d. be able to convene meetings with external auditors, internal auditors or both, excluding the attendance of
the Executive Directors and employees of the Company, whenever deemed necessary;
e. be able to make relevant reports when necessary to the relevant authorities if any breach of the rules,
regulations and/or Listing Requirements of the Bursa Securities has occurred; and
f. have direct communication channels with the external auditors and person(s) carrying out the internal audit
function.
7. Functions
The ARMC shall discharge the following duties and responsibilities and report the same to the Board:
a. to review the following with the external auditors:
i. the audit plans;

ii. its evaluation of the system of internal control;
iii. the audit report;
iv. the assistance given by the employees and the management of the Company and the Group to the
external auditors; and
v. accounting and auditing findings and internal control recommendations presented during the audit
committee meetings.
b. to review the following with the internal auditors:
i. the adoption of a risks management framework and the annual approval of its mitigation plan to
manage key strategic, financial and operational risks identified by the RMC;
ii. the adequacy of the scope, functions, competency and resources of the internal audit function and
that it has the necessary authority to carry out its work; and
iii. the internal audit programs, processes, the results of the internal audit programs, processes or
investigation undertaken and whether or not appropriate action is taken on the recommendations of
the internal audit function.

(Cont’d)
7. Functions (Cont’d)
c. to review the quarterly unaudited financial results and audited financial statements, prior to the approval
of the Board, particularly focusing on:
i. changes in or implementation of major accounting policies;

ii. significant and unusual events; and
iii. compliance with approved accounting standards and other legal requirements.
d. to monitor any related party transaction and conflict of interest situation that may arise within the Group
including any transaction, procedure or course of conduct that raises questions of management integrity;
e. to consider the appointment, resignation or dismissal of the external auditors of the Company;
f. to review and monitor the suitability and independence and evaluate the performance of the external auditors
for re-appointment;
g. to obtain written assurance from the external auditors confirming that they are, and have been, independent
throughout the conduct of the audit engagement in accordance with the terms of all relevant professional
and regulatory requirements; and
h. to review and report such other matters as may be delegated by the Board from time to time.
8. Activities of the ARMC

The main activities carried out by the ARMC during the FYE2021 in discharging their duties and responsibilities
were summarized as follows:
i. reviewed and approved the Audit Planning Memorandum on the statutory audit of the Group for the FYE2021
prepared by external auditors;
ii. reviewed with the external auditors the result of the audit work performed, the Audit Summary Memorandum
and the management letter or representation, including management response;
iii. held two meetings with the External Auditors and two meetings with the Internal Auditors and also two
private sessions with the External Auditors without the presence of the Executive Directors.
iv. reviewed the independence and competency of the external auditors and recommended to the Board on
their re-appointment and the fixing of its audit fees;
v. reviewed the terms of reference of the Audit and Risk Management Committee, the Board Charter, Code
of Conduct and Ethics, Corporate Disclosure, Whistle Blowing and Anti-Corruption and Bribery Policies
since the last financial year, a copy of which can be found on the Company’s website www.salutica.com.
vi. reviewed and approved the internal audit plan for the Group which covered internal control system, risk
register and update as per Risk Management Framework and follow-up of observations reported during
the internal audit performed;
vii. reviewed related party transactions and conflict of interest situation that may arise within the Company or
the Group during each quarterly meetings;
viii. reviewed and recommended improvements to the existing internal controls, risk management as reported
by internal auditor, Tricor Axcelasia Sdn.Bhd.(“Tricor Axcelasia”);
ix. reviewed the quarterly and annual financial statements of the Company and the Group together with the
Managing Director/Chief Executive Officer and Key Finance Personnel as well as the External Auditors,
focusing particularly on significant changes to accounting policies and practices, going concern assumptions,
review significant accounting estimates and management judgments, adjustments arising from the audits,
compliance with the relevant accounting standards and other legal requirements to ensure that the financial
statements presented a true and fair view of the Group’s financial performance before recommending them
to the Board for approval and release of the same to Bursa Securities;
x. reviewed the disclosure statements on the Statement on Corporate Governance, Audit and Risk Management
Committee Report, Directors’ Responsibility Statement, MDNA and Statement on Risk Management and
Internal Control recommended for their adoption by the Board and Sustainability Statement for inclusion in
this Annual Report; and
xi. reviewed the Corporate Governance report pursuant to Paragraph 15.25 of MMLR of Bursa Securities.

(Cont’d)
9. Internal Audit Function
The Group continues to adopt a risk-based approach and prepares its audit strategy and plan based on risk
profiles of the business units of the Group.
During the FYE2021, the Group had engaged an independent professional service provider, Tricor Axcelasia to
provide independent assurance on the adequacy and effectiveness of the Group’s system of internal controls and
to advise the Group in areas that requires further improvement. The work performed is guided by the International
Professional Practices Framework for Internal Auditing from the Institute of Internal Auditors (“IIA”).
The internal audit team is headed by Mr. Chang Ming Chew who is the person responsible for the outsourced
internal audit function of the Group. He is an executive director of Tricor Axcelasia and has the following qualifications
and memberships:
i. Certified Internal Auditor and Certification in Risk Management Assurance from the IIA;
ii. Certified Information Systems Auditor from the ISACA;
iii. Professional Member of the Institute of Internal Auditors Malaysia;
iv. Member of the Association of Chartered Certified Accountants (UK); and
v. Member of the Malaysian Institute of Accountants.
Tricor Axcelasia assigned 3 to 4 staff per visit including the Engagement Director to perform internal audit for our
Group. The staff of the internal audit team possesses professional qualifications and/or university degree. Most
of them are members of the Institute of Internal Auditors Malaysia.
There were two internal control review cycles performed during FYE2021 as follows:
i) Production Management Cycle in Jan 2021

The scope of the review covers the following processes:
(a) Production planning process;
(b) Monitoring production process against delivery schedule;
(c) Monitoring of KPI performance;
(d) Controls of quality inspection.
ii) Anti-Bribery Management System (“ABMS”) Cycle in June 2021

The scope of the review covers the ABMS of the Group.
Tricor Axcelasia presented the internal control reviews reports to the ARMC in two separate meetings and concluded
that the critical process risks have been identified and relevant control activities have been implemented with some
improvements needed.
The professional fee incurred for the internal audit performed for the FYE2021 was RM24,000.
This Statement is made in accordance with a resolution of the Board of Directors dated 15 October 2021.
Statement on
Risk Management and Internal Control
Introduction
The Board of Directors of Salutica Berhad, (“the Board”) is committed to ensure that the risk management and control
framework governs the Group’s culture, operations and processes.
The Board is pleased to provide the following Statement on Risk Management and Internal Control (“SORMIC”) as
required under Paragraph 15.26(b) of the Main Market Listing Requirements which outlines the nature and scope of
the risk management and internal control of the Group during the financial year under review until the date of approval
of this Statement.
1. Board’s Responsibility
The Board and the senior management of the Group are responsible for identifying principal risks, ensuring the
implementation of appropriate systems to manage these risks and reviewing the adequacy and integrity of the
Group’s system of internal controls. In this respect, the Board through its Audit and Risk Management Committee
(“ARMC”) has established an ongoing process to identify, evaluate and manage risks. The ARMC recognises
that internal control is an integral part of managing risks and their overall responsibilities to maintain a sound
system of risk management and internal controls that covers not only financial controls but operational and
compliance controls, and risk management practices throughout the Group. This includes enhancing the Group’s
risk management and internal control system as and when there are changes to the business environment and
regulatory requirements.
The Management assists the Board in the implementation of the Board’s policies and procedures on risk
management and internal control by identifying and assessing the risks faced, and in the design, operation and
monitoring of suitable internal controls to manage these risks.
Due to the inherent limitations in the system of internal controls and risk management, such system can only
manage rather than eliminate all risks and as such, they can only provide reasonable but not absolute assurance
against material misstatement of financial information and records or against financial losses or fraud. The Board
endeavours to maintain an adequate system of risk management and internal control to support the Group’s
operations.
The Board is of the view that the system of internal controls is in place for the financial year under review and up to
the date of issuance of the financial statements is sound and sufficient to safeguard the shareholders‘ investment,
the interests of customers, regulators and employees, and the Group’s assets.
2. System of Internal Controls
The Board considers risk assessment and internal control to be fundamental to the Group in achieving its corporate
objectives within reasonable risk profile and is committed to ensure effective and efficient internal control system
is implemented across the Group.
The key elements of the Group’s internal control system are described below:
(a) Control Environment
The importance of a proper control environment is emphasised throughout the organisation. Focus is directed
towards the quality and abilities of the Group’s employees. They are provided with continuing education and
training to enhance their skills and to reinforce qualities of professionalism and integrity. Such training also
includes internal briefings and external seminars for selected employees to enhance the level of awareness
and knowledge on matters relating to risk management and internal control.
(b) Control Structure

The Board has established an organisation structure with clearly defined lines of accountability and delegated
authority. This includes well-defined responsibilities of Board committees and various management levels,
including authorisation levels for all aspects of the business.
Statement on Risk Management and Internal Control

(Cont’d)
2. System of Internal Controls (Cont’d)
The key elements of the Group’s control structure are as follows:
• Management’s responsibilities
Policies and Procedures: Internal control procedures are set out in a series of standard operating policies
and procedures to govern the Group’s various business processes. The procedures are subject to regular
review to ensure its relevancy.
Human Capital: The Group follows a set of recruitment guidelines for hiring and termination of staff, an
analysis of staff training needs and annual performance appraisals to enhance the level of staff competency
in carrying out their duties and responsibilities. Each employee is given the Employee Handbook which
defines the core principles, ethical standard and expected code of conduct which employees should follow
in achieving the Group’s vision and objectives.
Code of Ethics and Conduct (the “Code”): The Group established the Code to ensure that working
environments and conditions are safe where conflict of interests are avoided. Employees are treated with
respect and dignity and business operations are conducted ethically.
Limits of Authority: The Board approves transactions exceeding certain threshold limits, while delegating
authority for transactions within those limits to authorised personnel in order to facilitate operational efficiency.
Related Party Transactions: The Board ensures that related party transactions are undertaken in compliance
with the Group’s policy – that are carried out on terms agreed between both parties, which are in the best
interest of the Group.
Whistle Blowing Policy: The Board implemented the Whistle Blowing Policy in 2015 and review the policy
annually to ensure relevance and adequacy. The policy provides an avenue for staff or any other persons
including general public to raise concerns on any wrongdoing committed by staff of the Group relating to
mismanagement or abuse of authority, corruption or any breach of laws and regulations. Additionally, it also
provides for any complaint to be reported directly to the Chairman of the ARMC.
Anti-Corruption and Bribery Policy: The Group and its management is committed to conduct its businesses
with uncompromising integrity and professionalism and in this regard has established the Anti-Corruption
and Bribery Policy in 2019. The policy sets out the principles and scope of responsibilities amongst others,
ZERO TOLERANCE on corruption and bribery with all employees and business partners. Declaration of
conflict of interests are sent to business partners annually.
Communication: Information is communicated through circulars, emails, meetings and internal memos.
• Internal Audit Function
The Group’s internal audit function was outsourced to an independent professional service provider, Tricor
Axcelasia Sdn. Bhd. (“Internal Auditors”), who assist the ARMC to review the control processes implemented
by the management. They report the audit findings directly to ARMC.
The scope of the internal audit focused on the key risk areas identified in the enterprise-wide risk management
exercise in accordance with the internal audit plan approved by the Board.
The internal audit work performed is in reference to the International Professional Practices Framework for
Internal Auditing from the Institute of Internal Auditors.

For any significant control deficiencies noted from the reviews will be documented, communicated and
recommended to management for review and corrective actions. The Internal Auditors report to the ARMC
all significant non-compliance, internal control weaknesses and actions taken by management to resolve
the audit issues identified.

(Cont’d)
2. System of Internal Controls (Cont’d)
• Internal Audit Function (Cont’d)
The Internal Auditors carry out their functions independently with risk-based approach and provides the
ARMC and the Board with the assurance on the areas to be tested during the financial year, the adequacy
and effectiveness of the system of internal controls.
During the financial year under review, the internal audit function conducted two internal audit reviews on
the business operations based on an annually approved internal audit plan.
The qualification, name and number of Internal Audit staff are disclosed in the ARMC report in this annual
report.
3. Risk Management Framework
The Board recognises the importance of continuous review and improvement to its risk management process
to keep abreast with the industry requirements and adapt to changes in its business environment. In this regard,
the Board has established an ongoing risk management commitment for identifying, evaluating and managing
significant risks to which the Group is exposed by establishing a risk management framework for the Group. The
risk management framework is established as follows:
(a) Structure
The Group adopts a decentralised approach to risk management, whereby all employees take ownership
and accountability for risks at their respective levels. It uses key risk registers for identification of risk areas,
possibility of risk occurring and its potential impact to the Group.
The process of risk management is overseen by the Heads of Department (“HOD”). Risk assessment is
integrated into strategic planning and all other activities of the Group. Risk assessments are conducted
on new ventures and activities, including projects, processes, systems and commercial activities to ensure
that these are aligned with the Group’s objectives and goals. Any risks or opportunities arising from these
assessments will be identified, analysed and reported to the Risk Management Committee (“RMC”). All
employees are encouraged to contribute towards the identification of new risks and implementation of
new controls.
(b) Risk Assessment
The Group maintains a register of principal risks specific to the Group together with their corresponding
controls, which are categorised as follows:
 Strategic: Which are risks that affect the overall direction of the business.
 Compliance: Which are risks associated with the laws and regulations.
 Financial: Which are risks associated with financial processing and reporting.
 Operational: Which are risks that impact the delivery of the Group’s products and services.
The Group maintains a strategic risk register whilst all departments within the Group maintain their
respective operational risk registers. The Group is committed to ensuring that all staff, particularly Heads of
Department are provided with adequate guidance and training on the principles of risk management and
their responsibilities in order to be in compliant with the risk management framework setup.
During the financial year, the Board reviews, on quarterly or when required, the design and monitors the
operating effectiveness of the internal controls, including the development of an appropriate risk management
culture across the Group.
The Board is supported by the RMC headed by its Managing Director/Chief Executive Officer, based on
the advice from the ARMC. The role of the RMC includes periodic reporting of the status of risk mitigation
actions, new risks identified and risks that have changed characteristics together with the corresponding key
controls. The RMC, which comprises key persons from all departments, submits its reports to the ARMC
and the Board on a quarterly basis.

(Cont’d)
3. Risk Management Framework (Cont’d)
(b) Risk Assessment (Cont’d)
 ARMC
The ARMC reviews, monitors and evaluates the effectiveness and adequacy of the Group’s internal
controls and financial and risk management issues raised by the External and Internal Auditors,
regulatory authorities and management. The review includes reviewing written reports from the
Internal and External Auditors. As part of the ongoing control improvement process, management will
take appropriate action to address the control recommendations made by the Internal and External
Auditors.
The ARMC also convenes meetings with External Auditors, Internal Auditors, or both without the
presence of management. In addition, the ARMC reviews the adequacy of the scope, functions
and competency of the Internal and External Auditors. The ARMC also reviews and evaluates the
procedures established to ensure compliance with applicable legislation, the Listing Requirements
and the Group’s system of internal controls.
The ARMC report included in this Annual Report contains further details on the activities undertaken
by the ARMC in 2021.
 The Board
The Board is committed to conduct business fairly and ethically, and in compliance with the law and
regulations. The Board holds regularly discussions with the ARMC and management and considers
their reports on matters relating to internal controls and deliberates on their recommendations for
implementation. The Board’s Charter and Code of Conduct and Ethics stipulates how Directors should
conduct themselves in all business matters.
4. Review of the Statement by External Auditors

As required by Paragraph 15.23 of the MMLR, the external auditors have reviewed this Statement on Risk
Management and Internal Control. Their limited assurance review was performed in accordance with Audit and
Assurance Practice Guide (“AAPG”) 3 issued by the Malaysian Institute of Accountants. AAPG 3 does not require
the external auditors to form an opinion on the adequacy and effectiveness of the risk management and internal
control system of the Group.
5. Conclusion
The Managing Director/Chief Executive Officer and Chief Financial Officer have provided assurance to the Board
that the Group’s risk management and internal control systems, in all material aspects, have operated adequately
and effectively. There were no major weaknesses in internal controls which resulted in material losses during the
financial year under review until the date of approval of this Statement.
The Board remains committed and will continue to take measures to strengthen the internal control and risk
management environment to support the Group’s business and operations. The Board continues to take pertinent
measures to sustain and where required, to improve the Group’s risk management and internal control system in
meeting the Group’s strategic objectives.
This statement was made in accordance with a resolution approved by the Board on 15 October 2021.
Directors’
Responsibility Statement
Directors’ Responsibility Statement in respect of the preparation of the Audited Financial Statements
The Directors are responsible for the preparation of the financial statements and to ensure that the audited financial
statements give a true and fair view of the state of affairs of the Group and the Company as at 30 June 2021 and the
results and cash flows of the Group and the Company for the financial year ended on that date in accordance with
Malaysian Financial Reporting Standards, International Financial Reporting Standards and the requirements of the
Companies Act, 2016 in Malaysia.
During the preparation of the audited financial statements of the Group and the Company, the Directors have made
reasonable judgements and estimates that are reasonable and prudent and prepared the financial statements on a
going concern basis.
The Directors are responsible for ensuring that proper accounting records are kept which present fairly the financial
positions of the Group and the Company. The Directors also have a general responsibility for taking necessary steps
that are reasonably available to them to safeguard the assets of the Group and the Company.
The Directors acknowledge their overall responsibility for maintaining a system of internal controls that provides assurance
of effective and efficient operations and compliance with laws and regulations and also its internal procedures and
guidelines. The system of internal controls is designed to provide reasonable but not absolute assurance against the
risk of material errors, frauds or other irregularities.
The Directors have considered and pursued the necessary actions to meet their responsibilities as set out in this Statement.
Additional
Compliance Information
1. Utilisation of Proceeds
On 2 August 2021, the Company has announced to undertake a Proposed Private Placement of up to 38,800,000
new ordinary shares representing up to 10% of the total number of issued shares in the Company.
Bursa Securities had, vide its letter dated 6 August 2021, resolved to approve the listing and quotation of up to
38,800,000 Placement Shares to be issued pursuant to the Proposed Private Placement as announced by the
Company on 6 August 2021.
On 6 August 2021, the Company had fixed the issue price for the first tranche of the Proposed Private Placement
at RM0.56 per Placement Share.
On 18 August 2021, the Company has announced the issued and listing of 38,500,000 new ordinary shares
pursuant to the Proposed Private Placement which further increased the number of ordinary shares (inclusive of
3,000,000 treasury shares) from 388,000,000 to 426,500,000.
Based on the issue price of RM0.56 per Placement Share, the gross proceeds arising from the Private Placement
amounting to RM21.56 million is intended to be utilised in the following manner:
Intended
Details utilisation Timeframe for
of utilisation (RM’000) utilisation
(i) Expansion of the Group’s product range 21,060 Within 6 to 12 months
(ii) Estimated expenses in relation 500 Upon completion of the

to the Proposed Private Placement Proposed Private Placement
As at the date of this report, save for approximately RM0.5 million which has been utilised to defray the listing
expenses incurred, there is no other utilisation of IPO proceeds.
2. Statutory and non-statutory audit fees
The statutory audit and non-statutory audit fees incurred for services rendered by external auditors, Messrs.
PricewaterhouseCoopers PLT and its affiliates to the Group and the Company for the financial year ended 30
June 2021 are as follows:
FYE2021
Company Group
(RM’000)
(RM’000)
Statutory Audit 62 150

Non-statutory Audit 11.2 34.9
The non-statutory audit fees included assurance services comprises, amongst others, fees related to the review
of Statement on Risk Management and Internal Control.
3. Material Contracts
There were no material contracts entered into by the Company or its subsidiary involving the interests of the
Directors or major shareholders, either subsisting at the end of the financial year 30 June 2021 or, it not then
subsisting, entered into since the end of previous financial year.
List of
Properties
Carrying
Amount
Tenure/ Description Approximate Total built up as at 30 Date of
Registered Title details / Expiry of and age of area and land June Acquisition
owner address lease existing use building area 2021 / Valuation
(square meter) (RM’000)
Salutica Lot 202124, 99 years, Allocated N/A Land area: 585.7 12 October
Allied PN 94442, expiring parking space 4,551 2015
Mukim Hulu on 11 for employees (Date of
Kinta, Daerah February Built-up area: Acquisition)
Kinta, Negeri 2092 N/A
Perak
3 Jalan Zarib 6
Kawasan
Perindustrian
Zarib, 31500
Lahat, Ipoh,
Perak
Salutica Lot 202125, 99 years, Allocated N/A Land area: 617.4 12 October
Allied PN94443, expiring parking space 4,314 2015
Mukim Hulu on 11 for employees (Date of
Kinta, February Built-up area: Acquisition)
Daerah Kinta, 2092 N/A
Negeri Perak
3 Jalan Zarib 6
Kawasan
Perindustrian
Zarib, 31500
Lahat, Ipoh,
Perak
Salutica Lot 381631, 99 years, Our Phase One: Land area: 21,978.4 12 October
Allied PN314266, expiring manufacturing 22 years 30,130 2015
Mukim Hulu on 11 plant (Date of
Kinta, Daerah February comprising a Phase Two: Built-up area: Acquisition)
Kinta, Negeri 2092 two (2)-storey 21 years Approximately
Perak office annexed 30,318
to a two Phase Three:
3 Jalan Zarib 6 (2) storey 13 years
Kawasan warehouse
Perindustrian (“Phase Three”)
Zarib, 31500 and factory
Lahat, Ipoh, (“Phase One
Perak and Two”)
(“Buildings”)
The above properties are charged as security for trade facilities with OCBC Bank (Malaysia) Berhad.

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Salutica Berhad Annual Report 2021

Mission & Vision

Saluting the ExtraordinaireTM

12 Key Senior Management

17 Management Discussion and

27 Company Highlights 2021

OVERVIEW Group structure as at 30 June 2021 is as follows:-

Our company, Salutica Berhad was incorporated

The principal activity of the Company is that of investment

On 29 June 2015, we changed our name to Salutica Sdn.

Salutica Allied was incorporated on 15 October 1990

Financial Year Ended 30 June 2017 2018 2019 2020 2021

Revenue (RM’000) Profit/(Loss) Before Tax (RM’000)

Total Assets (RM’000) Total Liabilities (RM’000)

CHAIRMAN/INDEPENDENT NON-EXECUTIVE DIRECTOR

MANAGING DIRECTOR / CHIEF EXECUTIVE OFFICER

SENIOR EXECUTIVE DIRECTOR

SENIOR INDEPENDENT NON-EXECUTIVE DIRECTOR

INDEPENDENT NON-EXECUTIVE DIRECTOR

EXECUTIVE DIRECTOR / CHIEF FINANCIAL OFFICER

Chia Chee Hoong

On behalf of the Board of Directors, I am pleased to present the

Financial Overview My fellow directors and I are confident in the leadership

As at FYE2021, the Group has RM131.5 million of equity

The Group continues its efforts to strengthen financial

The Group will continue its R&D efforts to build a

Joshua Lim Phan Yih

OPERATIONAL REVIEW CONCLUSION

At the same time, we see an expansion of our customer

In addition, the Group will continue its focus on its home

Furthermore, once we are successful in obtaining

Together with the Group’s constant strive on cost, quality

OVERVIEW OF GROUP’S BUSINESS AND OPERATIONS

Management Discussion And Analysis (MDNA)

Financial Performance Review

Countries FYE2021 % FYE2020 % Increase/ %

Loss before Tax (“LBT”)

FYE2021 FYE2020 Increase

Management Discussion And Analysis (MDNA)

Financial Performance Review (Cont’d)

Loss after Tax (“LAT”)

FYE2021 FYE2020 Increase

Liquidity system and automatic inspection equipment amounted

Potential Risks and Mitigating Factors

Risk relating to our industry:

Management Discussion And Analysis (MDNA)

Financial Performance Review (Cont’d)

Potential Risks and Mitigating Factors (Cont’d)

Risk relating to our industry: (Cont’d)

Risks relating to our business and operations:

Management Discussion And Analysis (MDNA)

The Group’s future growth and success would depend on

The Group will continue to tread cautiously in the new

The Board will continue to enforce prudent measures to

Dividend Payment Policy

The Group have a dividend payment policy of not less

The Board has received approval from the shareholders

• ensure sustainability • headed by CEO • headed by Senior