Media Prima Berhad Annual Report 2021

Inside this
Report
Who We Are
About This Report
Our Highlights
2 About this Report 4 We are Media Prima 10 Message from our
Group Chairman
Our Leadership
64 Board of Directors
3 Acknowledgements 5 Corporate Structure 65 Board of Directors’
6 Organisational 15 2021 Key Highlights Profile
Structure 18 Message from our 69 Senior Management
Group Managing Team
Director (MD&A)
28 Group Financial Review
34 Share Price Chart
35 Sustainability Statement
61 Investor Relations
63 Financial Calendar
Our Governance
Financial Statements
Additional Information
74 Corporate Governance 107 Directors’ Responsibility 225 Statistics of AGM Information

232 Notice of 21st
Overview Statement Statement Shareholding Annual General
87 Additional Compliance 108 Directors’ Report 229 List of Top 10 Properties Meeting
Information 112 Statements of 230 Group Directory 236 Statement
90 Statement on Risk Comprehensive Income Accompanying
231 Corporate Information Notice of 21st
Management and 114 Statements of Financial
Internal Control Annual General
Position Meeting
97 Audit Committee Report 116 Consolidated Statement 237 Proxy Form
103 Risk Management of Changes in Equity
Committee Report 117 Statement of Changes in
Equity
118 Statements of Cash
Flows
121 Notes to the Financial
Statements
220 Statement By Directors
220 Statutory Declaration
221 Independent Auditors
Report
About
This Report
We have a long We are home to Malaysia’s oldest newspaper, most watched television stations and news
programmes, and popular brands across print, television, radio, and digital platforms.
history of creating We own one of the largest out-of-home advertising networks, and one of the most
popular home shopping networks in Malaysia. On the community front, our public-funded
content, services, humanitarian fund, launched in 1991, continues to assist Malaysians and communities
abroad in need of support.
and beloved As the nation’s largest and leading integrated media group, we take it as our
brand names that responsibility to be transparent and accountable in every step of our business, especially
in the communication of our operations, strategies, and measures we have undertaken to
Malaysians identify create value for all.
and grew up with. This Annual Report is dedicated to all our stakeholders and especially to our team who
made this year an amazing one for the Group.
Our Reports
At the end of each financial year, we produce the Media Prima Annual Report and
Sustainability Report which covers all businesses under Media Prima and elaborates on
our overall business strategy, our targets and how we achieved them.
Annual Report
This report provides a review of our strategy, as well as financial
and non-financial milestones. It has been prepared in accordance
with the Main Market Listing Requirements by Bursa Malaysia,
Malaysian Code on Corporate Governance 2017, Companies Act
2016, Malaysian Financial Reporting Standards and International
Financial Reporting Standards. Our financial statements are
independently audited by PricewaterhouseCoopers PLT.
SUSTAINABILITY Report
This report provides an overview of how we are doing in the
aspects of our economic, social and environmental initiatives
and performance across the Group. This report is prepared
in accordance with Bursa Malaysia Securities Berhad’s
Sustainability Reporting Guide (2nd Edition). We also use the
Global Reporting Initiative (GRI) Standards as a reference, while
aligning our efforts towards the contribution of United Nations
Sustainable Development Goals (UNSDG).
The full Annual Report and Sustainability Report can be viewed and downloaded
online at www.mediaprima.com.my. We welcome you to get in touch with us at
communications@mediaprima.com.my
2 Media Prima Berhad

ABOUT THIS REPORT
Acknowledgements
A big thank you to all who have contributed to this report. We truly
appreciate all the effort in making this report a success. Thank you.
Junisa Binti Jaafar

Steve Ko
Nur Adiba Azim Bt Hamzah
Azlan Abdul Aziz

Norida Sabri
Jessica Tan Say Choon

Junaidah Jalal
Anis Zuhaili Rozilah
Nor Arzlin Binti Redzwan

Dona Zawina
Nor Intan Hasalimah Binti Hashim
Sylvia Singaraim
Sere Mohammad Bin Mohd Kasim

Ida Haryati Binti Fazil
Nik Norisra Bin Nik Norzlan
Liyana binti Muhammad
Shahidir Bin Hasbullah

Jemsul Bin Othman
Mohamad Fadil Bin Zainal Abidin
Nora Adiha Binti Mahamad
Shuliza Binti Mohd Shukor
Our Annual Report 2021 Project Committee (from left) Efendi Zulkefli, Sharifah Nur Malathi A/P Karanamuthi
Adibah Aljufri and Sophia Halim
Mohamad Rezwan Khalil Azmi
Siti Khasiah Noor Binti Khairuddin Kamarul Aznam Bin Kamarozaman Liyana Binti Ahmad Rosdan
Sasha Binti Bashir Ahmad Farazira Amira Binti Yusof
Andrea Chong Chuin Li Hana Harun Affendy Ali
Mazjulinayati Binti Mohamad Keshrinder Singh A/L Kuldip Singh
Airin Zainul Sazali Hashim
Noor Farina Bt Mohamed Ashrudin Mohd Mazwir B Alwi Muhammad Nadzir Bin Kamaruzman
Trina Anne Tan Ikhwan Munir Mohd Khairul Anuar Bin Azhar
Wong Loke Tung Aisyah Sabudin Abu Ayyub Al Ansori Bin Zaubir
Wong Oi Yin Rohanis Sukri Norhasriza Binti Zakaria
Jaja Hussein Shahril Badri
Asyraf Hamzah Sharifah Nur Adibah Aljufri
Muhammad Faisal Bin Mohd Noor Eizairi Shamsudin Sophia Halim
Nandini Balakrishnan Efendi Zulkefli
Nuur Tabtiilaa Binti Sharif Nita Zulkifli Mahathir Bin Mohamad Sidi
Rosamirah Binti Pawanchik Hanif Shaarani Nurul Afiqah Mohmad
Loh Dominic James Hasnora Mohamad Ismail Mohamad Farris Effendy Bin Md Salim
Chen Sue Ping
Richard Chit Yoong Cheon Nur Diana Binti Mohd Radzi
Li Ee Kee Nik Shazrul Ezwan Bin Che Mohd Ariff
Paul Raymond Moss Illyani Fareesha Binti Yacob
Shirley Chew
Annual Report 2021 3
WHO WE ARE
We Are
Media Prima
We are Malaysia’s Media Prima is also a constituent company of the FTSE4Good Index Series, a
benchmark and tradable indexes for ESG (Environmental, Social and Governance)
leading fully- investors. This is a strong endorsement of our commitment to responsible business
practices, good corporate governance and care for the environment.
integrated media We are Malaysia’s most popular television network through our four channels — TV3,
company with a 8TV, ntv7, and TV9. Media Prima is home to Malaysia’s fastest-growing home shopping
network, WOWSHOP, the nation’s largest content production company, Primeworks
complete repertoire Studios, and Malaysia’s first popular video streaming portal, tonton.
of media-related We are home to The New Straits Times Press (Malaysia) Berhad, Malaysia’s largest
publisher with three national news brands – New Straits Times, Berita Harian
businesses in and Harian Metro. Its Production and Distribution unit, Print Towers Sdn Bhd, is a
commercial newspaper printing and logistics business that undertakes orders beyond
television, print, Media Prima.
radio, out-of- Our digital arm, REV Media Group, is Malaysia’s leading digital publisher, representing
over 35 top authority brands with an extensive distribution network that reaches out to
home advertising, more than 15 million people each month.
content creation, We are the market leader in out-of-home advertising, represented by Big Tree, The
Right Channel, Kurnia Outdoor, Gotcha, UPD, and Big Tree Seni Jaya. Big Tree offers
commerce and integrated out-of-home advertising solutions in cities, expressways, transit networks
and retail hubs. This includes static and digital media formats.
digital media. In radio, Media Prima Audio is represented through five broadcast brands – Hot FM,
Buletin FM, Molek FM, Fly FM and 8FM — and Audio+, an app that supports all five radio
stations, podcasts and other engaging content.
Tying our businesses together is our sales arm, Media Prima Omnia — an integrated
solution provider that offers creative services and integrated marketing solutions across
all Media Prima platforms, specialising in brand campaigns, events and creative content.
Omnia’s services address 98% of Malaysian households.
Visit www.mediaprima.com.my or Twitter @mpbtalk | Facebook @mediaprimabhd |

Instagram @mediaprimabhd

WHO WE ARE
Corporate
Structure
Media
Prima
Omnia 100%
Media Prima Omnia Sdn Bhd
Media
Prima
Television 100% 100% 100% 100% 100% 100%
Networks Sistem Televisyen Ch-9 Media Metropolitan TV Natseven TV WOWSHOP Primeworks
Malaysia Berhad Sdn Bhd Sdn Bhd Sdn Bhd Sdn Bhd Studios Sdn Bhd
100% 100% tonton

Alternate Records tonton International Sdn Bhd CINEMA
Sdn Bhd (Formerly known as Skyten Marketing Sdn Bhd)
The New
Straits
EW
N
Times 98% 100% MOBILE
Press The New Straits Print Towers Sdn Bhd

Times Press (100% held by The New ePaper
(Malaysia) Berhad Straits Times Press
(Malaysia) Berhad)
REV
Media 100%
Group REV Media Group
Sdn Bhd
(a subsidiary of
Media Prima Digital
Sdn Bhd)
Big
Tree 100% 100% 100% 100% 100% 60%
Big Tree Outdoor Kurnia Outdoor Gotcha The Right Channel UPD Big Tree Seni
Sdn Bhd Sdn Bhd Sdn Bhd Sdn Bhd Sdn Bhd Jaya Sdn Bhd
Media
Prima
100% 100% 100% 100% Audio+
Audio
Synchrosound Kool FM Radio Max - Airplay One FM Radio
Studio Sdn Bhd Sdn Bhd Sdn Bhd Sdn Bhd

WHO WE ARE
Organisational
Structure
Group Chairman
Datuk Seri (Dr) Syed Hussian bin Syed Junid
Group Managing Director

Mohd Rafiq bin Mat Razali
Group Finance TV NETWORKS & WOWSHOP Media Prima Audio

Group Chief PRIMEWORKS Chief Executive Chief Executive
Financial Officer STUDIO Officer Officer
Rosli Sabarudin Chief Executive Kim Yang Hyun Nazri Noran
OFficer
Dato’ Khairul Anwar Salleh
Group Corporate GROUP IT Group Corp Admin

Finance, Investor Chief Technology Officer Services
Relations Mohamad Rezwan Khalil Azmi General Manager
& Strategic Shahidir Hasbullah
Communications
Group General
Manager
Sharifah Nur Adibah Aljufri

WHO WE ARE
Media Prima
Board of Directors
Risk Management Committee

& Audit Committee
Group Corporate Governance,

Risk Management & Integrity
Group General Manager
Sere Mohammad Mohd Kasim
NSTP REV Media Group BIG TREE OMNIA

Chief Executive Chief Executive Chief Executive Chief Executive
Officer Officer Officer Officer
Mustapha Kamil Mohd Samuel Wee Mohamad Shukor Ariffin Datuk Michael Chan
Janor
Group HR Group Secretarial Group Legal &

Group General Manager GROUP COMPANY Secretary Regulatory Affairs
Nor Arzlin Redzwan Jessica Tan Say Choon Group General Manager
Affendy Ali Dally

We Are
MEDIA PRIMA
We Are Shirley Chew
MEDIA PRIMA
As a music director, I love my
task taking care of the music
content with updated market
listening behaviour. Besides, I
am glad to be part of the team,
the family culture that promotes
good working passion and spirit.
- Shirley Chew
Music Director,
8FM, Media Prima Audio
I manage the funds under

the Media Prima-NSTP
Humanitarian Fund and
organise CSR activities for the
Group. My job requires me to
engage various individuals. I
am grateful to be surrounded
I am the Legal lead for REV with awesome coworkers Farris Effendy
Media Group’s legal affairs. What I and supportive volunteer
love about what I do in RMG – as members of the company.
cliché as it sounds, unlike any They are truly like a family
other Company, RMG believes that and we are a great team!
everyone has something of value - Farris Effendy
to offer, and that sustaining a truly Manager, Corporate Social
diverse, equitable and inclusive Responsibility, Group
workplace with fostering an Strategic Communications
environment where people can be
themselves, authentically, every day.
- Keshrinder Singh Kuldip Singh
Legal Manager, REV Media Group
Keshrinder Singh Kuldip Singh

Nandini Balakrishnan
I have been with Media Prima

I’m the SAYS Video for 17 years and I’ve always felt
Lead at REV Media a very strong sense of
Group. I write/produce camaraderie here. We do our best
my series NANDINI to support and understand each
SAYS and lead the SAYS other, therefore
editorial video team. I have colleagues who have
This job sparks plenty become lifelong friends. When
of joy because it allows you have that kind of friendship
me to speak my truth with your colleagues, you are able
on justice, equality, and to sustain the ups and downs that
be a source of credible inevitably happen. We are able to
information. - Nandini face things better when we have
Balakrishnan, SAYS each other’s back, and it becomes
Video Lead, REV Media us against the challenges!
Group. - Sasha Bashir
Manager,
Media Prima Omnia
Anis Zuhaili Rozilah Sasha Bashir
I am responsible for maintaining

the statutory records of Media Prima
Group of Companies and liaising with
various authorities, especially the
Companies Commission of Malaysia,
to ensure our Group is in compliance Muhammad Nadzir bin Kamaruzman
with the legal guidelines and local
rules and regulations. What I enjoy
the most is planning and organising Being at Media Prima has
the Board and General Meetings of allowed me to work with
the Group as I get to be involved great colleagues in interesting
hands-on in the ‘behind of the scenes’ projects and initiatives. There
on what moves the Group forward is always excellent teamwork
and also in taking care of the heart of in striving to achieve our goals.
the Group – our Board of Directors. - Muhammad Nadzir
- Anis Zuhaili Rozilah bin Kamaruzman
Senior Executive, Group Senior Manager, Group Finance
Secretarial Department
Our Highlights
Message from
Our Group Chairman
Dear Shareholders,
2021 was a very

productive and
positive year for
Media Prima.
We passed many
milestones and
ended the year
This is an amazing achievement despite in the country continues to evolve. Over
recording our best the many challenges during these the years, we have made a conscious and
results since 2015. unprecedented times. Many of us hoped to
return to some semblance of pre-Covid-19
concerted effort to listen to our audience
and meet their expectations.
We posted a full year normalcy. But with the rise and spread of
new Covid-19 variants, we must come to This success was achieved on the back
profit, saw revenue grips with the unavoidable reality of the of the trust from all our stakeholders,
grow amid intensified virus — that it is here to stay in one form
or another.
namely our shareholders, our clients,
our audiences, our regulators and most
competition, and importantly, our people. This reassures
Amid the uncertainty, we learned to us that as a Group, we are able to reinvent
we reaffirmed our adapt and reinvent ourselves, and more ourselves with the times while being
position as Malaysia’s importantly, we ensured that we lived up
to our public duty — to keep communities
resilient. Equally as important, it allowed
us to deliver our first full year profit to our
top broadcaster and connected with news and information they shareholders.
trust, and the best entertainment. This
digital publisher. allowed us to strengthen our bond with Business Environment
them throughout the country.
Reopening the economy has revived
Datuk Seri (Dr) Syed We pivoted to new ways of working consumer and business confidence.
Hussian Bin Syed Junid with creativity and commitment, and According to the Malaysian Institute of
maintained our position as Malaysia’s Economic Research (MIER), Malaysia’s
Group Chairman
largest and leading integrated media Consumer Sentiment Index (CSI) for the
group even as the overall media landscape third quarter of 2021 grew to a high of

Our Highlights
101.7 points. The last time the CSI broke

the 100-point optimism threshold was in
the third quarter of 2018.
Likewise, businesses have also begun

to regain confidence. MIER’s Business
Condition Index (BCI) for the third quarter
of 2021 rose to 97 points,10.5 points higher
than in the third quarter of 2020, although
this is still below the 100-point optimism
threshold.
This upswing in confidence from both

sides bodes well for Media Prima. On
the advertising front, Nielsen found
that advertising expenditure (“adex”)
in Malaysia grew 17.9% in the first ten
RM51.6
In October, Media Prima’s top management paid a courtesy call on Penang Yang di-Pertua Negeri
months of 2021, mainly driven by the free-
to-air (“FTA”) television segment. rebounding from a loss after tax of RM18.1
million in FY20. Revenue improved by 8%
On the digital front, more Malaysians to RM1.12 billion in FY21 from RM1.04
million
are digitally connected now than ever. billion in FY20.
According to Google, Temasek and Bain’s
e-Conomy SEA 2021 report, the Malaysian We’re back in the black for the full year
internet economy’s gross merchandise as a result of better performance from
value (GMV) grew by 47% year-on-year advertising and content sales, as well as a
to an estimated value of US$21 billion in steady full-year showing from our digital
2021 from the previous year. Malaysia’s and commerce segments. Profit after tax (“PAT”) in FY21
online media (a category that includes
advertising, gaming, video-on-demand, We made the right decision to consolidate rebounding from a loss
and music-on-demand) GMV has grown our sales solutions for all of our after tax of RM18.1
steadily by 14% to US$2.4 billion in 2021 advertisers under one coherent and million in FY20
against the previous year. effective team led by Media Prima Omnia.
Today, we reach 26 million customers and
Underlying the growth of Malaysia’s internet 98% of Malaysian households. In FY21,
economy is e-commerce whose GMV Group advertising revenue, driven by
grew by 68% to US$14 billion in 2021 from Media Prima Omnia, grew by 16% from
last year. The e-Conomy 2021 SEA report last year.
RM42.9
also found 43% of digital merchants in
Malaysia said they would not have survived We are doing well across our businesses.
the pandemic had they not joined digital Group content sales revenue more than
platforms. Moreover, e-commerce has been tripled to RM42.9 million in FY21 against
million
vital in helping several micro, small and RM14.2 million in the corresponding
medium enterprises stay afloat amidst the year, driven by our content distribution
pandemic. and programming strategy. Benefitting
from a burgeoning e-commerce market,
Bouncing back our home shopping segment WOWSHOP
maintained a steady performance for
We are reaping the benefits of the 2021, posting a FY21 revenue of RM268.6 Group content sales revenue
reopening economy, registering our first million.
full-year of profitability since 2018. Group more than tripled in FY21
profit after tax (“PAT”) grew to RM51.6 The Group posted RM99.5 million in FY21 against RM14.2 million in the
million for the financial year 2021 (FY21), digital revenue, a 10% increase from last corresponding year

Our Highlights
message from
our group chairman
and Governance) Investors. We believe

in a culture of sustainability and it is our
intent and aspiration to always improve
our sustainability practices. Our strong
commitment to sustainability, in large
part, is through transparency and good
governance. Adhering to corporate
governance standards has always been
part and parcel of our philosophy to
safeguard our stakeholders’ interests.
Looking ahead
The IMF projects the global economy

will grow by an estimated 4.9% for 2022.
GroupM forecasts global ad spend to grow
at a fairly rapid pace of 9.7% in 2022, with
digital advertising continuing to take the
lion’s share of ad spend. We believe that
this will have positive impacts for Media
In December 2021, we hosted an Appreciation Dinner in Penang for businesses who have supported Prima going into 2022.
and advertised with Media Prima.
The domestic economy is forecast to
expand between 5.5% and 6.5% in 2022,
year. Media Prima remains Malaysia’s distribution of vital medical equipment for to be driven by normalisation in economic
number one choice for mobile content, public hospitals around Malaysia. activities arising from a high nationwide
reaching a larger audience than Google vaccination rate, resumption of projects
and Facebook. In light of the heavy rains and massive with high multiplier effects, strong
floods that hit several parts of Peninsular external demand and targeted travel
Supporting the community amid Malaysia in December 2021, we used our activities, particularly for business, health
adversity various channels to encourage the public and education purposes.
to donate to the Tabung Bencana NSTP-
In FY21, over RM5.7 million was disbursed Media Prima. Our post flood relief efforts According to PwC Global Entertainment
through our public-funded Media Prima- throughout the nation include funding and Media Outlook 2021-2025, Business-
NSTP Humanitarian Fund. This amount repair works of affected public buildings to-Business (B2B) and cinema are the
was disbursed to various relief efforts such as schools, mosques, as well as the fastest-rising segments, predominantly
across Malaysia which include medical disbursement of cash vouchers. driven by the rebound in advertising
assistance, poverty relief, humanitarian spending in 2021 to 2023 following its drop
aid in conflict zones, assisting the fight Altogether, your donations have assisted in 2020. Out-of-home (OOH) advertising
against the Covid-19 pandemic and more than 100,000 people in Malaysia and radio show growth in CAGR due to
flood-relief assistance. Throughout the and overseas as of 30 April 2022. Further recovery post pandemic lockdowns during
year, Media Prima dedicated a significant details on our relief efforts can be found which these two segments were most
amount of airtime and space on all its in our Sustainability Report 2021. We impacted.
media platforms to generate awareness are extremely grateful for all the public
on the various hardships faced by various support and generosity. Nonetheless, we remain cautious as
communities. Malaysia’s entertainment and media
Promoting good governance market recovery is expected to be slower
Donations to the Bantuan Kemanusiaan than other countries in the region.
Covid-19’s fund have allowed us to We are proudly a constituent company According to PwC, this market is projected
continue our efforts to support hospitals of Bursa Malaysia’s FTSE4Good Index to grow at a CAGR of 3.16% while ASEAN
and frontliners in their fight against Series, a benchmark and tradeable is projected to grow at a CAGR of 5.2%
the Covid-19 pandemic through the indexes for ESG (Environmental, Social from 2020-25.

Our Highlights
H.E Dr Merve Safa Kavakci, Ambassador of the Republic of Türkiye, and delegates from the Embassy of Turkey, visited our Sri Pentas headquarters to discuss
new areas of collaboration.
We have taken meaningful steps to

position ourselves for continued long-
term growth. Going into 2022, we intend to
embark on more collaborations between
our media businesses by leveraging one
another's strengths. We are the largest
in terms of mobile reach and the leading
broadcaster in Malaysia, and home to
many popular and beloved IPs — we have
the capacity to deliver clients the best and
unique media solutions.
We will also ramp up our sales operations

to take full advantage of a reinvigorated
adex market. Media Prima Omnia will also
focus on fast-growing industries that will
benefit from the economy fully reopening.
The National Tech Association of Malaysia

(PIKOM) expects e-commerce to continue
growing in the medium to long-term
as more consumers have adapted
comfortably to purchasing online. US Ambassador to Malaysia Brian D. McFeeters and delegates from the US Embassy paid a visit to
With that in mind, we will continue to Sri Pentas.

Our Highlights
message from
our group chairman
aim for further growth with WOWSHOP

by innovating our e-commerce platform
and enhancing customer experience. You
can find out more from our Management
Discussion and Analysis section.
We will continue to focus on doing what we

do best — making new high-quality news
and entertainment content. We will expand
our content into additional streaming
platforms and markets in 2022. Watch out
for amazing new shows and films from us
this year!
Tribute and thanks
I would like to express our appreciation

to a number of parties without which we
would not have been able to navigate
through 2021 successfully.
I would like to extend my utmost

gratitude to my Board colleagues for their
unwavering support and the indelible In December 2021, we visited our staff to offer them support after their homes were affected by
insights they bring to our team. In 2021, floodwaters
Datin Azalina Adham joined our Board
of Directors – welcome! We would like team to bring Media Prima to new heights. Last but not least, our most heartfelt
to extend our appreciation to Lydia Anne We believe the strategy of blending our gratitude to all our frontliners for keeping
Abraham, Mohd Rashid Mohd Yusof, internal talents while complementing up the good fight in this long battle against
Hisham Zainal Mokhtar, and Mohamad Bin with new ones bodes well for the Group to Covid-19. We must continue to support
Abdullah who stepped down from their ensure continuity while remaining fresh. the fight by protecting ourselves against
roles on the Board of Media Prima in 2021 the virus. We also pay tribute to everyone
— thank you for your dedication and the I would like to extend my deepest involved in the effort to strengthen
shared wisdom. appreciation to all our diligent and the nation’s economy and ensure the
dedicated employees — thank you for wellbeing of our citizens. Rest assured we
In 2021, Rafiq Razali, who served the persevering with us through these will be there to support you.
Group as CEO of REV Media Group, uncertain times. To all Government
stepped up as our Group Managing ministries, agencies, and regulatory Datuk Seri (Dr) Syed Hussian bin
Director and Rosli Sabarudin, who joined bodies we’ve partnered with, thank you. Syed Junid
Media Prima in 2012, as our Group Chief A big thank you to all our shareholders, Group Chairman
Financial Officer. We also welcomed Nazri business partners, and clients for
Noran as the CEO of Media Prima Audio choosing Media Prima. Your support has
while Samuel Wee was promoted as allowed us to thrive as Malaysia’s leading
CEO of REV Media Group. We have every and largest media company. Thank you!
confidence in our senior management

Our Highlights
2021
Key Highlights
February JUNE OCTOBER
17 February 1 June 1 October

We launched DidikTV KPM with the We appointed a new leadership team at Rafiq Razali appointed as Group
Ministry of Education our radio networks with Nazri Noran as Managing Director; Rosli Sabarudin
its Chief Executive Officer appointed as Group Chief Financial
25 February Officer
We posted our second consecutive
quarterly profit JULY 4 October
Sam Wee appointed as Chief
2 July Executive Officer of REV Media Group
MARCH We initiated the acquisition of
Balai Berita Bangsar 20 October
15 March We partnered with Celcom and LGU
We launched tonton CINEMA 26 July Plus to roll out Augmented Reality
TV3 launched new morning content content in tandem with the national
programming roll-out of 5G connectivity
23 March
We partnered with iQiyi
AUGUST NOVEMBER
APRIL
2 August 17 November
Media Prima’s radio network rebranded WOWSHOP reached its 3
1 April millionth customer mark
as Media Prima Audio
WOWSHOP celebrated its
5th anniversary
26 August 25 November
We posted second quarter profit driven We posted nine months profit for
16 April the period ended 30 September
by higher advertising revenue
REV Media Group was named Digital
2021, and fifth consecutive
Publisher of the Year for the second
quarterly profit
time at the d’Awards
SEPTEMBER
MAY 9 September
TV9 rebranded with a refreshed look
5 May and new content programming
Big Tree launched CuBig @ KLCC
Junction, a 3D anamorphic digital
display located the heart of Kuala
Lumpur’s City Centre
27 May
" We posted our third consecutive
profit and first 1Q profit since 2016
" Primeworks Studios entered into a
collaboration with Disney+ Hotstar
as its key content partner

We Are
MEDIA PRIMA
I love to relate how technology can help the Liyana Ahmad Rosdan
company to grow as a business and serve
the Media Prima family. I oversee system
implementations for Sales, Finance, HR,
Procurement and Admin services among others,
while working with the departments to help
improve their work processes so the system
solution would help them to be more efficient and
create value for the company.
- Liyana Ahmad Rosdan
Head, Enterprise and Business Systems,
Group Information Technology
My job is to provide the best service and ensure

that all electrical systems, air conditioners and others
can operate properly at Media Prima. I also get involved
and help in the success of a programme and event while
in the office or outside. What I love about this job is that
I am really interested in providing the best service and in
addition it can help to accomplish the company’s mission
to make a prime media company continue to thrive.
- Jemsul bin Othman
Senior Executive,
Group Corporate Administrative Services
Hanif Shaarani
Jemsul bin Othman Wong Loke Tung
I profile the offerings of

Big Tree so audiences
would recognise OOH as more
than just billboards, it’s the value
that our media offer to clients and
audiences in general in beautifying
and upgrading cityscapes, and for
brands to create landmarks. I do
this through unique storytelling and
creative communications.
- Hanif Shaarani
Manager, Marketing and Creative
Services, Big Tree
I am fortunate to have Media Prima and the news team.

- Wong Loke Tung
8TV, News and Current Affairs

I am in-charge of the overall Human Resources functions for Media Steve Jooseob Ko
Prima Television Networks. Being happy at work and loving what I
do is an overall productivity booster that enhances my performance
coupled with a positive and passionate mind-set. I truly appreciate all
the opportunities given and pray to continue to give my level of best
to the Company in return.
- Sylvia Singaraim,
General Manager, Human Resources - Television Networks.
Sylvia Singaraim My roles are in Business

Intelligence (BI) and Support (BS)
in WOWSHOP. BI is about setting up
the company budget and management/
KPI plan, and drawing a major action plan
to achieve the given target. To achieve
the goal/target, additional activities are
planned and the strategic direction is
revised by the BI and management team. I am proudly an NST journalist,
The BS team is to enable the WOWSTERs blessed with the opportunity of
to deliver better performance with utmost getting front row seats to historic
support and deliver customer satisfaction and important national events. I work
with WOW values (Customer service, closely with remarkable colleagues
Delivery and Warehousing etc). What who continue to inspire me with their
I love about this job is that it has great passion and creativity. At NST, we also
significance in providing convenience have encouraging editors who never
for shopping to Malaysian customers.In fail to support the growth of all their
addition, this business creates new value reporters. We are a small, but strong
and contributes to the Media Prima Group and tight-knit team with shared goals
synergistically. to take NST to greater heights.
My roles are in risk - Steve Jooseob Ko - Hana Naz Harun
management and business Head of Business Intelligence and Journalist, News Desk,
continuity management for the Support, WOWSHOP The New Straits Times
Media Prima Group. Generally, risk
management is about assisting Ida Haryati Binti Fazil Hana Naz Harun
business units in dealing with
uncertainty and effects that may
impede their ability to achieve
business objectives through the use
of methodologies recommended
by the ISO 31000. For business
continuity management, it’s about
collaborating with business units
to plan for business readiness in
disaster events to increase business
resilience. Through positive
engagement with business units, I get
to understand business diversity and
the competitive industry landscape.
- Ida Haryati Binti Fazil
Manager, Risk Management,
Group Corporate Governance,
Risk and Integrity
Our Highlights
Message from Our

Management Discussion and Analysis
As Malaysia’s leading and largest media

company, Media Prima plays a very
important role in the nation’s social fabric
— to inform and entertain. Our presence
is everywhere. Looking for news? Our
journalists deliver the latest information
and breaking updates across our multiple
news brands in English, Bahasa Malaysia
and Chinese on print, digital, radio and
television.

Our Highlights
You’re likely to find Buletin Utama on the

screens of busy eateries during dinner,
or a physical copy of Berita Harian on the
newsstands during breakfast. Head out
on the highway to work, and you’ll likely
chance upon one of our digital out-of-
home screens. Need a new vacuum? Head
on over to WOWSHOP. We have something
for everyone and have kept up with the
times to cater to the ever-changing needs
of our audiences.
Over our long history, we have faced many

challenges from disruptive technologies
and greater global competition, but the
last two years were unparalleled with the
Covid-19 crisis dominating all facets of
society. The pandemic pronounced our
public duty further, and we had to rise up
in our responsibility as a conduit between
the rakyat and those in-charge, to ensure In July 2021, we funded our own Group-wide vaccination programme to ensure our employees get
that we get through this crisis effectively. vaccinated early.
Adapting to this new normal meant We are People-First regular bi-weekly testing at work. We
significant changes in the way we live and will continue to encourage safe working
work, and how our businesses operate. Media Prima is undoubtedly a people- arrangements, and regular testing
And while we physically distanced first company. We exist because of our through distributing home test kits to
ourselves, we maintained the spirit of audiences, and the key ingredient to our ensure the safety of our employees.
togetherness leveraging technology to our success is our people.
advantage. Throughout the year, we invested in
I am extremely impressed by what our new and existing talents to drive our
I believe that Media Prima was quick teams have done through these difficult businesses forward. In June 2021, we
to adjust to the new normal, as evident times. Working with their utmost welcomed Nazri Noran, Aaron Pinto,
by our performance. As the pandemic dedication and determination, they have and Datuk Jake Abdullah, a trio of radio
extended into another year, so has our demonstrated the importance of Media industry veterans who have operated and
commitment to deliver the best out-of- Prima’s public duty. consulted winning radio stations across
the-box ideas to our clients and audiences. Malaysia. Our rejuvenated and rebranded
Throughout this period, we did our best audio business, Media Prima Audio, is
Amid all the challenges, we made great to ensure the health and safety of our led by Nazri as its Chief Executive Officer,
strides through the dedication and over 2,300 employees, as well as our Aaron as Chief Operating Officer and
hard working spirit of our team. They vendors and suppliers who are important Datuk Jake as Strategic Advisor.
are a reminder of our responsibility to to Media Prima’s ecosystem. To prevent
Malaysians. With our scale, we are able to the virus from spreading while ensuring In 2021, Sam Wee was appointed as the
make a big difference and have a positive our operations remain uninterrupted, REV Media Group’s (“REV Media”) Chief
impact in people’s lives. employees were encouraged to work from Executive Officer. Having been with
home or in split teams on rotation. the team since 2017, Sam played a key
role in growing REV Media to become
In July 2021, we were one of the first Malaysia’s number one digital publisher.
companies in Malaysia to fund our own Nicholas Sagau, who has over 16 years
Group-wide vaccination programme to of experience in the media and digital
ensure our employees get vaccinated space, was promoted to REV Media’s Chief
early. We were also one of the first Operating Officer.
companies in Malaysia to introduce

Our Highlights
message from our

group managing director
management discussion and analysis
At the Group level, Rosli Sabarudin was

5-YEAR NEW REVENUE (‘000,000)
promoted as Group Chief Financial Officer.
Rosli joined the team in 2012 and his
strength is in process improvement and
FY17 1,199
reengineering. He was instrumental in FY18 1,186
setting-up our commerce segment which
has grown into a profitable business. FY19 1,106
I believe that the combination of our new FY20 1,042
appointments, together with the wisdom
from our existing senior leadership FY21 1,120
team across our sales, television, print,
commerce and out-of-home businesses,
will drive new synergies for the Group
5-YEAR OPERATIONAL PAT WITHOUT EXCEPTIONAL ITEMS (‘000,000)
moving forward. Together, we are excited to
showcase what we have in store for 2022.
FY17 -172
I joined Media Prima in 2015 and have
witnessed the company conquer many
FY18 -101
different challenges to continue to be
the leading media group that it is today,
FY19 -69
a competitive digital player in a market FY20 -4
dominated by the big four tech players.
FY21 67
We are a team of creative, dedicated,
and passionate people willing to push
boundaries, and I hold huge confidence Advertising revenue increased by 16% to black, posting a profit backed by growth
that we will continue to be Malaysia’s most RM745.3 million in FY21, from RM642.9 in newspaper printing and distribution
important media group. million in FY20, driven by an integrated revenue of more than 20% in FY21 against
approach to advertising spearheaded by the corresponding period.
We are Going for Growth Media Prima Omnia (“Omnia”).
We are on a Journey to Financial
We have made great strides and exceeded Our digital business, REV Media, posted Flexibility
several of our FY21 targets ahead of a 10% increase to RM99.5 million in FY21
schedule. For the full year (“FY21”), the revenue from RM90.1 million in FY20. Our We continued to be cash generative, cost
Group posted a profit after tax (“PAT”) of commerce business, WOWSHOP, posted a disciplined and proactive in our capital
RM51.6 million, reversing a loss after tax FY21 profit despite the increase in in-store management.
(“LAT”) of RM18.1 million in FY20. The shopping options following the lifting of
three months ended 31 December 2021 movement restrictions. With our stronger financial footing, we
(“4QFY21”) saw the Group’s PAT increase were able to complete the acquisition of
by 55% to RM28.2 million in 4QFY21 from We worked hard to turn around our the Bangsar property which leveraged
RM18.1 million in the corresponding publishing segment, the New Straits external financing to take advantage of the
quarter (“4QFY20”). Times Press (“NSTP”), embarking on cost attractive cost of financing and tenure on
optimisation initiatives in 2020 to allow offer.
This represents the Group’s first full year us to operate at a more efficient level.
of operational profitability and the highest We also carved out NSTP’s Production We finished the year with a strong balance
quarterly profit (without exceptional items) and Distribution unit to operate as a sheet and a significantly healthier cash
since FY15. Our 4QFY21 also reflects our standalone printer to generate new position, with our cash and bank balance
sixth consecutive quarterly profit. This is a revenue and optimise available capacity of RM341.6 million as at the end of FY21
fantastic achievement given the difficulties within the Group. Our initiatives have from RM303.8 million as at the end of
due to effects of the Covid-19 pandemic. paid off. In FY21, NSTP returned to FY20.

Our Highlights
Our radio stations command strong

reach and influence with a reach of 5.1
million listeners in FY21. In August 2021,
we refreshed our radio business under
a new name — Media Prima Audio. This
involved rebranding of all radio stations
and restrategising their content and talent
line-ups. Hot FM and Fly FM now have a
new and different sound, complemented
by fresh new logos, looks and feels.
Our two other radio stations have been
rebranded as 8FM and Buletin FM
respectively. 8FM aims to capitalise on the
success of 8TV while Buletin FM will serve
as an extension to Buletin Utama.
5.1m
We captured
Molek FM is Media Prima Audio’s newest radio station targeting listeners in Kelantan and Terengganu.
Our FY21 performance has also set Our broadcast reach is unparalleled in
a strong foundation for us to push Malaysia. We remained the most watched
harder in 2022. It allows us to engineer television network with our channels, TV3, Listeners on radio
a better balance between giving back TV9, 8TV and ntv7 capturing over 33.6%
to shareholders, reinvesting into our of Malaysia’s television audience. In FY21,
business and preserving liquidity to TV3 reached 31.8% of broadcast audiences
strengthen our balance sheet. (Malay 4+) and 8TV’s audience share We recently introduced a new radio station
increased to 40.6% (Chinese 4+). called Molek FM, targeting listeners in
We want to ensure sustainable revenue Kelantan and Terengganu with radio
33.6%
streams which would then translate into We captured content that appeals to east coast
solid cash flows for the Group. This will communities. This expands our radio
enable us to keep moving forward with reach further geographically and to more
our capital allocation plans, which include targeted audiences across Malaysia. We
continuing to invest in our growth areas of are confident that these new initiatives to
advertising, digital and commerce. our radio business will deliver audiences a
Malaysia’s TV audience better experience with our content.
This journey to having financial flexibility
will not only allow us to stand against
financial pressures, but will better position
us to respond to investment opportunities
to enhance shareholder value.
We Command Strong Presence in

Malaysia
Our reach and relevance remained strong.

In FY21, we reached 98% of the Malaysian
population. Furthermore, we stayed as the
largest Malaysian company in terms of
total digital reach and the largest company
for mobile reach. We are home to popular
print and digital titles for the latest news
and information.

Our Highlights
message from our

Our strong broadcast reach, digital know-

how, and expertise in content production,
coupled with our access to a wide pool of
popular on-air talent, led us to establish
WOWSHOP in 2016 first as a joint-venture
and today, a proudly owned subsidiary
of Media Prima. Today, WOWSHOP is a
profitable business with presence across
seven television channels and on digital
platforms. In FY21, WOWSHOP garnered
over 3 million registered customers and
produced over 1,400 live shows since its
inception.
Beyond our homes, we are Malaysia’s

number one out-of-home advertising
solutions provider through Big Tree,
with nationwide reach across roads and
expressways, transit systems, shopping
In February 2021, we introduced DidikTV KPM, a strategic collaboration driven by Media Prima Omnia
malls and digital platforms. Big Tree’s and the Ministry of Education to increase access to quality education for all students nationwide.
assets and out-of-home solutions are able
to reach 80% of the total population.
For Omnia, the Covid-19 pandemic Iconic and landmark events such as the
There is so much we can do with our mass wasn’t our biggest test but the general Lazada Super Show and Shopee Big
reach and presence all around Malaysia, scepticism on our mission. Our detractors Show are a few examples that proved the
our multiple platforms, beloved brands raised concerns about the industry’s effectiveness of Omnia’s solutions for their
and popular intellectual properties. It readiness for a singular entity that would clients.
16%
made a lot of sense to tie this together create unmatched solutions through
under one umbrella, carried by one the integration of varied, multiple media
cohesive sales team led by Omnia. platforms. It took a lot of hard work and
dedication to the creative product that is
We Deliver Solutions aptly called the “Omnia Solution”.
We know how to connect with Malaysia In less than a year since our inception, year-on-year advertising growth
better than anyone else. We speak to Omnia emerged an unrivalled leader
Malaysians through the widest array of bringing the best professionals together
touchpoints, completing their days with under one solid brand. The contributing
one-of-a-kind content experiences- on air, factor to its success was the key strategic
online and on ground because “We Speak message: Omnia “speaks Malaysian” and
Malaysian” — Media Prima Omnia. reaches 98% of Malaysians hearts.
Launched in April 2020, Omnia is an Omnia’s strategy led to numerous

integrated solution provider that offers collaborations with global brands to
creative services and integrated marketing not only meet but rather exceed their
solutions across all our platforms, expectations. These brands include
specialising in brand campaigns, events Disney+ HotStar, Samsung, Shopee,
and creative content. Lazada and Foodpanda, who have greatly
benefitted and experienced rapid growth in
Malaysia thanks to Omnia’s expertise.

Our Highlights
Advertisers have also become more

receptive towards implementing out-
of-home campaigns that go beyond
conventional visuals through creative and
immersive executions.
Goodday Milk unveiled their new

packaging by constructing a giant 3D
structure of their new milk carton at Big
Tree’s Spectacular Junction, creating an
eye-catching display in the heart of Kuala
Lumpur’s Golden Triangle. These vibrant
visuals with the larger-than-life milk
cartons helped generate buzz for their
product launch.
Netflix presented an extension to

their out-of-home campaign with a
synchronised countdown across Big
Tree’s network of digital out-of-home In May 2021, Big Tree launched CuBig @ KLCC Junction which offers a crisp and dynamic digital
media, gearing up for the launch of the display and anamorphic content capabilities.
fifth season of its popular drama series,
Money Heist. On the day of launch, Netflix
Our TOTAL DIGITAL REACH
produced an anamorphic display on the
Cubig @ KLCC Junction, and amplified
the launch experience by radiating Money
FY17 10.2
Heist’s signature red colour on the FY18 13.3
Bangunan Getah Asli, while featuring a
large LED balloon on the rooftop of the FY19 13.9
building.
FY20 15.0
We will challenge ourselves to go further
as more economic sectors reopen in 2022, FY21 15.2
which gives us the potential to do more
Source: Comscore
for our partners. We believe Omnia has
become an undisputed leader and will
continue to grow, adapt, and evolve to Our digital segment is championed by REV Media which represents over 35 top authority
meet and exceed the demands and desires brands across multiple languages and genres, and reaches more than 15 million
of our partners because “We Speak Malaysians a month. REV Media aims to be the number one Malaysian digital media
Malaysian”. company in terms of reach, retention and revenue. We believe that the way forward is to
continuously innovate and be adaptive to the dynamic media industry.
We Command a Strong Digital
Presence Our Mobile Reach against competitors
We began investing heavily in our digital Media Prima 14.7

transformation in 2016 and today, we have
become a prominent player in Malaysia’s Company X 13.6
digital space commanding a stronger
presence, especially in mobile with an Google 12.2
audience reach of 14.7 million. Overall, we
command a total digital audience reach of Facebook 12.1
15.2 million. Source: Comscore Mobile December 2021

Our Highlights
message from our

We have built a large social media the Petronas Twin Towers. The CuBig @ respectively. Our online news strategy
following across Facebook, Instagram, KLCC Junction offers a crisp and dynamic is working, and we are committed to
Youtube, Tiktok and Twitter with a digital display and includes anamorphic upholding the highest standards of
combined social reach of 93.4 million content capabilities which gives audiences journalism for our audiences.
followers in December 2021. This is led a life-like, 3D visual experience. In FY21,
by our Facebook pages for Berita Harian CuBig @ KLCC Junction had consistent In broadcast news, our television
Online at 5.9 million followers, Harian 90% occupancy with big clients. programmes remain a key source of
Metro at 5.7 million followers and our news and information for Malaysians
YouTube page TV3 Malaysia at 5.0 million Our audio business introduced a new with millions of viewers watching our
followers. mobile app brand, Audio+, home for all information and news programmes such
its digital and social content such as live as Majalah 3, Malaysia Hari Ini, Wanita
To grow and consolidate the Group’s radio, podcasts, videos, and many more. Hari Ini, Borak Kopitiam, Living Delight and
sponsored social media content and Instead of downloading a separate app 8 E-News. Buletin Utama, in particular,
influencer marketing, REV Media launched for each station, all Media Prima Audio attracted an average viewership of 2.9
SPARK, a one-stop shop for social media brands are available under Audio+. million in FY21 while 8TV’s Mandarin
campaigns. The idea behind SPARK News remained the number one television
is to productise our valuable social We Delivered News And Updates programme among Chinese audiences.
media assets, and variety of talents and That People Trust
influencers to create a staple social media
product for advertisers across Media Our award-winning team of journalists
Prima’s digital platforms, news, television and editors are committed to upholding
and radio networks. the highest standards of impartiality and
living up to our reputation for trusted
Our Social Network Reach in 2021 journalism.
Twitter 10.6m In 2021, we grew our News Network,

Facebook 46.7m adding more premium titles to our
Instagram 13.7m offerings. This puts us at the forefront in
delivering the most accurate and verified
YouTube 18.3m
news to our audiences. Our News Network
Tiktok 4.1m today includes seven popular publications
in English and Bahasa Malaysia and ranks
This indicates that our brands are a among the top news sources for online
trusted go-to source among social media readership in the country.
users. We have the right social media TV Viewership Range in 2021
strategy and that there is more that we Two of our news portals, myMetro
can do to deliver greater value to our (hmetro.com.my) and BH Online (bharian.
audiences across all platforms. We will com.my) ranked as the most read online Buletin Utama
1.6 - 3.8 million

continue to be on the pulse for the latest news portals in Malaysia with 8.0 million
social trends and quickly respond to new and 7.4 million average unique visitors
digital habits across all demographics.
(Total Individuals)
Across the Group, our digitalisation
initiatives are seeing positive growth. Our
Mandarin News
670,000 - 1.3 million

out-of-home business, Big Tree, continued
to expand its digital out-of-home media
due to demand from advertisers for more
dynamic communication with audiences. (Chinese 4+)
Source: Nielson Audience International 2021
In May 2021, Big Tree launched CuBig
@ KLCC Junction — their largest digital Buletin Utama is one of the most watched
screen located on Jalan Ampang, opposite news programmes in Malaysia.

Our Highlights
New “shoppertainment” type content

was introduced in FY21 such as WOW
Bazaar, Trendy Tahirah, Masak Masak Cik
Lily, Kecoh Pak Kodi, Keluarga Sebelah and
Home Master Show. These new shows
aimed to have more personal interactions
with viewers and two-way engagement
through WOWSHOP’s Facebook and
Instagram accounts. Moving into 2022,
WOWSHOP will work closely with our
sales unit at Omnia to provide clients
with packages which would encompass a
combination of commercial air-time and
commerce space.
As one of Malaysia’s largest content

production houses, we are positioned
to benefit from the fast-growing video
streaming market. Revenue from content
sales tripled in FY21, underscoring the
successful execution of our content
distribution and programming strategy.
Our strong relationships with international
streaming platforms allowed us not only to
expand our digital footprint and audience
Some of our top shows on popular streaming platforms include Kisah Cinta Kita, Cukup Derita Itu, reach, but to also promote Malaysian
Bidadari Salju and Lagi-Lagi Senario. content overseas.
We Broadcast The Best Local viewers. The third season of our popular We’ve signed multiple content partnership
Entertainment reality show, Lagu Cinta Kita, garnered deals to stream some of TV3’s top Malay
an average reach of 2.9 million television dramas on Disney+ Hotstar. Primeworks
We continue to produce great local content viewers. Studios teamed up with iQiyi to give
which captivates the hearts and minds of exclusive first window broadcasting rights
our audiences from all walks of life. Our TV3 continued to be the number one to the majority of TV3’s highest rated
content offerings range from talk shows, destination for entertainment content primetime dramas such as Gerak Khas
dramas, animations, films, awards shows, among Malaysians particularly during Undercover and Shah Alam 40000.
reality competitions shows and more for Hari Raya capturing 26.4% of the audience
Malaysians. during the festive season in FY21, a 0.6% We are excited to announce that the third
increase from FY20. Primetime viewership season of our multiple award-winning
Our popular titles in FY21 included Kekasih during Hari Raya increased to 2.18 million animation series, Ejen Ali, will be released
Hati Mr Bodyguard (8.2 million viewers), viewers from 2.06 million in the previous in 2022 in four territories — Malaysia,
A Promise to Love (600,000 Chinese 4+ year. Indonesia, Singapore and Thailand. This
viewers), Hello My Little Fortune (600,000 marks Malaysia’s first animation co-
Chinese 4+ viewers) and Bonus Vacation Our strong television reach is one of the production with Disney+ Hotstar from
(604,000 Chinese 4+ viewers). main drivers to WOWSHOP’s success. Primeworks Studios and WAU Animation.
WOWSHOP’s focus is on content
Our awards shows continued to stay commerce, customer-centric products Pairing our popular brands and
relevant — the live broadcast of Anugerah and multi-platform offerings with more intellectual properties (“IPs”) with our
Juara Lagu captured 5.6 million viewers than 6,500 items on sale on all platforms mass reach across Malaysia places
while the 34th edition of Anugerah Bintang in FY21 ranging from household products us in a prime position to expand into
Popular BH was watched by 4.4 million to electrical items, fashion, beauty, food other segments such as licensing and
and beverage, and digital. merchandising. Beyond the screen,

Our Highlights
message from our

brands such as Carrie BacBuster and DidikTV narrowed that gap in learning We Support Communities
BATA have collaborated with our Ejen Ali among our nation’s students. In a survey
IP on their merchandise such as body done by IPSOS Malaysia in 2021, 98% We believe that our business is at its best
wash, hand sanitiser and footwear. Ejen of students found that DidikTV helped when it serves as a force for good. Our
Ali merchandises are also distributed by them understand things better because mass reach and multiple platforms enable
Mydin, one of Malaysia’s leading retailers. it became more engaging with attractive us to empower Malaysians to do more for
props and real-life objects used when the community.
Our large reach also allowed us to explaining concepts. When explained in
venture into other types of content such an entertaining TV programme style, it In 1991, the Media Prima-NSTP
as education. According to the Malaysian became much easier for the students to Humanitarian Fund was launched to serve
Department of Statistics, 98.1% of capture intangible ideas. as a channel for the public to contribute
Malaysian households had access to Free- donations to community causes. Generous
to-Air terrestrial television service, and The survey also found better SPM results donations to the fund have assisted those
were watching more TV during the various among the rural students despite the in need of financial assistance for medical
Movement Control Orders (“MCOs”). pandemic and limited learning resources. treatment, natural disaster and poverty
Grade “A” scorers (students achieving 5As relief, as well as those communities
A study by Khazanah Research Institute and above) showed rural SPM candidates overseas whose livelihoods were affected
on “Covid-19 and Unequal Learning”, (37%) outperformed the urban SPM by earthquakes or war.
revealed that there are close to 900,000 candidates (29%) especially on the SPM
students (37%) who do not have compulsory subjects with DidikTV as their Our most recent humanitarian efforts
appropriate devices for e-learning and primary learning resource during the were focused on assisting communities
even the 6%-9% of students who own MCO. It was also found that 96% of rural that were heavily impacted by flood
a personal computer or a tablet would sector SPM students reported that with waters that destroyed homes and public
have had to share the device with other DidikTV, they could better understand their buildings. Donations to our Humanitarian
members in a household for work and/or subjects without having to attend physical Fund allowed us to purchase needed
study. school sessions. items for affected communities such as
food vouchers, hygiene products, and
In February 2021, we introduced computers for schools among others.
educational content through a strategic
collaboration with the Ministry of
Education to increase access to quality
education for all students nationwide,
given our extensive reach and our ability
to produce quality and engaging content.
DidikTV KPM (“DidikTV”) caters to
students aged 6 to 18, from preschool to
pre-university, as well as educators and
tutors.
In addition to providing access to quality

education, DidikTV’s mission is to meet
the needs of students from low-income
families, and those living in rural or
remote areas who lack internet access
and digital devices. All content aired on
Didik TV are based on the syllabus from
the Ministry of Education.
In December 2021, we provided 280 hygiene kits to victims of floodwaters in Hulu Langat, Selangor.

Our Highlights
digital and commerce segments. We will

look out for more strategic collaborations
to expand further, while also
strengthening our competitive advantage.
We will do more of what we’re known for

— great content and IPs. We will invest
more in content in 2022 such as news
animations, documentaries, entertainment
content, dramas, films. We will also enter
into collaborations to create new IPs.
As we move into the year, we are mindful

that there can be no sense of complacency
to defend our position as Malaysia’s
We continued to engage with staff through a virtual Town Hall where we shared updates on the Group leading media group. We must always
and answered their questions. adapt and respond to new trends while
balancing efficiency and effectiveness.
Beyond the Media Prima-NSTP Launched in December 2014, this Index
Humanitarian Fund, our businesses found Series measures the performance of Thank you
ways to give back to the community. Our public listed companies demonstrating
radio team hosted a 24-hour virtual charity strong ESG practises. I would like to express my deepest
event, Konsert Amal CovAid, to raise funds gratitude to our team. It was a lot of hard
for frontliners and victims of the Covid-19 Our success and sustainability are work and we made necessary sacrifices
pandemic. The virtual event featured important and we will continue to deliver to be where we are today. We had to make
special appearances from more than 30 relevant and quality content while painful decisions to ensure we establish a
local artists and celebrities. The donations improving our operational efficiencies. stable foundation for us to grow. I am proud
were used to purchase medical equipment and inspired by the way you have risen
and food, as well as daily essentials for We Can Do Better In 2022 above all the challenges with resilience,
those affected during the pandemic. flexibility and creativity. Thank you.
Despite the challenges of the year, we
NSTP’s Harian Metro collaborated with made a lot of progress. It was a lot of hard All our accomplishments are what defined
the brand Hijrah to help B40 groups in work to get to where we are today. We had us as Malaysia’s leading integrated media
the Klang Valley facing socio-economic to consolidate assets and resources to group, and to ensure that, we will continue
problems through the donation of ‘Kotak streamline operations, which encouraged to invest more in our people, developing
Rezeki Harian Metro’ boxes. To assist efficiency and fostered an integrated talents, while supporting the community
small medium enterprises in bouncing approach in our work culture. because they are what makes our
back from the impact of the Covid-19 company thrive.
pandemic, Omnia launched the OmniaUSB We collaborated more across businesses
platform to serve as a one-stop centre by leveraging each other’s strengths. This To all our partners and suppliers, you
to empower businesses with business allowed us to be more agile and innovative, have helped our business move from
solutions and development courses. You and squeeze our potential as a leading strength to strength — thank you for your
can read more about our Humanitarian integrated media powerhouse. This continued support. Last but not least, a big
Fund and community initiatives across the allowed Media Prima’s Board of Directors thank you to our audiences for your trust
Group in our Sustainability Report 2021. to declare a first and final dividend of 1.5 and confidence in Media Prima. We exist
sen per ordinary share for FY21. because of you and we promise to ensure
We remained a constituent company of that Media Prima remains an institution
the FTSE4Good Index Series following the We believe that we have built the right that Malaysians are proud of.
December 2021 index review. Media Prima foundation for growth. Moving into
first added as a constituent in June 2019, 2022, we will focus on sustaining this Rafiq Razali
and this acknowledgement is testament momentum by keeping a close watch Group Managing Director
to our commitment to Environmental, on costs while accelerating revenue-
Social and Governance (“ESG”) practices. generating initiatives for our advertising,

Our Highlights
Group Financial
Review
OVERVIEW
We have made great strides and exceeded several of our

2021 targets ahead of schedule, adjusting to the new normal,
as evident by our performance. As the pandemic extended
into another year, so has our commitment to deliver the best
out-of-the-box ideas to our clients and audiences. This is
reflected in our financial results, which saw the Group post a
full year of operational profitability and the highest quarterly
profit (without exceptional items) since 2015.
Revenue in operating costs for 2021 is an

aggregate impairment of non-current
Revenue increased by 8% in 2021 to assets of RM15.5 million attributed
RM1,120.2 million against 2020 revenue to the impairments of property, plant
of RM1,041.6 million. Our integrated and equipment, intangible assets and
RM1,120.2
advertising strategy led by Omnia investment in an associate.
delivered a 16% increase in advertising
revenue in 2021 to RM745.3 million against Direct cost, which are costs associated
RM642.9 million in 2020. Content sales with revenue growth, increased by
million
increased by 205% in 2021 to RM43.4 2% to RM432.8 million attributed to
million against 2020 revenue of RM14.2 investments in digital and advertiser
million, largely attributed to the growth content programme costs during the year.
in licensing of programmes to media The increase was partially offset by lower
streaming platforms during the year. The cost of home shopping goods sold, which
increase in revenue was offset mainly reduced by 11% in 2021.
from lower home shopping revenue, which REVENUE
decreased by 13% in 2021 to RM267.9 Other operating costs excluding
million against 2020 revenue of RM308.9 impairment of non-current assets and increased by 8% in 2021 against 2020
million. net reversal of impairment of financial revenue of RM1,041.6 million
instruments decreased by 6% to RM584.4
Operating costs million. Lower employee benefits and
transmission, technology and distribution
Operating costs for 2021 decreased by costs were achieved through continuous
3% from RM1,056.5 million in 2020 to operational optimisation initiatives.
RM1,029.6 million in 2021. Included

Our Highlights
2021 2020
RM’000 RM’000
Amortisation of programmes and film rights 91,947 95,579
Newsprint and newspaper production 22,923 28,938
Outdoor display and production 57,142 48,914
Cost of home shopping goods sold 188,501 212,858
Content production and other media 72,308 39,505
Total direct costs 432,821 425,794
Transmission, technology and distribution 62,639 73,988
Employee benefits 287,272 297,500
Occupancy 23,349 24,703
Depreciation 92,592 111,137
Amortisation of intangible assets (excluding programme and film rights) 1,462 1,745
Other operating costs 117,074 110,792
Total other operating costs (before impairment of non-current assets and net (reversal 584,388 619,865
of)/impairment of financial instruments)
Impairment of non-current assets 15,505 -
Net (reversal of)/impairment of financial instruments (3,135) 10,843
Total other operating costs 596,758 630,708
Total operating costs 1,029,579 1,056,502
Taxation normalised earnings because we believe

normalised performance measures
Our tax expense increased by 214% provide management and investors
to RM38.7 million in 2021 compared with useful additional information about
to RM12.3 million in 2020. The higher our financial performance. Normalised
RM51.6
tax expense in 2021 compared to the performance measures are not defined by
preceding year is in line with higher profit MFRS and may not be directly comparable
before tax in 2021. with similar adjusted performance
measures used by other entities.
million
Earnings
We derived our normalised profit for the
We have posted a profit after tax of RM51.6 financial year by excluding exceptional
million in 2021, reversing a loss after tax items from the profit for the financial
of RM18.1 million in 2020, driven by higher year in the statement of comprehensive
revenue and lower operating costs in 2021. income. Exceptional items are those items
we consider to be one-off or material profit after tax
Exceptional items in nature that should be brought to
attention in understanding our financial reversing a loss after tax of
In addition to statutory performance performance. RM18.1 million in 2020
measured in accordance with MFRS,
we measure our performance based on

Our Highlights
group financial
review
The reconciliation of normalised profit for the financial year is as follows: Net cash flow used in investing activities
increased by RM139.5 million to RM208.6
million primarily from the advance
2021 payments made in 2021 for the acquisition
RM’000 of the Balai Berita Kuala Lumpur property
of RM118.4 million. Payments to acquire
Profit for the financial year 51,562
intangible assets increased by RM14.1
Exceptional item: million to RM79.7 million in 2021.
Impairment of non-current assets 15,505
Net movement of RM58.7 million in
Normalised profit for the financial year 67,067
cash flow used in financing activities
to RM21.4 million is partly due to the
lower drawdown of borrowings in 2021
Dividend Total liabilities compared to the preceding year. Most
of the drawdown of borrowings during
The Board of Directors approved a single- Total liabilities decreased by RM10.1 the year was from an Islamic term loan
tier dividend of 1.5 sen per ordinary share million to RM783.9 million as at 31 facility to partly finance the acquisition of
for the financial year ended 31 December December 2021. Non-current liabilities of the Balai Berita Kuala Lumpur property.
2021 amounting to approximately RM16.6 RM262.8 million remained fairly similar to Total cash flows from the payment of lease
million. the preceding year’s balance of RM261.9 liabilities decreased by RM23.1 million to
million. The RM40.5 million increase in RM39.5 million.
Total assets non-current borrowings partly from the
drawdown of an Islamic term loan facility Net cash
Total assets as at 31 December 2021 stood during the year, which was offset by a
at RM1,408.5 million, a 3% increase from RM39.3 million reduction in non-current At 31 December 2021, we are in a net cash
RM1,367.1 million as at 31 December lease liabilities. position of RM35.9 million compared to
2020. Non-current assets increased by a net debt position of RM6.8 million at 31
RM36.0 million, mainly due to non-current Current liabilities as at 31 December December 2020.
other receivables which are mostly in 2021 stood at RM521.1 million. Current
relation to the acquisition of the Balai tax payable increased by RM16.6 million Our gross debt position of RM305.7
Berita Kuala Lumpur property. Property, in line with higher tax expense for the million at 31 December 2021 comprising
plant and equipment and right-of-use year. Current borrowings decreased by borrowings of RM153.6 million and lease
assets decreased by RM51.8 million and RM12.3 million mainly due to repayment of liabilities of RM152.0 million. Reduction of
RM37.7 million respectively, with the banker’s acceptance facilities during the gross debt position by RM4.9 million from
decreases mostly due to depreciation year. RM310.6 million at 31 December 2020 was
charges during the year. largely due to reduction of lease liabilities
Cash flow balance by RM33.0 million, as well as
Current assets as at 31 December 2021 repayment of borrowings of RM48.2
decreased by RM5.9 million, with the Cash and cash equivalents increased by million. The reduction is partly offset
reduction in inventories and trade and RM34.9 million from RM291.3 million as at by drawdown of an Islamic term loan
other receivables by RM9.1 million and 31 December 2020 to RM326.2 million as facility and banker’s acceptances in 2021
RM33.6 million respectively being offset by at 31 December 2021. amounting to RM70.0 million and RM3.3
the RM37.8 million increase in deposits, million respectively.
cash and bank balances. Net cash flow generated from operating
activities increased by RM198.6 million
Non-current assets held for sale to RM264.9 million mainly due to better
increased by RM11.4 million due to a operating performance and improvement
reclassification from investment property in working capital during the year. In 2020,
as the sale of a property is expected to be movement in working capital was largely
completed in 2022. attributed to a RM97.8 million reduction in
payables.

Our Highlights
5-Year Financial Highlights
2021 2020 2019 2018 2017

OPERATING PERFORMANCE (RM'000)
Revenue 1,120,188 1,041,565 1,106,039 1,185,737 1,198,828
Profit/(Loss) Before Tax 90,223 (5,787) (173,001) 60,640 (605,528)
Profit/(Loss) After Tax 51,562 (18,086) (185,488) 58,991 (669,665)
Profit/(Loss) Attributable to Owners of the
Company 55,231 (18,378) (177,850) 58,623 (650,611)
KEY DATA OF FINANCIAL POSITION

(RM'000)
Total Assets 1,408,538 1,367,089 1,435,178 1,317,602 1,582,262
Total Debt 1
305,676 310,566 252,169 4,169 314,157
Share Capital 1,524,735 1,524,735 1,524,735 1,524,735 1,524,735
Shareholders' Equity 2
632,139 576,914 598,699 808,622 766,650
SHARE INFORMATION (SEN PER SHARE)

Basic Earnings/(Loss) Per Share3 4.98 (1.66) (16.03) 5.29 (58.66)
Net Assets Backing Per Share 56.99 52.01 53.98 72.90 69.12
Dividend Per Share 4
1.5 - - - -
FINANCIAL RATIOS
Return on Shareholders' Equity (%) 9% -3% -30% 7% -85%
Return on Total Assets (%) 4% -1% -13% 4% -42%
Gearing Ratio (Debt to Equity) 0.49 0.54 0.42 0.01 0.41
Interest Cover Ratio 6.6 0.6 (9.5) 3.8 (40.6)
Other Non-financial information

Number of Employees at Year End 2,397 2,332 3,689 3,897 4,039
1
Comprises of borrowings and lease liabilities
2
Comprises of share capital, other reserves and accumulated losses
3
Basic earnings/(loss) per share is calculated by dividing the net profit/(loss) attributable to the owners of the Company by the
weighted average number of ordinary shares in issue
4
Dividend per share is the total dividend declared for the respective financial year(s)

Our Highlights
group financial
review
5-Year Performance Summary
2021 1,120
Revenue
(RM’ MILLION) 2020 1,042
2019 1,106
2018 1,186
2017 1,199
2021 90
Profit/(loss)
before tax 2020 (6)
(RM’ MILLION) 2019 (173)
2018 61
2017 (606)
2021 52
Profit/(loss)
After tax 2020 (18)
(RM’ MILLION) 2019 (185)
2018 59
2017 (670)
2021 632
Shareholders’
equity 2020 577
(RM’ MILLION) 2019 599
2018 809
2017 767

Our Highlights
Simplified Group Statement of Financial Position
Total Assets (RM’000)
Property, Trade Cash and

plant and Investment Right-of- Intangible Deferred and other bank Other
Year equipment properties use assets assets tax assets Inventories receivables balances assets
2021 158,603 16,066 119,357 384,496 14,383 14,976 338,201 341,621 20,835
2020 210,396 28,136 157,017 387,139 11,584 24,097 232,992 303,783 11,945
Total Assets 2021 Total Assets 2020

1.4% 0.9%
11.3% 15.4%
1.1% 22.2%
24.3%
8.5% 2.1%
11.5%
27.3% 17.0%
24.0%
1.8% 28.3%
0.8%
1.0% 1.1%
Total Liabilities and Equity (RM’000)
Trade and other Deferred tax

Year Total equity payables Lease liabilities Borrowings liabilities Others
2021 624,616 422,981 152,042 153,634 37,288 17,977
2020 573,067 444,589 185,081 125,485 37,501 1,366
Total Liabilities and Equity 2021 Total Liabilities and Equity 2020
2.6% 1.3% 2.7% 0.1%
11.0% 9.3%
13.5%
10.8% 41.9%
44.3%
30.0% 32.5%

Our Highlights
Share Price
Chart
3.0 18,000
2.5 15,000
2.0 12,000
Volume Traded (‘000)

Share Price (RM)
1.5 9,000
1.0 6,000
0.5 3,000
0 0
30/6/2017 29/12/2017 29/6/2018 31/12/2018 28/6/2019 31/12/2019 30/6/2020 31/12/2020 30/06/2021 31/12/2021
Date 30/6/2017 29/12/2017 29/6/2018 31/12/2018 28/6/2019 31/12/2019 30/6/2020 31/12/2020 30/06/2021 31/12/2021
Share Price (RM) 0.94 0.76 0.48 0.35 0.48 0.28 0.15 0.29 0.45 0.42
Volume Traded 674,800 16,775,500 3,392,000 1,964,000 2,893,000 2,246,400 5,432,600 5,723,100 837,700 139,000

Our Highlights
Sustainability
Statement
About this statement

Reporting approach, guidelines Scope of reporting
and references
As the effects of the pandemic continue
The scope of this report covers key
to be seen and experienced by businesses
We have reached out to our internal business units which form a group of
and individuals across the nation and the
and external stakeholders this year to media-related businesses in television and
globe, it is more important than ever to
understand their expectations on matters radio broadcast, print, content creation,
build and strengthen business resilience.
that are material to the business. This digital, commerce, out-of-home media
For Media Prima Berhad, business
report has been prepared in accordance and sales. While our business operations
resilience and sustainability is about
with Bursa Malaysia Securities Berhad’s are mainly in Malaysia, we also serve
having a stronghold, much like the roots
Sustainability Reporting Guide (2nd Edition). customers and viewers beyond our borders.
of a tree, in business fundamentals and
We also use the Global Reporting Initiative
constructing forward-looking plans to
(GRI) Standards as a reference, while
weather the storms. reporting PERIOD
aligning our efforts with United Nations
Sustainable Development Goals (UNSDGs).
This sustainability statement provides 1 January – 31 December 2021
an overview of how we are doing from (unless stated otherwise in the report)
the aspects of our economic, social and
Bursa Malaysia Securities Berhad’s
environmental initiatives and performance Current figures are presented alongside
Sustainability Reporting Guide (2nd Edition)
across the Group. For more details on our data from 2019 and 2020 whenever possible
Sustainability Initiatives, you can refer to to track and measure our progress.
Media Prima Sustainability Report 2021. Global Reporting Initiative (GRI) Standards
Your views are important to us. Please

United Nations Sustainability Development send your feedback and suggestions to:
Goals (UN SDGs)
Group Strategic Communications
Department
Balai Berita, Anjung Riong,
31, Jalan Riong, Bangsar,
59100 Kuala Lumpur, Malaysia
Contact Number:
1300 300 672 | +603 2282 0353

Our Highlights
sustainability
statement
Sustainability Strategy
The Group’s sustainability strategy is supported by our core focus areas – Economic, Environment, Social and Governance. Through our myriad of integrated
media offerings, these focus areas remain our compass, purposeful in setting forth a sustainability agenda that will expand and grow in tandem with our
ambitions.
As we continue to engage our stakeholders to practise mutual awareness and achieve a deeper understanding of material matters pertinent to our long-
term success, the most important thing for us to remember is that sustainability is an ongoing journey rather than a destination. We will continue to support
initiatives that champion responsible media and feed these into a bigger industry strategy that addresses key issues.
Our Vision
To be the leading digital–first
content and commerce company
Our Mission
To enrich lives by informing, entertaining, and engaging across all media
Our Sustainability Core Focus Areas
Economic Environment Social Governance

Business practices that Resource efficiency Understanding human Ethical business
support and promote and minimise needs and managing conduct that promotes
long-term economic environmental impact business impact on accountability,
growth people transparency, integrity
and honesty

Our Highlights
Key Stakeholders Engagement
As an organisation that aims to enrich lives by informing, entertaining, and engaging across all media, our stakeholders are the heart
of our daily operations. We regularly engage our stakeholders, seeking to build stronger relationships. This increases our accountability
with our stakeholders while allowing us to better understand their expectations to enhance our sustainability strategies accordingly.
In 2021, the relentless disruptions caused by Covid-19 led to the continued use of virtual channels to engage with our stakeholders.
Amongst this was our Annual General Meeting (AGM) which was held through live streaming with remote participation and electronic voting.
The below Stakeholder Engagement table entails the formal and informal ways we stay connected to our stakeholders. Our key
stakeholders include, but are not limited to, customers, employees, shareholders, analysts, investors, government bodies, regulators,
public community, value chain partners, interest groups and industry peers.
Stakeholder Methods of Engagement Areas of Interest Addressing Their Interest

Customers " Customer satisfaction " Viewing preference Customers and the competition
Including Viewers, Surveys " Content development are instrumental to our prospects.
Users, Listeners, Readers, " Customer complaints tools " Technical support Sharing a common goal across the
Advertisers and Shoppers " Social media " Social discourse organisation, we give customers a
" Websites " Privacy and freedom of value-added experience using our
" Materiality survey expression products/services.
" Children’s rights
Employees " Employee satisfaction " Equal opportunities Employees are key to our
survey " Diversity innovation-driven culture.
" Employee engagement " Career progression They drive success and we are
programme " Benefits and rewards committed to being a good
" Internal communications employer.
such as newsletters, the
intranet and updates
" Events and functions
" Employee grievance
system
" Materiality survey
Regulatory Authorities " Regular communication " Compliance to all We have established sustainability
" Reports and compliance regulations governance to manage risk,
" Periodic meetings " Reducing our ensure compliance and operate
" Regular environmental environmental footprint with integrity at all times.
reporting to the
Department of
Environment
Shareholders, Analysts " Results announcement " Long-term profitability We are committed to delivering
and Investors meetings " Sustainability matters economic value to our capital
" Annual general meetings " Company’s performance providers through a strong
" Regular updates and against targets financial performance and our
communication " Compliance with all engagement methods.
" Investor roadshows relevant requirements
" Video conferencing and
video calls

Our Highlights
sustainability
statement
Stakeholder Methods of Engagement Areas of Interest Addressing Their Interest

Community and " Financial and non financial " Social and economic We strive to be a strategic partner
the Public contributions development contributions and a positive force in our local
" Philanthropic activities " Socio-environmental communities.
" Volunteerism programmes impacts
" Events and roadshows
Value Chain Partners " Contract bidding and " Fair procurement Supplier relationships are
" Third-Party Suppliers procurement management " Efficient supply chain governed by our supplier code
and Vendors " Training and talent management of conduct. Conforming to
" Event Sponsors management international ethical standards,
" Programme roadshows these guidelines stipulate the
" Programme licensing conduct expected from suppliers
negotiations in areas such as economic
" Materiality survey sustainability, environmental
" Video conferencing and sustainability and social
video calls responsibility.
Interest Groups " Regular and ad-hoc " Company’s performance Views of interest groups are
" Non-Governmental meetings " Rights of vulnerable included when considering the
Organisations " Official launches groups societal impact of operations.
" Industry Analysts " Events " Future direction
" Open dialogue " Digital media’s influence
" Interviews, press releases on society
and websites
Industry Peers " Conferences and meetings " Our performance We have an excellent record of
" Industry workshops " Compliance collaborating with key partners
" Networking events " Development within the and engage with thousands
" Materiality survey media industry of industry players and other
stakeholders every day. Sharing
ideas and inspiring positive change
allows us to continue making the
greatest possible difference.

Our Highlights
Materiality Assessment
Material matters are aspects that would affect our business ability to create value over time – those that diminish value are known as ‘risks’ and those
that support value creation are known as ‘opportunities’. A Materiality Assessment is conducted to identify and prioritise sustainability matters that are
important to Media Prima and its stakeholders.
In 2021, Media Prima engaged an external consultant to conduct a Materiality Assessment to review the relevance of identified material matters.
The process of Materiality Assessment is depicted in the chart below:
Identification &
Prioritisation Validation
Stakeholder Engagement
Stage 1 Stage 2 Stage 3
Together, Media Prima and the As part of the assessment, Media Prima management team
external consultant had: validated the:
" Internal and external
" Identified Media Prima’s stakeholders evaluated the " Materiality Matrix (plotted
internal and external importance of the material based on Stage 1 and 2)
stakeholders matters (how would the
" Process of the Materiality
" Listed relevant material management of each material
Assessment to ensure
matters based on prior matter affect their decision-
transparency and integrity
materiality assessment as making)
well as consideration of " Media Prima management
material matters team
" Engaged internal and 1. weighted stakeholders
external stakeholders in based on their influence and
evaluating the importance the company’s dependency
and significance of the on the stakeholders
material matters 2. evaluated significance of
the material matters to
the group’s Economic,
Environment, Social and
Governance impacts
Based on the Materiality Matrix (see next page), all identified seventeen (17) material matters are of high importance and have been
categorised into 4 aspects – Economic, Environment, Social and Governance.
This sustainability report will elaborate on the management of opportunities and risks for each of the material matters.

Our Highlights
sustainability
statement
Materiality Matrix
Based on the materiality matrix below, seventeen (17) material matters were identified to be of high priority. The higher the material matter is on the graph,
the more important the material matter is to our stakeholders; this would influence decision-making on their engagement with Media Prima. Material
matters that are located towards the right most of the graph means that they would have significant impact to the Group’s EES performance.
Materiality Matrix
100.00%
90.00% HIGH
80.00%
70.00% Medium
60.00%
50.00%
40.00%
Low
30.00%
20.00%
10.00%
0.00%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
HIGH Materiality Matrix (Close Up)

100.00% Quality & Customer Customer Privacy &
Satisfaction Information Security
95.00% Responsible
Content and Diversity, Equal Talent
Human Rights
Advertising Opportunity and Management
Importance to Stakeholders
90.00% Supporting Non-discrimination

Communities
Protecting Workers
85.00%
Sustainable
Procurement
80.00% Nation- Content
Local
Energy & Hiring building Management Regulatory
75.00% Climate Change Compliance
Environmental Economic
Resource Performance
70.00% Management Digitalisation
65.00%
60.00%
60% 65% 70% 75% 80% 85% 90% 95% 100%
Medium High
Significance to Group’s EES Impacts

The material matters are categorised into the following four (4) aspects:
Governance Economic Environment Social

Our Highlights
Alignment of Material Matters to UNSDG
GOVERNANCE
Material Matters Why It Matters To Us Contribution to UNSDG

M1 Regulatory Compliance Prevent corrupt and anti-competitive behaviour and
complying with all other economic, environmental
and social legislation
M2 Responsible Content and Advertising Provide adequate and accurate information to our
audience and leverage on our reach to advocate
economic, environmental and social matters
M3 Customer Privacy and Information Protect the safety, interest and privacy of customers
Security
ECONOMIC

M4 Economic Performance Ensure equity of the economic value generated and
distributed among different stakeholders as well as
the economic impacts throughout society
M5 Nation-building Develop local infrastructure and services which will

have an impact on the local community
M6 Digitalisation Stay competitive during rapid shifts in media

landscape to digital advertising, home shopping,
e-commerce, mobile apps and streaming
M7 Content Management Manage content for traditional and digital

distribution channels to ensure relevance
M8 Sustainable Procurement Support of local suppliers and promote good

environmental and social practices throughout the
supply chain

Our Highlights
sustainability
statement
ENVIRONMENT

M9 Environmental Resource Manage materials, water, effluents and waste used
Management and produced by the company due to operational or
non-operational activities
M10 Energy and Climate Change Manage emissions and energy relating to company’s
operational and non-operational activities
SOCIAl

M11 Talent Management Approach to hiring, recruitment, retention, working
conditions as well as training, upgrading employee
skills, performance and career development
M12 Local Hiring Contribute to economic development in local areas

and communities in which we operate
M13 Protecting Workers and Human Protect workers’ rights to join unions, enjoy a
Rights healthy and safe working environment, work without
force or coercion. This includes protecting human
rights, especially those from the minority group as
well as young talents
M14 Diversity, Equal Opportunity and Approach to ensure diversity and equal opportunity
Non-discrimination at work, eliminating all forms of discrimination
M15 Supporting Communities Support those living and/or working in areas that are
economically, socially or environmentally within our
reach
M16 Quality and Customer Satisfaction Promoting quality throughout operations to ensure
high levels of customer satisfaction

Our Highlights
ECONOMIC
Economic Performance and Nation-building
The Group understands the importance of its role in ensuring strong economic performance such that it will be able to positively
contribute to all its stakeholders as well as the nation’s Gross Domestic Product (GDP). Below are some of the Group’s economic
contributions to the industry for 2021:
RM1,166,819,000
Total Economic Contributions
RM16,638,000
Payment of dividends
RM8,582,000
Investment in R&D
2,397
Number of employees
RM812,654,000
Payment to vendors
RM287,272,000
Payment to employees
RM41,673,000
Corporation tax incurred
RM5,659,605
+ Total CSR Contributions
Integrated Solutions in Advertising Space Another successful collaboration was Samsung’s Keluarga Epik
television drama which achieved a viewership of 2.3 million.
Leveraging their profound understanding of Malaysians, Samsung’s advertising via Media Prima content, platforms and
Media Prima Omnia (“Omnia”) made great strides in revenue products has grown 225% since Omnia’s inception in 2020. Other
growth with its integrated solutions that reached out to 98% of successful campaigns include collaborations with Foodpanda and
households, penetrating various layers of society. One of the key Shopee. Foodpanda’s advertising with Omnia grew by 72.5% since
campaigns in 2021 which demonstrated Omnia’s expertise and 2020, while Shopee’s grew by 205.8%.
effectiveness was the multi-platform collaboration with Lazada.
The “Lazada 11.11 Super Show” was broadcasted simultaneously With Omnia as their trusted partner, Disney+ Hotstar achieved
on TV3 and ntv7 with a simulcast on YouTube, Facebook Live and effective brand expansion with campaigns across TV3, 8TV,
11 Big Tree Powerscreens. all Media Prima radio stations and out of home (OOH) media,
announcing their launch with outstanding prominence.

Our Highlights
sustainability
statement
Strategic Partnerships to Expand Reach
The sustainability of media companies involves adapting to the

shifting technological environment and taking advantage of
strategic collaboration. As one of Malaysia’s largest content
production houses, Primeworks Studios benefitted from the
fast-growing video streaming market. In 2021, we achieved an
impressive 400% increase in content sales revenue driven by
strategic partnerships with streaming services including Disney+
Hotstar, iQiyi and WeTV. Our strong partnership with these
international streaming platforms allowed us not only to expand
our digital footprint and audience reach but to also promote
Malaysian content overseas.
Big Tree launched its largest digital out-of-home display called CuBig @
KLCC Junction.
Additional Channel for Equitable Quality Education

400%
Increase in content sales revenue
DidikTV KPM, launched in February 2021, was conceptualised by

Interactive Advertising for Effective Marketing
the Ministry of Education and Media Prima to provide additional
access to quality education for students nationwide. The channel
In May 2021, Big Tree launched its largest Digital Out-of-Home
broadcasts teaching and learning content based on the Ministry of
(DOOH) display named CuBig @ KLCC Junction. We received a
Education’s curriculum and co-curriculum.
consistent 90% occupancy since the launch of this screen in 2021.
Observing the trend of growing interest in DOOH, we increased
Not only did DidikTV KPM manage to reduce the curve on a
our DOOH inventory in 2021 and plan to establish a greater
prevailing issue of educational inequality, but it also helped
coverage of premium DOOH in the Klang Valley and at multiple
elevate the education level for the rural sector students to have a
market centres in Malaysia. Big Tree also aims to upgrade and
more promising future.
create more contemporary upscale impressions incorporating
modern aesthetics.
90%
Content Occupancy for
CuBig @ KLCC Junction
in 2021
CONTRIBUTION TO THE GROWTH OF OUR LOCAL CONTENT

CREATION INDUSTRY
Primeworks Studios bagged 8 wins at the 31st Malaysia Film

Festival. These awards reflect the Group’s contribution towards
the growth and progress of the local film industry. The award-
winning films were Sangkar, Ejen Ali The Movie and Wira.

Our Highlights
Other productions that won award achievements included EJEN Digitalisation

ALI (Anugerah Bintang Popular Berita Harian 2021), EJEN ALI
MISI: JUANG (ContentAsia Awards), ISTERI MISTERI (Asian Digitalisation implies much more than merely embracing digital
Academy Creative Awards 2021) and BONUS VACATION (Seoul technology. We can harness the benefits of digital technologies
International Drama Awards 2021). to spur innovation, improve efficiency and enhance customer
experience. At Media Prima, we continue to leverage digital
Accomplishments in Other Notable Areas technologies to strengthen business resilience and develop
growth opportunities. Despite working from home, we have kept
The New Straits Times Press (NSTP) worked hard to turn around audiences entertained throughout lockdowns, developing new and
our publishing segment, returning it to the black in 2021. To quality content, thus helping the media industry become more
remain sustainable, it is important that we not only incorporate sustainable. Our digital themes below ensure our operations are
new strategies but also sustain and perpetuate our identity as a aligned to our digitalisation journey and our vision - To be the
transparent and responsible media group. Our award-winning leading digital-first content and commerce company.
team of journalists and editors are committed to upholding the
highest standards of impartiality and living up to our reputation
for responsible and trusted journalism.
NSTP bagged a total of 18 awards, including five top awards at

the Malaysia Press Institute-Petronas Journalism Awards 2020. Personalisation & Contextualisation
At the same award ceremony, TV3’s Majalah 3 won the Best Video Produce personalised content to engage consumers
Documentary for Benteng Biru Hijau – Virus Maut. facing information overload.
REV Media was awarded Best Digital Publisher of the Year by the
Malaysian Digital Association’s (“MDA”) Awards 2020, bringing
home the Gold Award for the second consecutive year. It also won
the Best Use of Data Silver Award for its campaign with EcoWorld
titled “Shaping Opinions Through The Opinions Of Others”.
Content Fragmentation
REV Media received the Excellence in Sports/Esports Marketing
(Silver) by Marketing Excellence Awards 2020 for the launch of the Distribute content across an increasing number of
esports campus tournament, XPAX Kejohanan E-Sukan Kampus platforms, devices and media.
(KEK) 2019.
Partnerships & Industrialisation

Establish media partnerships and leverage on technology to
partner with our audiences to co-create innovative content.
Championed by REV Media, our digital segment has become a

prominent player in Malaysia’s digital space. We represent over 35
top authority brands across multiple languages and genres, and
command a total digital audience reach of 15.2 million. We have
built a large social media following across Facebook, Instagram,
YouTube, TikTok and Twitter with a combined social reach of 93.3
million followers in December 2021.
TV3’s Majalah 3 won the Best Documentary Video for Benteng Biru Hijau -
Virus Maut, at the Malam Wartawan Malaysia 2021.

Our Highlights
sustainability
statement
Across the Group, our digitalisation initiatives are seeing positive Increasing Digital Reach and Presence
growth. We are inspired to continuously deliver greater value
to our audiences across all platforms. We shall persist to keep In 2021, our online news increased its online readership by 44%
a finger on the pulse of society for the latest social trends and from 5.17 million to 7.45 million. Our strong social media following
respond with agility to dynamic changes in digital habits across in 2021 was led by our Facebook pages for Berita Harian Online at
all demographics. 5.9 million followers and Harian Metro at 5.7 million followers.
93.3 million
In 2021, WOWSHOP grew its digital presence and achieved:
Total social media followers 33%

increase in engagement rate from
Launch of New Mobile Game App Ejen Ali: Agents’ Arena new Facebook Live and WhatsApp platforms
230,000
Riding on the popularity of Ejen Ali, this is the latest mobile game
to join the popular Ejen Ali mobile game family. In 2021, the Ejen
Ali mobile game series accumulated over 3.7 million downloads
and 201,000 monthly active users.
Growth in eSports by Going ‘Lokal’ and via Pesta Game

total followers
The gaming market is one of the largest in Southeast Asia, worth (Facebook & Instagram)
US$100 million in 2018. Thus, REV Media Group believes going
lokal (‘lokal’ is the BM word for local), is the essential next step
in IGN’s regional evolution. In 2021, IGN Southeast Asia – Bahasa
Malaysia achieved a monthly reach of 5.9 million audience. We
also anticipate our audience to increase by an estimate of 1.5
million monthly visits and 700,000 monthly active users. We
hosted Malaysia’s first virtual sports day, Pesta Game, whereby
local YouTubers faced each other in various esports. Organised by
YouTube Malaysia in collaboration with MyGameOn and IGN SEA, In August 2021, we refreshed and re-strategised our radio
the match was streamed live in Bahasa Malaysia across some of business to stay relevant for our audience. AUDIO+ became the
Malaysia’s biggest YouTube channels. home for all radio, digital and social content. AUDIO+ garnered
a 71% increase of total active users in September. The app also
contributed a huge increase in overall digital listening, with
an increase of 2.5 million listens for the month of August 2021
compared to July 2021.
Source: Comscore for web and mobile, Unity Analytics,

RADIOoactive analytics
We held Malaysia’s first virtual sports day, Pesta Game, where local
YouTubers battled each other in various esports.

Our Highlights
Content Management
Being Malaysia’s leading fully-integrated media company, content

creation and management is of utmost importance to Media
Prima to stay relevant in the industry and meet the demands of
its customers. Here we highlight the initiatives taken by different
business units across the Group to produce great engaging
content and grow our content distribution.
TV Networks Continue to be Relevant for Targeted

Audiences
Entertainment
Despite changing trends in consumer habits and emergence of
new media popularity, our flagship brands TV3, TV9, 8TV and ntv7 Primeworks Studios is the creative force behind a wide range of
remained resilient. We prevailed as the most watched television content genres, producing over 2,000 hours of compelling content
network with our channels capturing over 33.6% of Malaysia’s annually for a range of platforms including television, cinema and
television audiences. In 2021, TV3 reached 31.8% (Malay 4+) digital. Innovative content creation is the essence of sustainability
of broadcast audiences and 8TV’s audience share increased to in the media industry. In 2021, the hours of content produced via
40.6% (Chinese 4+). In broadcast news, Buletin Utama attracted Primeworks Studios more than doubled that of previous years.
an average viewership of 2.9 million in 2021 while 8TV’s Mandarin
News remained the number one television programme among We continue to produce great local content which captivate the
Chinese audiences. hearts and minds of our audiences across demographics.
Majalah 3’s production, Covid-19 Special Series on TV3 touched Hours of Content Produced
the hearts of Malaysians from all walks of life. In collaboration
with KKM and PMO, the series helped raise public awareness 2021 5.415
on the dangers of Covid-19. In particular, the episode titled “Kita
2020 2,609
Masih Belum Menang” moved viewers to tears.
2019 2,873
Kekasih Hati Mr Bodyguard the drama sequel managed to draw

8.2 million viewers during the 13 episode screening and was
also a hot topic on social media. The final episode of this sequel
managed to record 3.1 million viewers on TV3. The drama was
also popular on Disney+ Hotstar.
The third season of our multiple award-winning animation series,

Ejen Ali, is planned to be released in 6 territories across Southeast
Asia in 2022. This marks Malaysia’s first animation co-production with
Disney+ Hotstar from Primeworks Studios and WAU Animation. A film
Experimenting ”Shoppertainment” Content in Commerce
sequel, Ejen Ali The Movie 2, is also planned to be released in 2023.
2021 was a content experimental year for WOWSHOP. We explored

Digital Media
a variety of content concepts and formats. Innovative creations
combining interactive and exciting elements to entertain customers
TV3MALAYSIA Official remained one of the most watched on YouTube
as they shop led to the production of new “shoppertainment” type
Malaysia with 5.02 million subscribers and 552,612,437 views.
of content such as WOW Bazaar, Trendy Tahirah and Keluarga
Sebelah. Moving into 2022, WOWSHOP will work closely with
SAYS is one of Malaysia’s top social news website, with 4 million
Omnia to provide clients with packages which would encompass a
readers and over 11 million average monthly page views; while
combination of commercial air-time and commerce space.
SAYS SEISMIK the sister site of SAYS, reaches out to affluent and
urban audiences in Bahasa Malaysia with a reach of 4.2 million
average monthly page views.

Our Highlights
sustainability
statement
SOCIAl
Talent Management
Our most valuable assets are our people and the talent we nurture. They are the differentiating factors that shape our success. At
Media Prima, we strive to cultivate a diverse and inclusive working environment that promotes collaboration and inspires innovation
to achieve high performance. Our people strategy remains as our anchor, as we continue to reshape and adapt to navigate through
economic turbulence.
HR Pillars
Re-shaping Workforce Excellence Building Talent Capabilities Enriching Employee Engagement

Strategic organisational and Nurturing a competent workforce Embarking on efforts to promote
workforce planning that enables a and accelerating our workforce effective communication as well
significant contribution in business to future works by developing as to foster better relationships
performance and meets the their leadership, functional & between management and
organisation’s new challenges organisational competencies and employees.
(i.e., process, policy, system). core values via a new mode of
learning.
Anchored By Media Prima DNA

Integrity. Innovative. Entrepreneurial Spirit.
Impact
Attract. Engage. Retain. Grow.

Our Highlights
2021 continued to be a challenging year where we were forced to Continued Engagement to Upkeep Employee Morale
be agile and adapt to new ways. The disruptive changes caused and Wellbeing
Media Prima to classify our Talent Development strategy as
mission-critical. As the world embraced a new normal, we as As employees persevered working-from-home during the
leaders had to transform and positively evolve. lockdown, we continued to deploy various virtual engagement
activities to boost employee morale. In line with our Talent
Development Strategy framework, we placed high emphasis on
In 2021, Media Prima engagement to ensure that our employees have a strong sense of
belonging and are taken care of physically and psychologically.
was named as one of
Malaysia’s Top 100 Leading We were one of the first companies in Malaysia to fund a group-
Graduate Employees wide vaccination programme to ensure our employees get
vaccinated early. We were also one of the first companies in
Malaysia to introduce regular fortnightly testing at work. The
Group took extra steps to ensure employees feel supported in
Our People’s Learning and Growth their battle with Covid-19 by delivering care packages. In addition,
we conducted health and wellness initiatives after work to reduce
Growth is an integral part of Media Prima’s Talent Development stress and improve wellbeing during the pandemic.
strategy. During the Covid-19 pandemic, we encouraged and
empowered our employees to undertake self-development
opportunities to address their skill gaps and upskill accordingly.
The pandemic hastened our transition to online and remote
learning. Below are some achievements for the year:
RM227,036
Total investment in Training and Development
2,051
Total training man-days in 2021
147
Total no.of courses
7
training hours on
average per year per
employee
We were one of the first companies in Malaysia to fund a group-wide
vaccination programme to ensure our employees get vaccinated early.

Our Highlights
sustainability
statement
Diversity, equal opportunity, and Employee Welfare and Benefits

non-discrimination
The emphasis on employees has always been a part of our
Media Prima is committed to continuously engage all our company culture. We recognise and reward employees for good
employees respectfully and fairly. We strive to offer equal performance. We provide employment benefits to employees of
opportunities for all, regardless of an individual’s race, gender, all levels. We practise fair remuneration and comply with local
religion and any other attributes unrelated to employment labour legislation and any collective bargaining agreements that
expectations. We comply strictly with prevailing legislation on specify remuneration-related matters. All forms of discrimination
employment rights, including the prohibition of hiring minors. are prohibited in our Code of Conduct and Business Ethics. Below
are some of the benefits enjoyed by our employees:
Workforce breakdown by employment contract

Medical benefits for employees and their dependents
4,000
No. of Employees
Group term life and personal accident insurance

3,000 a 937
2,000 a 635 a 403

Social Security Organisation (SOCSO)
a 2,752
1,000 a 1,994
a 1,697
0
Flexible working arrangement and staggered hours
2019 2020 2021
No. of non-permanent staff No. of permanent staff
47%
Remote office
Annual leave, pilgrimage leave and maternity/

paternity leave
of our executives are females, reaching
almost an equal gender representation
Employee’s Provident Fund
on the company.
10%
Performance bonus (subject to profitability)
Various allowances
increase in permanent staff
(compared to 2020), providing more sense of security to
the employees during these uncertain times Festive subsidy
Workforce breakdown by number of executives by gender

in 2021 Local Hiring
We understand that we are able to play an important role in

No. of female reducing the unemployment rate of the nation. In 2021, we
executives actively participated and supported our Government’s initiatives to
946 1,053 increase employment opportunities for Malaysian citizens.
No. of male
executives
These initiatives include Program Insentif Pengambilan Pekerja
dan Bantuan Latihan (PENJANA KERJAYA) by SOCSO, an incentive
to encourage employers to employ unemployed Malaysians, post-

Our Highlights
graduates and post-school graduates as employees or apprentices. Additionally, the Group has implemented the following initiatives
We have also successfully on-boarded 28 Proteges in 2021 via our to keep our employees safe:
Protégé Programme, which aims to equip graduates with the right
skills through industrial attachment.
MEDIA PRIMA INITIATES MOVEMENT
Media Prima was named “Majikan Prihatin” (Caring Employer) CONTROL ORDER RESPONSE PLAN
by SOCSO under the Penjana 2.0 scheme for the effort of hiring
vulnerable groups/employees with physical disabilities. THE MEDIA PRIMA MCO RESPONSE PLAN
Will be implemented across the Group
comprising, among others, rotational
on-site and virtual operations, and on-site
split teams operations.
Awareness of Provision of
Covid-19 impact Personal Protective
through posters Equipment (PPE) to
and emails frontliners
Provision of hand Use of detergents

sanitisers in that can eliminate
strategic places Covid-19 virus
Protecting Workers and Human Rights
As part of Media Prima’s commitment to protect its employees Placement of

Pre- and post-
safety and rights, we comply with the Occupational Safety and safety markings
production safety
Health Act (OSHA) 1994, which includes new safety and health around office
briefings
regulations as stated below: premises
OSHA 1994 Section 15

Supporting Communities
15. (1) It shall be the duty of every employer and every self-
employed person to ensure, so far as is practicable, the
As the leading media group in Malaysia, it is our social
safety, health and welfare at work of all his employees.
responsibility to use our influence through our range of media
platforms to raise awareness and highlight the struggles faced
We are committed to providing all employees, visitors and by various communities. We continue to prioritise this public duty
contractors with a safe and sustainable workplace. We are also and are committed to drive initiatives to help the people in need.
committed to protecting the health and safety of our workers
and eliminating work-related illness and injury. Zero harm is the Media Prima - NSTP Humanitarian Fund (MPNHF)
ultimate goal; ensuring our people are not hurt at work and can
return home without injuries is of paramount importance. Below Despite challenging economic conditions, we are grateful and
are the indicators of the Group’s health and safety report as of 2021: humbled by the generous donations and the trust we received from
the public and organisations. At Media Prima, all contributions
Indicator 2019 2020 2021 are fully utilised for those in need, while all administrative costs
in managing the funds are borne by us. In 2021, we disbursed
Injury rate for total workforce 0.9 0.8 0 over RM5.6 million from the MPNHF to support individuals and
Occupational diseases rate for communities in need of financial help. Our public aid primarily
total workforce 0 0 0 focused on medical assistance, disaster relief and poverty relief.
Lost day for total workforce 76 75 0*
Absolute number of fatalities
for total workforce 0 0 0
* Due to employees working-from-home for most of 2021

Our Highlights
sustainability
statement
Humanitarian Medical Assistance TV3 Bersamamu

The MPNHF helped 140 individuals undergo life-saving Since its inception in 2005, the TV3 Bersamamu Fund has
surgeries, medical treatments, prosthetic and orthopaedic encouraged public participation and contribution through
treatments. These included surgery cases referred by the popular television programme Bersamamu and related
government hospitals across the country, 1 beneficiary of a activities on the ground. Today, the TV3 Bersamamu Fund
prosthetic limb and 1 beneficiary of a 3D Boston brace for is within the ambit of the MPNHF as it continues to provide
corrective spinal posture. The surgeries and treatments help to those in need. In 2021, we featured the plight
were conducted in Gleneagles Hospitals, Sunway Medical of many and provided relief in the form of financial and
Centre and Teh Lin Prosthetic and Orthopedic. medical assistance that helped 225 beneficiaries.
RM1,829,557
Funds Disbursed
225
beneficiaries
Bantuan Metro Prihatin

Bantuan Metro Prihatin is a fund launched in 2019 by
Harian Metro under the purview of MPNHF. It is dedicated
RM1,780,807 140
to providing financial support to those less fortunate.
Harian Metro has published numerous community stories
along with appeals from those in need since 1991. For the
Funds Disbursed beneficiaries past six years, these stories have also been highlighted
under a permanent column named Metro Prihatin. In 2021,
22 beneficiaries received aid in the form of financial relief
and medical assistance from Bantuan Metro Prihatin.
Humanitarian Poverty Relief

To lessen the burden of the impoverished, a total of 2,250
asnaf received aid via a CSR collaboration with the Federal
Territories Ministry. 1,500 asnaf in the Federal Territories
RM110,069 22
of Putrajaya and Kuala Lumpur received RM150 cash each
and 750 asnaf in the Federal Territory of Labuan received
food baskets worth RM100 each.
Funds Disbursed beneficiaries
RM300,000
Funds Disbursed
2,250
beneficiaries

Our Highlights
Continued Support for Pandemic-Stricken Businesses

Bantuan Kemanusian Covid-19 and People
In efforts to support our Government’s battle against the
Throughout the year, we remained committed to helping
Covid-19 virus, donations were channelled to fund the
Malaysians cope with the pandemic. #SupportLokal is an ongoing
purchase of 9 Top Loading Vaccine Refrigerators for the
campaign which was launched in February 2021 by Media Prima
Malaysian Armed Forces and the Ministry of Health, to
Audio (MPA) to support local businesses and spur economic
facilitate the distribution of vaccines to remote areas across
development by promoting their products. To date, the campaign
the country for the national immunisation programme.
received a total of 1,000 entries whereby approximately 350
businesses were promoted on-air and via the station’s social
media platforms.
Program Amal COVAiD #BaikSemula is a 24-hour virtual charity

programme by MPA to raise funds for the MPNHF’s Bantuan
RM166,500
Funds Disbursed
Kemanusiaan Covid-19 campaign. The show featured 43 artists
and reached more than 70,000 views and more than 30,000 live
conversations.
MPA also ran a campaign called AEON BersamaMu

#KitaJagaKita where listeners were encouraged to share their
pandemic challenges by sending a WhatsApp message to all MPA
stations. Almost 10,000 messages were received and the selected
Tabung Bencana
listeners were rewarded with necessities from AEON worth
Tabung Bencana NSTP - Media Prima was launched in RM200.
2009 to provide humanitarian aid to victims of natural
disasters. In January 2021, our Briged Sukarelawan Media The 30 Hari 30 Frontliners campaign was a collaboration by Hot
Prima – NSTP contributed over 700 sets of hygiene kits FM, Harian Metro and CSR Central Sugars Refinery Sdn Bhd
to Jabatan Kebajikan Masyarakat Negeri Terengganu (CSR) to show appreciation to frontliners. Selected frontliners,
and cash vouchers to 240 families in Kuantan, Pahang. In nominated by their friends and family, received RM500 cash and
response to the nationwide floods in December 2021, we groceries.
distributed hygiene kits to 280 families in Hulu Langat,
Selangor. Last but not least, 8FM ran a campaign that offered listeners the
opportunity to settle their bills. This campaign helped over 46
listeners with their utility bills, amounting to RM17,848 in total.
RM36,009
Funds Disbursed
Cash Vouchers Hygiene Kits
240 families 980 families

Our Highlights
sustainability
statement
ENVIRONMENT
Environmental Resource Management
We aim to contribute to sustainable development through measures that minimise the environmental impact of our activities and
promote appreciation for the environment. We also acknowledge the role we play in raising awareness and educating the public in
environmental preservation and resource conservation, be it through our actions or communication.
Following the guidelines below, Media Prima had zero cases of penalties or fines in 2021:
01 02 03 04
Comply with all Reduce and Select and retain Ensure safety
applicable legal prevent pollution Supply Chain of operations to
requirements and waste, and Partners who avoid any negative
conserve energy in conduct their environmental
all operations operations in an impact
environmentally-
responsible
manner

Our Highlights
Resource Consumption
Chemical
Chemical-Free
We acknowledge that printing causes environmental impacts like
deforestation and chemical effluence. In response to this, we have
taken sustainable measures to reduce the negative impact.
Plates Used in Shah Alam Branch

Paper
100%
The Group strives to keep chemical waste to a minimum because
we care for the environment and the people’s safety. In 2021, we
introduced the use of chemical-free plates in our operations which
resulted in the reduction of chemical usage. The plates are used
recycled paper to transfer images and text onto the printing surface. The chart
below shows the decreasing trend of our total chemical usage:
We have continued using 100% recycled paper in all our printing 8,000 150
to improve sustainability in our use of paper resource. We are 97.99
6,000
seeing a drop in demand for print order as our customers shift 79.27 100
to digital options, resulting in a lower output per kg of newsprint 4,000 6,660 59.36
(see graph on the right) as well as total decrease in paper 3,660 50
consumption (see graph below). 2,000 2,800
0 0
No. of pages per kg of Newsprint
2019 2020 2021
2021 396 Chemical Usage, Prepress (litres)
Chemical Usage, mileage (ml/m2)
2020 412
2019 419
Ink
NSTP Paper Consumption (MT) by Plant

ISO 12647-3 graphic
technology standard
Total:
20,000
15,720 Ink is a complex material containing heavy metals which are
Total: detrimental to the environment. Our ink process control is
Total:
8,924 compliant to ISO 12647-3 graphic technology standard, which
10,000 7,270
contributes to UN SDG 12 Responsible Consumption and
Production. Meeting global standards guarantees the quality of our
printing process and hence, eliminates unnecessary reprinting.
0
2019 2020 2021
250 24,000
Prai Shah Alam 23,031
200 22,546 23,000
205
150 22,000
20,963
100 21,000
116 111
50 20,000
0 19,000
2019 2020 2021
Ink Usage (MT) Number of gross pages per kg of ink

Our Highlights
sustainability
statement
Waste Management
Waste management is an important responsibility of Media Prima. We ensure our daily operations pose minimal damage to the
environment. The Environmental Committee is in charge of overseeing the performance of the Waste Water Treatment Plant’s effluent
water sample results to ensure that they meet Standard B compliances, which means meeting the conditions for discharge of industrial
effluent into other inland Waters or Malaysian waters (i.e., 200mg/L for most industries). All scheduled wastes are treated and disposed
safely at registered disposal facilities. The method of waste management is outlined below:
Type of Scheduled Waste
• Rags • Filter Press Sludge • Used Fluorescent tubes

• Used Hydraulic Oil • Vacuum Evaporator Sludge • Used Printing Blanket
• Used Gear Oil • Ink Waste • Used Activated Carbon
• Contaminated Empty Carboy • Used Mixed Solvent
Method of Waste Management
Recycle Pyrolysis Incineration

Process of gathering and processing Burning process without oxygen Burning process to convert
materials with the aim to repurpose to deconstruct organic matter and hazardous gas into carbon dioxide
them into new products. plastic. and water.
It is an eco-friendly method which It is a simple and inexpensive form It also uses the heat produced to
not only reduces waste but also of waste management that helps to convert into energy.
creates jobs. reduce waste in landfills, greenhouse
gas emission and pollution.
25.1 MT scheduled waste disposed in 2021 (2020: 20.42 MT)

Note: Some of the scheduled waste disposed in 2021 are accumulated from 2020. Scheduled waste can be stored and
disposed within 180 days.

Our Highlights
NSTP Paper Consumption (MT) by Plant Group Water Consumption (M3)
2021 24.3
160,000 Total:
157,506 Total: Total:
2020 24.9 140,000
122,042 122,817
120,000
2019 26.2
100,000
80,000
Total scheduled waste have declined. These include: 60,000
40,000
a E-Waste a Contaminated Empty Drum
20,000
a Vacuum Evaporator Sludge a Used Rags
a Used Oil a Used Printing Blanket 0
a Spent Hydraulic Oil a Used Activated Carbon
2019 2020 2021
a Mixed Solvent a Ink Waste
a Rotowash Carboy a Filter Press Sludge Sri Pentas 45,082 40,922 42,097
Bangsar 58,467 32,196 30,179
Newsprint Wastage (KG) Prai 22,468 21,876 21,210
Shah Alam 31,489 27,048 29,331
2021 773,615
Bangsar’s water consumption reduced in 2020 due to the
2020 664,892
shutdown of non-operational areas. In 2021, the slight increase
2019 860,144 in the Group’s total water consumption could be due to the
commencement of employees working at their workplace.
Effluents Management Readings in 2021

Newsprint Wastage include:
a Reel Ends a Newsprint Covers 200

a Run-up Spoilage a Machine Waste (Scrap Paper) 150
a Empty Core a Test Run and Mock-ups
100
50
100%
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
BOD (DoE limit 50 mg/l) COD (DoE limit 200 mg/l)
recycled to licensed contractor
Balai Berita Shah Alam houses its own Waste Water Treatment
Plant (WWTP). Wastewater generated by the plant is treated
Scheduled waste collected is handed off to Department of at this WWTP before being discharged safely into the drainage
Environment (DoE) licensed contractors, for appropriate disposal system. To comply with DoE, our effluent discharge is sampled
in accordance with environmental regulations, while we send all every week. We test the Biochemical Oxygen Demand (BOD),
paper waste to our licensed contractor for recycling. Chemical Oxygen Demand (COD) and sulphide parameters to
ensure they are within permissible limits set by the DoE.
We manage our water by shutting down unnecessary supplies
and prioritising the Fire System Management and other important Energy and Climate Change
equipment which require water supply, for example, chillers. For
consistency in water management, we send reminders to internal As a Group, we have policies dedicated to controlling energy
users to be more vigilant in using water. The Group’s water consumption and minimise wastage. These are also monitored
consumption over the past three years is illustrated as follows: by our Energy Committee. We make an effort to improve cost-
effectiveness, productivity and working conditions, with the
objective to protect the environment.
Our Highlights
sustainability
statement
To reduce energy consumption, we constantly remind employees Environmental Impact

to maintain the “No Cost Energy Saving” measures. Among the
measures are switching off lights and computer screens during Spreading Environmental Awareness Through Radio Platforms
long office breaks, controlling air conditioners via timer for certain
areas, and monitoring water usage. In 2021, the Group conducted several environmental Public Service
Announcements (PSA) across our radio platforms. These include:
Group Electricity Consumption (kWh)
a Waste Management
2021 29,798,448 a Water Management
a Reduce Food Waste
2020 38,854,820 a Invest In Sustainability
a Recycle, Reuse, Repurpose, Donate
2019 45,843,392 a Dangers of Fast Fashion
a Protecting Marine Life From Plastic
The chart shows the Group’s total electricity consumption across a Restoring Ecosystem
3 years. All the entities have experienced a decrease in electricity
consumption despite several media stations having resumed their Malaysian Wildlife Spotlighted In Kuala Lumpur To Raise
operation. Our highest energy use component is the chillers and Conservation Efforts
therefore, we have scheduled chiller managements to ensure
energy use is kept low. For Big Tree’s OOH Panels, we have Big Tree continued to develop awareness on flora and fauna
continued our initiatives in replacing current floodlights with LED conservation through the “Ilustrasi Haiwan Malaysia” campaign.
lights which offer higher lighting efficiency with energy-saving We produced vibrant art featuring a series of animals unique to
capabilities. Malaysia and these images were displayed around the vicinity of
Petronas Twin Towers. This campaign aimed to provide attention
NSTP Energy Intensity to 12 different animals such as the Malayan Tiger, Malayan
Peacock-Pheasant, and Malayan Tapir by relaying facts on the
The chart shows that the NSTP’s energy intensity has increased specific animal’s population, conservation status, and habitat.
over 3 years because of the print inefficiency. More energy is QR codes were embedded into the visuals of each animal for
required to produce less newsprint. Even so, initiatives have been passerbys to be able to retrieve this information.
set in place to reduce the energy used in NSTP branches.
Energy Usage (kWh) Per MT of newsprint
2021 1,115
2020 892
2019 630
We are currently monitoring Heating, Ventilation, and Air

Conditioning (HVAC) systems, lighting areas and compressed
air use for press machines. In addition, power inverters were
installed to reduce energy usage when optimum use is reached.
NSTP also submits an Energy Consumption Report to the Energy
Commission twice a year to ensure energy consumption is within
the regulated level of 3 million kWh for 6 months. We have a Big Tree’s Ilustrasi Haiwan Malaysia campaign aimed to develop
designated personnel who monitors the energy usage and we are awareness on flora and fauna conservation.
proud to report that we are within the stipulated limit.

Our Highlights
GOVERNANCE
Customer Privacy and Information Security
Protecting customer privacy and information security is Media Prima’s top priority with the advanced technology the world currently
brings. With our stakeholders in mind, our Group IT have developed principles and measures to minimise the risk of cyber threats.
Principles of Data Protection and Privacy
These principles are the foundation of our data protection and privacy.
Protect Comply Safeguard

data against unauthorised access while with national and international legal adequate measures to protect data from
ensuring it is accessible for legitimate requirements, particularly with the threats, including cybersecurity, that have
purposes with a suitable degree of Ministry of Communications and been identified in accordance with the
traceability. This protection is also Multimedia Commission (MCMC). level of risk associated with the loss of
extended to relations with third parties. confidentiality, integrity and availability of
information.
Risk Prevention Measures
The following lays out the risk prevention measures we have adopted:
a SSL Encrypted to prevent third-party infiltration amidst conversation

Protect Customer Data
a Database securely stored isolated behind Firewall and layers of security
and Privacy
a Transactions handled via API to prevent any data leakage
a PCI DSS Audit standard compliant for all payment processing
Ensure Safe Payment a Stored credentials encrypted to ensure no data can be reused by anyone or tampered
a Payments processed via authorized payment gateway providers
a Security Policy and Standards enforced and published, available to users and concerned parties.
a Physical and Environmental Security
- Security perimeter
Manage Cyber Threats - Biometric access controls
- Surveillance cameras and guards
a Computer and Network Management
a Online Sites hosted on Google Cloud Platform with CloudFlare CDN and WAF protection.
a Actively tracing and reporting pirated content to be removed
a DMCA Policy compliant to initiate takedown of the content
Combat Data Piracy
a Content manager/copyright manager used to review and issue takedown based on the content
review

Our Highlights
sustainability
statement
In 2021, there were 83% less intrusion attempts, which also resulted in 13% decrease in malware or ransomware detection. We are
proud to report 0% intrusions.
Summary of Cybersecurity Attack/Malware Attempt 2019 - 2021
Source: Mesiniaga SOC and Cloudflare
300 278
237
209
200
175
Number of Cases
146 152
100
1 0 0
0
2019 2020 2021
Malicious Code: Malware/ransomware Detection Intrusion Attempt: IP/Port Scan, DDOs
Intrusion: Confirmed Security Breaches

Our Highlights
Investor
Relations
At Media Prima, we are committed to effective, transparent and

regular communication. We place high importance in ensuring
that our stakeholders have a sound understanding of the Group’s
performance and position while we navigate an agile business
environment.
Throughout the financial year, we Our corporate website (www.mediaprima. our Investor Relations team for any queries
provided the investment community com.my) remains an important on the Group’s financial performance and
with an in-depth understanding of our communication platform for Media Prima. position. We additionally maintain regular
performance, business strategy and We have a dedicated Investor Relations communication with our analysts and
investment thesis. Our key financial portal (www.mediaprima.com.my/investor- institutional shareholders via conference
results and operating metrics are released relations) that is updated regularly with calls and one-on-one and group meetings.
publicly to Bursa Securities on a quarterly the latest corporate, financial and stock
basis. Our quarterly releases consist of information, and our quarterly results Engaging the Investment
detailed information relating to financial presentations upon release of our financial Community in 2021
statements, business performance results.
analyses of the Group and its operating The nationwide lockdowns and social
businesses, and the outlook for the Furthermore, our analysts and distancing measures did not deter us
following financial period. shareholders also have direct access to from engaging with the investment

Our Highlights
investor
relations
community. In 2021, our dialogue with the misinformation, fake news and the effects We Walk the Extra Mile
investment community included virtual of social media on our society, especially on
one-on-one and group meetings, as well as mental health. Our commitment to regular communication
teleconference calls. with the investment community has
In November, Rafiq participated at the CGS- been recognised by the Malaysia Investor
We participated in various investor CIMB Premier Roundtable Engagement Relations Association (MIRA). In 2021, we
conferences in 2021 to help investors gain Series (PRES) - “A New Blood Rising”. remained a constituent of Bursa Malaysia’s
a better understanding of Media Prima’s PRES is an exclusive closed-door forum to FTSE4Good Index Series, a benchmark and
strategic direction, financial sustainability provide captains of the Malaysian industry tradeable indexes for ESG (Environmental,
and digital initiatives. with a high-level engagement platform to Social and Governance) Investors. This
discuss pressing issues facing the country is testament to our commitment to ESG
In October, our Group Managing and share their thoughts on the road ahead practices. These accolades have never
Director, Rafiq Razali, participated in the for corporate Malaysia. This session was been our end objective, nonetheless, it
Bursa-Hong Leong Investment Bank: focused on discussing Media Prima’s is rewarding to see our commitment and
Stratum Focus Series XII Webinar: Cloud success in returning to its growth path, and unwavering efforts acknowledged by the
Computing: “ITs Now and The Future” how our businesses can remain relevant industry.
where he shared insight on Media Prima’s within a fast changing industry and more
journey in adopting cloud computing to global competition. We will continue to ensure high standards
increase efficiency in the workspace. in our corporate disclosures and interactive
In February 2022, we hosted our first virtual communication with all our stakeholders.
In the same month, Rafiq participated in Analyst Briefing. The Media Prima FY21 Media Prima will remain in the forefront
an MIDF Conversations webinar together Earnings Chat was a two-way interactive in terms of adopting best practices, ethics
with Azeem Abu Bakar, Managing Director virtual discussion with analysts and and governance for the benefit of our
and CEO of Free Malaysia Today, to discuss Rafiq, who was joined by our Group Chief stakeholders, with the ultimate objective of
Malaysia’s media landscape and the Financial Officer, Rosli Sabarudin. This enhancing shareholder value. We will strive
future of journalism. The conversation virtual session was attended by almost all to enhance the quality of our corporate
also dove into what it takes to nurture our invited analysts including those from disclosures.
great culture and high energy levels in an the buy side as well.
organisation, putting local companies on Visit www.mediaprima.com.my/investor-
track to become internationally-recognised relations or reach out to us at investor@
media brands, and other hot topics such as mediaprima.com.my

Our Highlights
Financial
Calendar
ANNOUNCEMENT OF CONSOLIDATED RESULTS
27 May 2021 26 August 2021

Announcement of the unaudited consolidated results Announcement of the unaudited consolidated results
for the 1st quarter ended 31 March 2021. for the 2nd quarter ended 30 June 2021.
25 November 2021 23 February 2022

Announcement of the unaudited consolidated results Announcement of the unaudited consolidated results
for the 3rd quarter ended 30 September 2021. for the 4th quarter ended 31 December 2021.
DIVIDEND ANNUAL GENERAL MEETING
First and Final Single-Tier Dividend of 1.5 sen per

Ordinary Share for the Financial Year Ended
31 December 2021 29 April 2022
Announcement Date : 23 February 2022 Notice of 21st Annual General Meeting
Entitlement Date : 5 May 2022
Payment Date : 20 May 2022
27 May 2022
21 Annual General Meeting
st

Our Leadership
Board of
Directors
03 04
05 06
01 02
Seated (L-R) Seated (L-R)

Raja Datuk Zaharaton binti Raja Zainal Abidin Datin Azalina binti Adham
01 03
(Senior Independent Non-Executive Director) Independent Non-Executive Director
Datuk Seri (Dr) Syed Hussian bin Syed Junid Dato' Sivananthan A/L Shanmugam
02 04
(Independent Non-Executive Group Chairman) Independent Non-Executive Director

05
Abdullah bin Abu Samah

06
Independent Non-Executive Director
Notes to the Board of Directors’ Profile on pages 65 to 68

Other than as disclosed:
1. None of the Directors have any conflict of interest with the Company.
2. None of the Directors have any convictions for offences within the past fives years.
3. None of the Directors have any public sanctions and/or penalties imposed on them by the relevant regulatory bodies during FY2021.
4. None of the Directors have any family relationships with any Directors and/or major shareholders of the Company.

Our Leadership
Board of
Directors’ Profile
Datuk Seri (Dr) Syed Hussian

bin Syed Junid
Group Chairman
Age Nationality Gender

61 Malaysian Male
" First appointment as Group Chairman-designate on 13 June

2019
" Appointment as Group Chairman on 1 July 2019
" Chairman of the Nomination and Remuneration Committee
Datuk Seri (Dr) Syed Hussian brings with him over 30-years of
professional experience in the insurance and technology sectors,
as well as an in-depth understanding of emerging technologies and
expertise in corporate transformation.
He began his career with The American Malaysian Insurance Sdn

Bhd in 1982. In 1986, he was promoted as the Penang Branch
Manager. In 1989, he was promoted as the company’s Senior
Regional Manager covering Penang, Perlis, Kedah, and Perak.
Within the Media Prima Group, he sits on the Board of Sistem

Televisyen Malaysia Berhad, Synchrosound Studio Sdn Bhd, Big
Tree Outdoor Sdn Bhd, Media Prima Digital Sdn Bhd, REV Media
Group Sdn Bhd, Media Prima Omnia Sdn Bhd, Wowshop Sdn Bhd,
Print Towers Sdn Bhd and The New Straits Times Press (Malaysia)
Berhad.
Sarawak, an appointment supported by the Ministry of Higher
Datuk Seri (Dr) Syed Hussian was formerly a Director of Tanjung Education and the Sarawak based university. He is also the CEO@
Offshore Berhad, AWC Berhad, Efficient E-Solutions Berhad, and Faculty for Sultan Salahuddin Abdul Aziz Shah Polytechnic and
Amanah Raya Reit Berhad. He was the Group Chairman – Malaysia Chairman of the institution’s Industry Advisory Board since 2018.
Operations for Western Digital. He had served as Director of all its At Universiti Teknikal Malaysia Melaka (UTem), he is an Adjunct
subsidiaries including Western Digital Media (Penang), SanDisk Professor and the CEO@Faculty for the institution. His many
Batu Kawan (Penang), Western Digital Substrate Johor and contributions to UTeM was recognised in 2019 when he received the
Kuching. He held key positions within Western Digital such as the Honorary Degree of Doctor of Engineering Technology. Other roles
Director of Asian Operations Support in 2000, as Senior Director in education include as the Advisor of Universiti Malaysia Kelantan
in 2011 and subsequently as Group Chairman. He is a Director Entrepreneurship Programme and Chairman of the WD-Ministry of
of Finisar Malaysia Sdn Bhd (now known as II – VI), one of the Higher Education Campus Connect Program.
biggest global multinational companies in Perak employing close
to 4000 employees. Both WDC and II – VI are listed on the National Datuk Seri (Dr) Syed Hussian holds a Diploma in Insurance from
Association of Securities Dealers (NASDAQ) US. the Association for Overseas Technical Scholarship (AOTS),
in Tokyo, Japan, in 1988 and a Certificate in Insurance from
Over the years, Datuk Seri (Dr) Syed Hussian’s contribution to Institut Teknologi MARA in 1982. He attended a Government
helping Malaysian students get access to quality education has Entrepreneurial Program at ASIA BUNKA Kaikan Tokyo in 1985.
been widely acknowledged by the country’s leading varsities. Datuk He also attended a Management Program course at Re GMBH in
Seri (Dr) Syed was appointed to the Board of University Malaysia Cologne, Germany, in 1991.

Our Leadership
board of
directors’ profile
Mohd Rafiq
bin Mat Razali

37 Malaysian Male
" Appointed as Group Managing Director on 1 October 2021

" Appointed as Group Executive Director on 18 February 2021
" Member of Risk Management Committee
Rafiq holds a Bachelor of Science (First Class Honours) in

Actuarial Science from Pennsylvania State University. He has
comprehensive experience in business development and strategic
planning. His track record includes establishing and scaling start-
up companies related to digital and information technology.
His career began with Maxis Berhad where he held various

positions that included responsibilities in the International
Business division and the Corporate Strategy division.
In 2011, Rafiq moved on to Groupon Malaysia. Groupon is an

e-commerce company based in the United States, connecting
customers with local merchants in more than 28 countries
including Malaysia. He was promoted as Groupon’s Country
General Manager for Malaysia in 2013, following an impressive
run of performance by the outfit.
In 2015, Rafiq was part of the team that established KFit (now
known as Fave), a Malaysian start-up with operations across
the Asia Pacific region. Fave was recently acquired by a leading
fintech company. Rafiq is also currently an Endeavor mentor.
His appointment as Group Managing Director is in line with the

Media Prima’s commitment to further consolidate its position
as the largest integrated media group in Malaysia, providing
the Group with numerous opportunities to introduce innovative
solutions to fulfil the ever-changing needs of its customers.
Within the Media Prima Group, he sits on the Board of Sistem

Televisyen Malaysia Berhad, Synchrosound Studio Sdn Bhd, Big
Tree Outdoor Sdn Bhd, Media Prima Digital Sdn Bhd, REV Media
Group Sdn Bhd, Media Prima Omnia Sdn Bhd, WOWSHOP Sdn
Bhd, Print Towers Sdn Bhd and The New Straits Times Press
(Malaysia) Berhad.

Our Leadership
" First appointment as Independent Non- Subsequently, the Government appointed

Executive Director on 13 August 2015 her as Chairman of Ninebio Sdn Bhd
" Redesignation as Senior Independent from January 2009 for a two year period.
Non-Executive Director on 12 June 2018 Between 24 June 2014 to April 2017, she
" Member of Nomination and served as Chairman of Global Maritime
Remuneration Committee Ventures Berhad, a subsidiary of Bank
" Member of Audit Committee Pembangunan Malaysia Berhad.
Raja Datuk Zaharaton holds a Bachelor Within the Media Prima Group, Raja Datuk
Degree in Economics from University of Zaharaton was previously the Chairman
Malaya and a Masters in Economics in 1979 of Big Tree Outdoor Sdn Bhd and formerly
from the University of Leuven, Belgium. She a member of the Board of Primeworks
was a civil servant for 34 years. Her last post Studios Sdn Bhd.
in the Government was as Director General
of the Economic Planning Unit specialising in She is a Director of her family-owned
policy analysis and financial evaluation. company, Kumpulan RZA Sdn Bhd. She
is also an Independent Non-Executive
Upon retirement, the Government of Director of Taliworks Corporation Berhad,
Malaysia appointed her as Chairman of Yinson Holdings Berhad and ARECA
Technology Park Malaysia Corporation Sdn Capital Sdn Bhd.
Bhd from January 2006 to December 2008.
Raja Datuk Zaharaton Senior Independent Age Nationality Gender

binti Raja Zainal Abidin Non-Executive Director 73 Malaysian Female
" First appointment as Independent Non- multinational companies. This includes

Executive Director on 11 March 2021 companies in oil and gas, banking and finance,
" Chairman of Audit Committee construction and property development,
hotel and hospitality, palm oil plantation,
Abdullah is currently serving as a Director manufacturing, and trading sectors.
on the Board of Kulim (Malaysia) Berhad
(“Kulim”), is the Chairman of Extreme Edge In addition to external audit, Abdullah has
Sdn Bhd (a subsidiary company of Kulim), significant experience in reviews of prospective
and a Director of Al-‘Aqar Healthcare Reit, financial information for purposes of initial
Al-Salam Real Estate Investment Trust and public offerings, rights issues and bond issues.
Damansara Reit Managers Sdn Bhd. He has led many audit assignments in financial
due diligence reviews on behalf of acquirers.
Abdullah began his career with KPMG
Malaysia from 1988 to 2020. In 1993, he was He graduated with a Master of Business
seconded for two years to KPMG London to Administration from the University of
focus on the financial services sector. He Washington, Seattle, USA. He also holds a
served as a Partner in the Audit Division Bachelor of Science in Business Administration
from 1997 until his retirement in 2020. He from the University of the Pacific, California,
also served as a member of Exco for KPMG USA. He is a member of the Malaysian Institute
Malaysia from 2014 to 2018. of Accountants and the Malaysian Institute of
Certified Public Accountants.
He has over 32 years of experience servicing
clients from various industries and large
Abdullah bin Independent Age Nationality Gender

Abu Samah Non-Executive Director 56 Malaysian Male

Our Leadership
board of
directors’ profile
" First appointment as Independent Non- (AI), digital transformation, e-commerce,

Executive Director on 15 April 2021 automation and 5G.
" Chairman of Risk Management
Committee Prior to his role at Nokia, Dato’
" Member of Nomination and Sivananthan was the Chairman and
Remuneration Committee Country Vice President of Tech Mahindra
and before that he held senior leadership
Dato’ Sivananthan holds a Bachelor’s roles at major IT firms such as IBM
Degree of Arts from the University of Malaysia and Sapura as well as at leading
Malaya. He was the Managing Director telco firms including Swedtel Southeast
of Malaysia, Sri Lanka and Maldives for Asia, Alcatel Network and Maxis. From
Nokia, a role in which he oversees the 2017 till 2019, he has been a Committee
operations of the three Asian markets. An Member of Outsourcing Malaysia,
experienced veteran of over three decades an outsourcing initiative coordinated
within the IT and Telecommunications field, by Malaysia’s national ICT industry
Dato’ Sivananthan throughout his career association, PIKOM.
had developed a deep understanding of
technologies i.e Industry IR 4.0. namely the Dato’ Sivananthan areas of expertise are in
internet of things (IoT), managed services, technology, business management, start-
cloud technology, artificial intelligence up, leadership, strategic planning, digital
transformation and corporate turnaround.
Dato’ Sivananthan Independent Age Nationality Gender

A/L Shanmugam Non-Executive Director 54 Malaysian Male
" First appointment as Independent Non- finance and privatisation having served with
Executive Director on 24 June 2021 Maybank Investment Bank and Alliance
" Member of Audit Committee Investment Bank Berhad.
Datin Azalina is currently an Independent
Datin Azalina brings over 29 years of diverse Non-Executive Director of MyCreative Ventures
financial and capital market experience in Sdn Bhd, a wholly owned subsidiary of Ministry
investment banking, corporate finance as well as of Finance Incorporated (MOF Inc), where
the stock exchange business. She was formerly she serves as the Chairman of its Board Risk
the Chief Operating Officer of Bursa Malaysia, Management Committee and Board Change
the Malaysian national stock exchange. During Management Committee. She also serves as
her tenure at Bursa Malaysia, Datin Azalina led a member of the Executive Advisory Panel of
several transformational initiatives including the Cultural Development Agency, CENDANA.
Bursa Marketplace – the first-of-its-kind virtual Further, she is also an Independent Non-
marketplace; Bursa Anywhere – ASEANs first Executive Director of OSK Holdings Berhad and
mobile depository e-services app; and the PRG Holdings Berhad and serves on various
Leading Entrepreneur Accelerator Platform board committees of the companies.
(LEAP) Market ASEANs first-of-its-kind
alternative capital raising platforms for SMEs. Datin Azalina holds a Bachelor of Science Degree
in Finance from Purdue University, United States
Prior to joining the national stock exchange, of America, and is an alumni of the Harvard
she was an investment banker with Business School, United States of America,
experience in corporate banking, corporate through its Advanced Management Programme.
Datin Azalina Independent Age Nationality Gender

binti Adham Non-Executive Director 53 Malaysian Female

Our Leadership
Senior
Management Team


37 Malaysian Male
" Appointed as Group Managing Director on 1 October 2021

" Appointed as Group Executive Director on 18 February 2021
" Appointed as Chief Executive Officer of REV Media Group on 15 April
2016
Rafiq holds a Bachelor of Science (First Class Honours) in Actuarial Science

from Pennsylvania State University. He has comprehensive experience in
business development and strategic planning. His track record includes
establishing and scaling start-up companies related to digital and
information technology.
His career began with Maxis Berhad where he held various positions that
included responsibilities in the International Business division and the
Corporate Strategy division.
In 2011, Rafiq moved on to Groupon Malaysia. Groupon is an e-commerce

company based in the United States, connecting customers with local
merchants in more than 28 countries including Malaysia. He was promoted
as Groupon’s Country General Manager for Malaysia in 2013, following an
impressive run of performance by the outfit.
In 2015, Rafiq was part of the team that established KFit (now known as
Fave), a Malaysian start-up with operations across the Asia Pacific region.
Fave was recently acquired by a leading fintech company. Rafiq is also
currently an Endeavor mentor.
His appointment as Group Managing Director is in line with the Media

Prima’s commitment to further consolidate its position as the largest
integrated media group in Malaysia, providing the Group with numerous
opportunities to introduce innovative solutions to fulfil the ever-changing
needs of its customers.
Notes:
Other than as disclosed:
1. None of the members of the Senior Management Team have any conflict of interest with the Company.
2. None of the members of the Senior Management Team have any convictions for offences within the past five years.
3. None of the members of the Senior Management Team have any sanctions and/or penalties imposed on them by any regulatory bodies
during FY2021.
4. None of the members of the Senior Management Team have any family relationships with any Directors and/or Major Shareholders of
the Company.

Our Leadership
senior
management team
One of his major strengths is his strong

Rosli bin Sabarudin interest in process improvement and
Group Chief Financial Officer reengineering.
Age Nationality Gender He spent 14 years in TNB assuming various

46 Malaysian Male roles with his last appointment as Financial
Controller for TNB Remaco Sdn Bhd. He has
" Appointed as Group Chief Financial also covered the role of Customer Service
Officer on 1 October 2021. Manager, State Finance Officer, SAP System
Implementer and Change Management
Consultant in the CEO’s office entrusted with
Rosli was appointed as Acting Group Chief major transformation initiatives.
Financial Officer on 24 April 2020. He
previously served as Group General Manager, In 2012, Rosli joined Media Prima. His scope
Finance (Financial Reporting, System and of responsibilities with the Group included
Operations). Financial Controller for Television Networks
(TV3/STMB) and Primeworks Studio. He
Rosli received his Accounting degree from played an instrumental role in the setting
Victoria University of Wellington, New up of CJ Wow Shop, a joint venture in 2016
Zealand, in 1998. Having started his career between Media Prima and South Korea’s CJ
with Tenaga Nasional Berhad (“TNB”) in ENM O Shopping Division and several major
1998, Rosli brings with him more than 24 transformation initiatives within the Group.
years of experience in Accounting, Finance
and Management in the utility and media Being a qualified accountant, Rosli is a Fellow
industry, which include statutory financial with the Association of Certified Chartered
reporting, financial operations, procurement, Accountants (ACCA, UK) and a member of the
financial systems and asset management. Malaysian Institute of Accountants (“MIA”).
Datuk Michael started his career as a

Datuk Michael Chan Copywriter at Ogilvy & Mather, where he won
Chief Executive Officer, numerous awards before switching to the client
Media Prima Omnia side as a marketer.
Age Nationality Gender His first job as a Client was at Mutiara Telecom,
52 Malaysian Male where he led the efforts to rebrand the company
to Digi, embedding his love for yellow in the
" Joined Media Prima Berhad as Group brand’s DNA.
Director of Commercial in November
2019 Datuk Michael then moved on to broadcasting at
" Appointed as Executive Director/CEO of Astro where he headed interactive TV services,
Media Prima Omnia in January 2020 before joining the Feel Good team at ntv7 as
VP for Brand Marketing. He continued in the
industry at Bernama TV as its CMO, before
Datuk Michael was the former CEO of MYTV heading back to telecommunications with Maxis.
Broadcasting where he led the team to
successfully migrate the Malaysian national Datuk Michael studied Political Science
broadcasting infrastructure from analogue to and Finance at the University of Kentucky,
digital - considered to be the region’s biggest has a Masters of Marketing from UNN (now
digitalisation effort to date. Northumbria University) and attended the
Executive Development Program at Harvard
He was previously the CEO of Bloomberg TV Business School. He has also been an Endeavor
Malaysia, where he created the country’s Mentor since 2013, and was recently appointed
first business focused TV station working to the Board of Perbadanan Stadium Malaysia
alongside the international Bloomberg team. (PSM).
Our Leadership
Media Prima’s TV3, ntv7, 8TV, TV9, tonton,

Dato’ Khairul Anwar WOWSHOP and Primeworks Studios.
Salleh
Chief Executive Officer of Media He graduated from Curtin University of
Prima Television Networks and Technology, Western Australia, in 1992 with
Primeworks Studios a Bachelor of Fine Arts (Sculpture). He also
holds a Diploma in Painting from La Salle
Age Nationality Gender College of Arts in 1989. Besides that, he
56 Singaporean with Male has also attended the Harvard Premiere
Malaysian PR Business Management Program and Astro
Insead Strategic Leadership Program.
" Appointed as Chief Executive Officer of
Media Prima Television Networks on 1 Dato’ Khairul has over 25 years of experience
August 2020 across the media and entertainment industry
" Appointed as Chief Executive Officer of ranging from the arts, television and stage
Primeworks Studios on 14 November 2020 production, to content management in both
entrepreneurial and corporate environments.
Dato’ Khairul is responsible for the overall He served as Vice President of Malay and
operations of Media Prima Television Nusantara Content Business of Astro
Networks and Primeworks Studios, and Malaysia Holdings Berhad from March 2010.
to strengthen its core businesses while
pursuing new business opportunities He currently chairs Creative Content
in-line with Media Prima’s long-term Association Malaysia (“CCAM”) and is also
growth strategies. Dato’ Khairul oversees an exco member of The Cultural Economy
Development Agency (“Cendana”).
Having been with the company for many

Mustapha Kamil bin
years, Mustapha began his career in NSTP
Mohd Janor
as a Cadet Reporter in 1989 and has since
Chief Executive Officer of NSTP
held various positions within the company.
In 1994, he attended the Advanced
61 Malaysian Male
Journalism course at the Thomson
Foundation in Cardiff, Wales when he was
" Appointed as Executive Director a Reporter with the New Straits Times’
of News and Editorial Operations on (“NST”) Business Times. In 1999, he served
2 October 2018 as NSTP’s Foreign Correspondent in New
" Appointed as Chief Executive Officer of York, and three years later returned to serve
The New Straits Times Press (Malaysia) as the Managing Editor of Business Times
in 2 October 2020 in 2001. Mustapha Kamil was promoted
as NST’s Group Editor in 2013 until his
Mustapha Kamil is the Executive Director of resignation in May 2016.
News and Editorial Operations, Media Prima
Berhad, as well as the Chief Executive Mustapha attended the Advanced
Officer of The New Straits Times Press Journalism Course at The Thomson
(Malaysia) Berhad (“NSTP”). Foundation in Cardiff, Wales.
He is responsible for the overall news

and editorial operations of the Group and
provides strategic direction and oversight to
the Group’s news operations.

Our Leadership
senior
management team
top authority brands and engages more than

Samuel Wee 15 million Malaysians.
Chief Executive Officer of
REV Media Group Prior to joining Media Prima, Sam and a
group of pioneers established Malaysia’s
Age Nationality Gender leading digital media group, REV Asia
35 Malaysian Male Holdings, which acquired SAYS, OHBULAN!,
and ViralCham to turbocharge its growth.
He also led REV Asia Holdings’ regional
" Appointed as Chief Executive Officer of expansion into Philippines, Indonesia and
REV Media Group on 1 October 2021 Vietnam. REV Asia Holdings was acquired by
Media Prima in August 2017 and rebranded
as REV Media Group in 2020.
Sam first joined Media Prima in 2017 as
the General Manager, Business Operations Sam started his career with HSBC Malaysia
of REV Media Group (formerly known as in Corporate Strategy and Business
REV Asia Holdings, a subsidiary of Media Transformation before venturing into the
Prima Digital), and was promoted to Chief start-up scene as one of the founding
Operating Officer in 2020. members of SAYS. Sam holds a Bachelor of
Business in Finance and Management from
He played a key role in helping REV Media the University of Technology, Sydney, and
become Malaysia’s number one digital is also the recipient of the HSBC’s Young
publisher which today represents over 40 Entrepreneur Awards 2006 (Asia).
offerings by bridging the experience of OOH

Mohamad Shukor bin media with online capabilities, extending
Ariffin reach, impact and recall.
Chief Executive Officer of Big Tree
He has also been responsible for managing
Age Nationality Gender and developing activities concerned with the
51 Malaysian Male production of cutting-edge media formats
that allow advertisers to not only reach
consumers effectively but also cascade brand
" Joined Big Tree in 2003 as Manager,
messages in the best possible way. Big Tree
Corporate Affairs and Business
has significantly transformed conventional
Development
advertising panels into those that utilise
digital screens, halo panels, ambient media,
Big Tree on 16 November 2017
retail displays and many other formats.
Shukor has demonstrated strong leadership At Big Tree, Shukor led several key projects
and contributed significantly towards Big for the company which included the
Tree’s rapid growth to become Malaysia’s implementation of OOH advertising solutions
leading Out-of- Home (“OOH”) Advertising for the Malaysian Mass Rapid Transit (“MRT”)
Solutions provider. and Light Rapid Transit (“LRT”) lines. These
transit lines engage the lucrative, young
He was promoted to General Manager, and online-driven demographics across the
Business Development and Corporate Klang Valley with extensive daily reach.
Planning, in September 2009 and later,
General Manager of Operations in October Shukor graduated from the University of
2011. In June 2017, he was made the Chief Bradford, United Kingdom, with a Bachelor
Operating Officer of Big Tree. of Science (Honours) in Economics. His
other appointments prior to Big Tree
An advocate for the utilisation of the latest included PLUS Malaysia Berhad, and Azlan
technologies, Shukor revolutionised the and Associates Consulting. He is also on the
Malaysian OOH industry and Big Tree’s Board of Big Tree.

Our Leadership
As Chief Executive Officer of Media Prima

Nazri Noran Audio, Nazri is in charge of its overall
Chief Executive Officer of strategy and operations to further strengthen
Media Prima Audio its position as a leading radio network.
Age Nationality Gender Nazri most recently served as Senior

45 Malaysian Male Assistant Vice President of Astro Radio
Malay and Tamil where he headed its radio
" Appointed as Chief Executive Officer of brands ERA, Sinar, Gegar, ZAYAN and
Media Prima Audio on 1 June 2021 Raaga. He began his career with Astro Radio
in 2001 where he served various roles with
hitz FM, Xfresh FM and Sinar FM.
Nazri has over 20 years of experience in the
entertainment industry. From his broad and
Nazri graduated with a Postgraduate
extensive experience in the radio broadcast
Certificate in Business Administration
industry, he is known for specialising in
and Management from the University of
creating content that resonates with the
Liverpool in 2017.
local audience.
and Food service, Bio, Logistics and Retail,

Yang Hyun Kim Entertainment and Media, headquartered in Korea.
Chief Executive Officer of WOWSHOP With over 20 years of experience with CJ Group,
he extended his foot print from broadband, Pay TV,
Age Nationality Gender OTT to Retail, Homeshopping, e-Commerce, and
49 Korean Male is well-versed in media, broadband, commerce,
digital, customer’s lifestyle business, and its
convergence and innovative transformation.
WOWSHOP on 1 April 2016 During his tenure with CJ ENM Commerce
Division (formerly known as CJ O Shopping), a
Global leading home shopping network, he was
Yang Hyun Kim was appointed as Chief Executive
responsible for incubating and developing global
Officer of WOWSHOP Sdn. Bhd. (formerly
businesses while providing strategy consultation
known as MP CJ ENM Sdn. Bhd) which was first
for India, China, Vietnam, Thailand, Philippines,
established as a Joint Venture with CJ ENM in
Turkey and Mexico. He most recently initiated
April 2016, and later wholly owned by Media
and led the Malaysia Homeshopping Project,
Prima in September 2020.
embarking on the WOWSHOP business.
With his comprehensive experience, in-depth
During his tenure with CJ Hello, a No. 1 Cable
knowledge and business acumen ranging from
TV operator in Korea later acquired by LG U Plus
media, retail, homeshopping, e-commerce to
in 2019, he was appointed to execute the Global
the consumer lifestyle sector, he has played a
M&A, was dispatched in India in 2012, and led a
pivotal role in diversifying the Group’s revenue
whole M&A project to acquire one of leading Pay
source, bringing in commerce and B2C revenue
TV operators, from the market research, feasibility
while driving digital transformation through
study, acquisition deal structuring, due diligence,
e-commerce and digital commerce.
term-sheet and final negotiation among others.
He received his Master’s Degree in International
Moving WOWSHOP to another level and keeping its
Business and Studies (Specialised in ASEAN and
market position incomparable, he is dedicated to
Australia) from CHUNG-ANG University, Korea in
customer-centric operations, compelling content
February 2000. He also received a Bachelors of
creation, value-creating merchandising, high level
Art in Economics from DONG-A University, Korea
of operational excellence and consistent digital
in February 1998.
transformation whilst delivering on its vision of
being “The Foremost Customer-Oriented Content
Before joining the Group, since 1999, he was
Commerce Platform in Malaysia” with the tagline
attached to CJ Group, Global Lifestyle Company,
of “Hidup Mesti Ada Wow!”
which had 4 core business divisions, Food
Our Governance
Corporate Governance
Overview Statement
The board of Media Prima Berhad is pleased to present Media Prima

Berhad’s Corporate Governance Overview Statement (“overview
Statement”) for the financial year ended 31 december 2021.
The Board of Directors of Media Prima Berhad is committed MCCG’S PRINCIPLE A - BOARD LEADERSHIP & EFFECTIVENESS
towards achieving excellence in corporate governance and
acknowledges that the prime responsibility for good corporate BOARD RESPONSIBILITIES
governance lies with the Board. The Board is fully committed
to ensuring that the highest standards of corporate governance The Group is led and controlled by an effective Board. All Board
are practised throughout the Group as a fundamental part of members carry an independent judgement to bear on issues
discharging its responsibilities to create, protect and enhance of strategy, performance, resources and standards of conduct.
shareholders’ value. The Board recognises the Board’s philosophy, principles, ethics,
mission and vision and reflects this understanding on key issues
The Board believes that good corporate governance is throughout the year.
fundamental in achieving the Group’s objectives. In order
to ensure that the best interests of shareholders and other The Board plays an active role in the development of the Group’s
stakeholders are effectively served, the Board continues to play strategy. It has in place an annual strategy planning process,
an active role in improving governance practices and monitor the whereby the Management prepared and presented its Business
development in corporate governance within the Group. Plan and Budget for the Board’s review and approval. The Board
reviews and challenges Management’s views and assumptions.
The overview statement demonstrates the Board’s commitment In furtherance of this, the Board then reviews and approves the
towards high standards of corporate governance practices, values annual budget for the ensuing year and sets the Key Performance
and ethical business conducts in consistent and complies with the Indicators in the Balanced Scorecard.
following best practices and guidelines:
The Board promotes good corporate governance through
1) Main Market Listing Requirements (MMLR) of Bursa Malaysia sustainability practices which will translate into better corporate
Securities Berhad (Bursa Malaysia); and performance throughout the Group. A summary of these practices
which demonstrate the Group’s commitment to the evolving
2) Malaysian Code of Corporate Governance 2021 (MCCG) global environmental, social, governance and sustainability
published by the Securities Commission. agenda is included in the Group’s Sustainability Report 2021.
Detailed coverage of our corporate responsibility initiatives are
The commitment and efforts of the Board and Management in explained separately in our Sustainability Report 2021.
sustaining high standards of corporate governance and investor
relations have been substantiated by the following accolades The Board is kept informed of key strategic initiatives, significant
received in 2021:- operational issues and the Group’s performance based on the
approved Key Performance Indicators in the Balanced Scorecard.
Awards ORGANISER The Chief Executive Officers of the business platforms and
selected Senior Management were in attendance at Board
MSWG-ASEAN Corporate Minority Shareholders Watch
meetings to support the Group Managing Director in presenting
Governance - Industry Group (MSWG)
the updates on the progress of key initiatives, business targets
Excellence Award
and achievements to date and to provide clarification on the
Top 10 Companies Malaysia Institute of Corporate challenges and issues raised by the Board.
Board Diversity Index Directors Malaysia (ICDM) and
Willis Towers Watson

Our Governance
In order to ensure the effective discharge of its functions and responsibilities, the Board delegates specific authority to the relevant
Board Committees and the Group Managing Director. The Group Managing Director shall steer and govern the Company with the
support of the Management via the various Management Committees, as depicted below:-
Shareholders
Board of Directors
Nomination and
Risk Management Audit Option
Remuneration
Committee Committee Committee*
Committee
Platform’s Chief Executive Officer
Management Committees
Information
Occupational,
Communications Humanitarian
Newsprint Programme Safety, Health
Technology Fund
Committee Committee & Environment
(“ICT“) Steering Committee
Committee
Committee
Information
Recovery
Procurement Tender Security
Executive
Committee Committee Management
Committee
Committee
* Dissolved on 27 May 2021
The Group Chairman leads the Board by setting the tone at The Board together with the Group Managing Director
the top, and manages the Board’s effectiveness by focusing on have developed position descriptions for the Board and the
strategy, governance and compliance. The Board monitors the Group Managing Director, involving definition of the limits to
functions of the Board committees in accordance with their management’s responsibilities. The Board has also approved the
respective Terms of Reference to ensure its effectiveness. corporate objectives for which the Group Managing Director is
responsible to meet.
The position of Group Chairman and Group Managing Director are
held by two (2) different individuals. There is a clear distinction The Board is further assisted by the Group Company Secretary
of roles and responsibilities between the Group Chairman of who is responsible for providing a central source of guidance and
the Board and the Group Managing Director in order to ensure advice to the Board, on its roles and responsibilities and good
that there is an equilibrium of power and authority and that no corporate governance.
individual has unfettered powers of decision.

Our Governance
corporate governance
overview statement
The Board and its Committees have full and unrestricted Board Meetings
access to all information necessary in the furtherance of their
duties, which is not only quantitative but also other information During the financial year ended 31 December 2021, the Board of
deemed suitable such as customers satisfaction, product and Directors had met 12 times on the following occasions:-
service quality, market share, updates and reactions. The Board
is provided with the agenda for every Board meeting together No Board Meeting Date
with comprehensive management reports in advance, for the
1 Special Meeting 14 January 2021
Board’s reference. The Chairman of the Board takes primary
responsibility for organising information necessary for the Board 2 Special Meeting 8 February 2021
to deal with the agenda and for providing this information to 3 71st Meeting 25 February 2021
directors on a timely basis. 4 Special Meeting 11 March 2021
5 Special Meeting 23 March 2021
All directors have the right and duty to make further enquiries
where they consider necessary. In most instances, members of 6 72nd Meeting 27 May 2021
Senior Management are invited to be in attendance of the Board 7 Special Meeting 9 June 2021
meetings to provide insight and to furnish clarification on issues 8 73 Meeting
rd
26 August 2021
that may be raised by the Board.
9 Special Meeting 28 September 2021
The Board meets at least four (4) times a year, once in every 10 Special Meeting 12 October 2021
quarter and has a formal schedule of matters specifically 11 74th Meeting 25 November 2021
reserved for Board decisions such as the approval of corporate 12 Special Meeting 13 December 2021
plans and budgets, acquisitions and disposals of assets that
are material to the Group, major investments, changes to Details of Directors’ attendance at the Board of Directors Meeting
Management and control structure of the Group including key for the financial year ended 31 December 2021 are as follows:-
policies, procedures and authority limits. Additional meetings are
held as and when required.
Attended/
Director Held Attendance
The Board is satisfied with the level of commitment given by the
Directors towards fulfilling their roles and responsibilities as Datuk Seri (Dr) Syed Hussian
Directors of Media Prima Berhad. The Directors’ commitment is bin Syed Junid
12/12 100%
affirmed by the high percentage of their attendance at the Board Independent Non-Executive
meetings and respective Board Committee meetings of Media Group Chairman
Prima Berhad held during the financial year ended 31 December Mohd Rafiq bin Mat Razali
2021. Executive Director 10/10 100%
(appointed on 18 February 2021)
Number of meetings convened by the Board and each Board
Raja Datuk Zaharaton binti
Committee
Raja Zainal Abidin
11/12 92%
Senior Independent
Number of Non-Executive Director
Meeting Meetings in 2021
Board 12 Independent Non-Executive
8/8 100%
Audit Committee 4 Director
(appointed on 11 March 2021)
Risk Management Committee 4
Dato’ Sivananthan A/L
Nomination and Remuneration Committee 7
Shanmugam
Independent Non-Executive 7/7 100%
Director
(appointed on 15 April 2021)

Our Governance
Attended/ AREA KEY TRANSACTIONS

Director Held Attendance Financial The release of financial results and
Datin Azalina binti Adham Reporting announcements made to Bursa Malaysia
Independent Non-Executive Securities Berhad:-
5/5 100%
Director " Group consolidated financial results for the
(appointed on 24 June 2021) financial year ended 2020; and
Lydia Anne Abraham " Group’s quarterly consolidated financial
Independent Non-Executive results (i.e. Q4 2020 and Q1, Q2 & Q3 of 2021).
7/7 100%
Director Boardroom " Composition of the Board Members in
(retired on 23 June 2021) Affairs Subsidiaries;
Mohd Rashid bin Mohd Yusof " Nomination of Directors/Member of Board
Independent Non-Executive Committees of Media Prima Berhad;
7/7 100% " Deliberation of Findings on Board
Director
(retired on 23 June 2021) Effectiveness Evaluation Exercise;
" Annual Review on the list/composition of
Hisham bin Zainal Mokhtar
Directors for the Media Prima Group of
Independent Non-Executive
5/5 100% Companies; and
Director
" Disclosure of Directors’ interest.
(resigned on 1 April 2021)
Regulatory " Annual Report 2020’s Statements:-
Mohamad bin Abdullah
Compliance - Audit Committee Report;
Non-Independent
2/2 100% - Statement on Risk Management and
Non-Executive Director
Internal Control;
(resigned on 18 February 2021)
- Risk Management Committee Report;
Dato’ Iskandar Mizal - Corporate Governance Overview Statement;
bin Mahmood - Group Chairman’s Statement; and
5/5 100%
Executive Director - Group Managing Director’s Statement.
(resigned on 18 May 2021) " Circulars/Letters from Authorities.
Litigation Quarterly summary and status of litigations suits.
Key transactions deliberated and approved by the Board for the
Status
financial year ended 31 December 2021 include:-
Employee " Appointment and remuneration structure for
Welfare the newly appointed Senior Management;
AREA KEY TRANSACTIONS
" Employees’ Key Performance Indicators
Strategic " Proposed Budget and Business Plan of achievements for financial year ended 2020;
Stewardship the Group for the financial year ending 31 " FYE 2020 KPI scorecard framework;
December 2021; " Senior Management’s Balance Scorecard
" Quarterly Risk Profiles of Media Prima Group; Rating for financial year ended 2020; and
" Proposed relocation exercise; and " Balance Score Card for Senior Management in
" Related party transactions. 2021.
Investor " Quarterly Equity Structure Report;
Relations " Quarterly Shareholding’s Reports; Board Committees
" Proceedings and Possible Questions and
Answers for the 20th Annual General Meeting; The Board committees which comprise of Audit Committee,
" Press release on the Group’s Performance for Risk Management Committee, Nomination and Remuneration
the financial year ended 2020; and Committee assist the Board to fulfil its governance role
" Press release on the Group’s Quarterly effectively. The details on Nomination and Remuneration
Performance for the financial year ended 2021. Committee is elaborated further under Principle A of the overview
statement on page 74 whilst details on Risk Management
Committee and Audit Committee are further explained under
Principle B of the overview statement on page 84.

Our Governance
overview statement
Option Committee
The Option Committee was established on 27 August 2004 and is chaired by Raja Datuk Zaharaton binti Raja Zainal Abidin who was
appointed on 23 February 2017. The other member of the Option Committee includes:-
No. Director Remarks

1 Hisham bin Zainal Mokhtar Appointed on 27 February 2019 (Resigned on 1 April 2021)
The Committee was dissolved on 27 May 2021.
Board Directorships
All directors of the Group do not hold more than five (5) directorships in public listed companies as at 31 December 2021. Directorship
of Board members on listed Companies including Media Prima Berhad is as follows:-
Board Member’s Directorship in Listed Companies (including Media Prima Berhad)
DIRECTORSHIPS NO OF DIRECTORS NAME OF DIRECTORS %

3 Directorships 3 " Raja Datuk Zaharaton binti Raja Zainal Abidin 50%
" Datin Azalina binti Adham
" Abdullah bin Abu Samah
1 Directorship 3 " Datuk Seri (Dr) Syed Hussian bin Syed Junid 50%
" Dato’ Sivananthan A/L Shanmugam
" Mohd Rafiq bin Mat Razali
The directors have sufficient time to carry out their responsibilities and the Group Chairman will be notified before a director accepts
any new directorship.
Senior Independent Non-Executive Director
Raja Datuk Zaharaton binti Raja Zainal Abidin who joined the Board on 13 August 2015 continues to be the Senior Independent Non-
Executive Director in the current year, to whom concerns pertaining to the Group may be conveyed by shareholders and the public.
Shareholders and any other interested parties may contact Raja Datuk Zaharaton binti Raja Zainal Abidin to address any concerns in
writing as per the following details:-
Email : zaharaton@mediaprima.com.my
Office Address : Media Prima Berhad,
Group Secretarial,
Level 3, Balai Berita Bangsar, Anjung Riong,
No. 31, Jalan Riong, Bangsar, 59100 Kuala Lumpur.
Board Training
The Board acknowledges the importance of continuous development of its Directors and encourages them to partake in courses or
programmes that serve to enhance their skills and update their knowledge.

Our Governance
All Directors had attended relevant training programmes in 2021 to enhance their skills and knowledge, and to keep abreast with the
relevant changes in laws, regulations and business environment in order to discharge their duties effectively. Conferences, trainings
and/or seminars attended by the Board of Directors in 2021 are shown below:-
CONFERENCES/SEMINARS/TRAINING DATE ORGANISER DIRECTOR

Leadership & Strategy
Managing Human Rights: Why is it 11 March 2021 KPMG Board Leadership Abdullah Abu Samah
important to corporations Centre
Mandatory Accreditation Program 31 March - 2 April 2021 Asia School of Business Mohd Rafiq Mat Razali
31 May - 2 June 2021 Iclif Executive Education Abdullah Abu Samah
Center
28 - 30 June 2021 Dato’ Sivananthan A/L Shanmugam
11 - 13 October 2021 Datin Azalina Adham
Board of Directors Training on 5 August 2021 Yinson Holdings Berhad Raja Datuk Zaharaton Raja Zainal
i) Impact of Covid-19 and other Abidin
emerging risks.
ii) Board Responsibilities (MCCG 2021)
iii) When governance fails – Red Flags
Sustainability: Decarbonisation and 13 September 2021 Deloitte Malaysia (Chin Datin Azalina Adham
Carbon Neutrality Foong Ling & George Lee)
Board of Directors’ Workshop – 12 October 2021 Media Prima Berhad " Datuk Seri (Dr) Syed Hussian
1. The purpose driven organisation by Syed Junid
Ms Lydia Anne Abraham, Founder " Mohd Rafiq Mat Razali
and Chair of Leadwomen Sdn Bhd. " Raja Datuk Zaharaton Raja
2. MyDIGITAL and National Fourth Zainal Abidin
Industrial Revolution Policy by Ms " Abdullah Abu Samah
Marina Che Mokhtar, Partner-PwC " Dato’ Sivananthan A/L
Advisory (Economics & Policy). Shanmugam
3. Malaysia Entertainment & Media " Datin Azalina Adham
Outlook: 2021-2025 by Mr Michael
Graham, Chief Digital Officer, PwC.
KPMG Tax and Business Summit 2021 17 November 2021 KPMG Tax Services Sdn Bhd Abdullah Abu Samah
Sustainability Management & Reporting 27 December 2021 PRG Holdings Berhad Datin Azalina Adham
Governance
MACC and offences pursuant to Section 8 May 2021 Yinson Holdings Berhad Raja Datuk Zaharaton Raja Zainal
17(a), MACC Act 2009 Abidin
Malaysian Code of Corporate 6 July 2021 Taliworks Corporation Raja Datuk Zaharaton Raja Zainal
Governance (2021 Revision) Berhad Abidin
Environmental Social Governance – risk 15 September 2021 Taliworks Corporation Raja Datuk Zaharaton Raja Zainal
management briefing Berhad Abidin
ESG Trends and Yinson’s Positioning - 1 October 2021 Yinson Holdings Berhad Raja Datuk Zaharaton Raja Zainal
Presented by PWC Abidin
Board of Director’s Training on AMLA 14 December 2021 Areca Capital Raja Datuk Zaharaton Raja Zainal
and Anti Bribery and Corruption Abidin

Our Governance
overview statement
Code of Ethics BOARD COMPOSITION
The Company’s Codes of Ethics for Directors and employees In accordance with the Company’s Constitution, newly-appointed
govern the standards of conduct and behaviour expected from directors shall hold office until the next Annual General Meeting
Directors and employees respectively. They are to be applied and shall then be eligible for re-election. The Constitution also
to all aspects of business and professional practices and act provides that all Directors shall retire from office once in at least
in good faith in the best interests of Media Prima Group and its every three years. Retiring directors may offer themselves for
stakeholders. re-election.
The Code of Ethics for Directors is available on www.mediaprima. The Board comprises of five Independent Directors and an Executive
com.my whilst the Code of Ethics for employees is available on Director who serves as the Group Managing Director. The strong
the Company’s Intranet System (PeopleConnect). It requires all presence of five Independent Non-Executive Directors assures
to observe high ethical standards of honesty and integrity whilst effective check and balance on the functioning of the Board.
prohibiting activities or misconduct such as accepting bribes,
dishonest behaviour and sexual harassment, among others. By virtue of their roles and responsibilities, all the Independent
Non-Executive Directors represent the Group’s minority
In line with the new Section 17A of the Malaysian Anti-Corruption shareholders’ interests. They are independent of the Management
Commission Act 2009 on corporate liability for corruption and free from any undue influence from interested parties which
which came into force on 1 June 2020, the Board had on 30 May could materially interfere with the exercise of their independent
2020, approved and adopted a Group Anti-Corruption Policy to judgement.
ensure that the Group’s businesses do not participate in corrupt
activities for its advantage or benefits. The policy is guided by the
Guidelines on Adequate Procedures issued pursuant to section 14.3%
17A(5) of the Malaysian Anti-Corruption Commission Act 2009. Executive
The Policy can be accessed through the Company’s website. Board Independent
85.7% Composition Executive
Awareness sessions for board members and key management Independent of Directors
personnel on Section 17A were conducted by the Group Non-Executive
Corporate Governance, Risk Management and Integrity
Department and representative from the Malaysian Anti-
Corruption Commission.
In order to strengthen corporate governance practices across In discharging their responsibilities during each Board and Committee
the Group, a whistleblowing policy was established to provide meeting, through their vast experience and knowledge, the directors
employees with accessible avenue to report suspected fraud, had maintained their independence and objectivity in every major
corruption, dishonest practices or other similar matters. The aim decision to safeguard the Company’s and stakeholders’ best interest.
of this policy is to promote and encourage the reporting of such
matters in good faith, with the confidence that employees making The Nomination and Remuneration Committee and the Board have
such reports will be protected from reprisal. upon their Board Effectiveness Evaluation exercise, concluded
that all of the Independent Non-Executive Directors continue to
The whistleblowing policy and the anti-fraud policy can demonstrate conduct and behaviour that are essential indicators
be accessed by all staff via the Group’s intranet. The key of independence, and that each of them continue to fulfil definition
components of the whistleblowing policy include protection to of independence as set out in the terms of reference and the listing
the whistleblower from any retaliation in the form of dismissal, requirements.
harassment or discrimination at work, or any action in court,
in respect of disclosure made by the whistleblower to the The Board recognises that an individual independence cannot be
regulators. Any employee who believes or suspects that a determined arbitrarily on the basis of a set period of time alone.
fraud exists or has been committed may report this to the The Board also firmly believes that the ability of a Director to serve
Group General Manager, Group Corporate Governance, Risk effectively is dependent on his/her calibre, qualification, experience
Management and Integrity Department. and personal qualities, particularly his/her integrity and objectivity.
It is also believed that there are significant advantages to be gained
from long-serving Directors who possess insight and knowledge of
the Company’s business and affairs.

Our Governance
Board Member’s Tenure

16.7%
5 Indian
Board
4 83.3% Member’s
No. of Director
Malay Ethnicity
3
0
Below 3 Years 3 - 8 Years 16.7% 16.7%
30-39 Years 70-79 Years
Years of Tenure
16.7% Age
60-69 Years Diversity
The Group Chairman and all Independent Non-Executive
Directors have served the Board for less than nine (9) years where 50.0%
their tenures are set out in the Board of Directors’ Profile as set 50-59 Years
out on pages 65 to 68 of this Annual Report.
The Nomination and Remuneration Committee is responsible for

recommending to the Board those Directors who are eligible to REMUNERATION
stand for election/reappointment. This recommendation is based
on formal reviews of the performance of the Directors, taking into The Group has established a formal and transparent procedures
account the Board Effectiveness Evaluation results, contribution for developing policy on executive remuneration and for fixing the
to the Board through their skills, experience, strengths and remuneration package of individual director. The objective of the
qualities, level of independence and ability to act in the best Group’s policy on directors’ remuneration is to attract and retain
interests of the Group in decision-making. directors of the calibre needed to manage the Group successfully.
In its effort to promote boardroom diversity, the Nomination and The Nomination and Remuneration Committee, carries out the
Remuneration Committee has taken various steps to ensure annual review of the overall remuneration policy for Executive
that candidates are sought from various sources as part of its Director where recommendations are submitted to the Board for
recruitment exercise. The experience and background of the approval. The remuneration for Executive Director is structured
respective Board members are described in their profiles as set to link rewards to corporate and individual performance. It is
out on pages 65 to 68 of this Annual Report. nevertheless, the ultimate responsibility of the Board to approve
the remuneration of this director.
The Board is supportive of gender and ethnic diversity and the
following diagrams depict a summary of Board diversity in Media The determination of the remuneration packages of Non-
Prima Berhad in terms of age group, gender diversification and Executive Directors (whether in addition to or in lieu of their fees
ethnicity as at 31 December 2021:- as directors), is a matter for the Board as a whole, subject to
approval of shareholders at the Annual General Meeting. Each
individual director would abstain from the Board’s decision on his
or her own remuneration to avoid any conflict of interest.
33.3% Gender 66.7%

Female Diversity Male

Our Governance
overview statement
a. Remuneration Package for Executive Director the directors include quarterly performance reports of the
Group, corporate proposals, Group’s risk profiles, information
The remuneration package of the Executive Director is as on operational and financial issues, updates on Group’s
follows:- corporate social responsibility, business forecasts and
outlook and Circular Resolutions passed.
i. Basic Salary
A Board Charter had been established with the objectives
The Nomination and Remuneration Committee to ensure that all Board members are aware of their duties
recommends the basic salary (inclusive of statutory and responsibilities, the various legislations and regulations
employer contributions to the Employee Provident affecting their conduct and that the principles and practices
Fund) for the Executive Director, taking into account of good corporate governance are applied in all dealings by
the performance of the individual, the inflation price Board members individually and/or on behalf of the Group.
index and information from independent sources on the The Board Charter outlines processes and procedures for the
rates of salary for similar positions in selected group of Board and its committees in discharging their stewardship
comparable companies. effectively and efficiently.
ii. Performance Bonus Media Prima’s Board Charter sets out the board’s strategic
intent, authority and terms of reference and serves as a
The Group operates a performance based bonus scheme primary source of reference and induction literature. In
for all employees, including the Executive Director. The addition, the Board Charter outlines the requirements, roles
criteria for the scheme is dependent on the achievement and responsibilities of the Board, Board Committees and
of KPI set for the Group’s business activities as measured individual Directors, in line with Media Prima’s efforts to
against targets, together with an assessment of each promote the highest standards of corporate governance. The
individual’s performance during the period. Bonus payable Board Charter is reviewed when the need arises to ensure
to the Executive Director is reviewed by the Nomination the Company remains at the forefront of best practices in
and Remuneration Committee and approved by the Board. governance. The Board Charter is available at Media Prima
Website at www.mediaprima.com.my.
iii. Fixed Allowance
Nomination and Remuneration Committee
The Executive Director is entitled for fixed allowances.
The Nomination and Remuneration Committee was established
iv. Benefits-in-Kind on 14 May 2015 and is chaired by Datuk Seri (Dr) Syed Hussian bin
Syed Junid. The Committee had held seven (7) meetings in 2021
The Executive Directors are entitled to other customary namely on 23 February 2021, 11 March 2021, 23 March 2021, 12
benefits such as Group Hospitalisation and a driver. April 2021, 25 May 2021, 28 September 2021 and 23 November
2021 and members’ attendance is as follows:-
b. Remuneration Package for Non-Executive Directors
Non-Executive Directors are paid annual fees and attendance Attended/

allowance for each Board meeting attended. They are also No. Director Held Attendance
entitled for Group Hospitalisation and Surgical Insurance. 1 Datuk Seri (Dr) Syed
7/7 100%
Hussian bin Syed Junid
Directors of Media Prima Berhad are also covered under a 2 Raja Datuk Zaharaton binti
Directors and Officers Liability Insurance Policy against any 6/7 86%
Raja Zainal Abidin
liability incurred by them in discharging their duties while
3 Dato’ Sivananthan A/L
holding office as directors of the Group.
Shanmugam (Appointed as 3/3 100%
a member on 15 April 2021)
Board papers are circulated on a timely basis, at least five
(5) days in advance of the meeting to enable the members 4 Mohd Rashid bin Mohd
to have sufficient time to review the papers prepared. Board Yusof (Retired on 23 June 5/5 100%
papers are comprehensive and encompass all aspects of 2021)
the matters being considered, enabling the Board to look 5 Hisham bin Zainal Mokhtar
3/3 100%
at both the quantitative and qualitative factors so that (Resigned on 1 April 2021)
informed decisions are made. The Board papers supplied to

Our Governance
The Nomination and Remuneration Committee recognises the importance of an appropriate balance and diversity of knowledge, skills,
backgrounds, experience, professional qualifications and gender in building an effective Board. It has established policies, criteria and a
clear methodology in accordance with its Terms of Reference which can be found in the Board Charter.
Key transactions deliberated and approved by the Board during NRC meetings in 2021 include:
i. Annual review of the list/composition of Directors for the MPB Group of Companies;
ii. Nomination/appointment of Directors;
iii. Proposed renewal of contract and remuneration structure for Senior Management;
iv. Key Performance Indicator (KPI) achievements for the year of 2020;
v. KPI Scorecard framework 2021 for Senior Management; and
vi. Board Effectiveness Evaluation exercise.
The details on the remuneration of directors for the financial year ended 31 December 2021, distinguishing between Executive and Non-
Executive Directors are as follows:
Fees Fees Other

(MPB & (Board Statutory Remunerations Benefits-
Subsidiaries) Committees) Salary (EPF) / Emoluments In-Kind Total
Directors (RM) (RM) (RM) (RM) (RM) (RM) (RM)
Datuk Seri (Dr) Syed Hussian
bin Syed Junid 75,000 3,000 - - 597,743 15,688 691,431
Raja Datuk Zaharaton binti
Raja Zainal Abidin 60,000 5,047 - - 21,000 - 86,047
(appointed on 11 March 2021) 48,658 3,767 - - 13,000 - 65,425
Dato’ Sivananthan A/L
Shanmugam
(appointed on 15 April 2021) 42,904 3,384 - - 15,000 - 61,288
Datin Azalina binti Adham
(appointed on 24 June 2021) 31,397 3,140 - - 9,000 - 43,537
Lydia Anne Abraham
(retired on 23 June 2021) 28,438 3,318 - - 13,000 - 44,756
Mohd Rashid bin Mohd Yusof
(retired on 23 June 2021) 28,438 3,318 - - 16,000 - 47,756
Hisham bin Zainal Mokhtar
(resigned on 1 April 2021) 14,795 986 - - 9,000 - 24,781
Mohamad bin Abdullah
(resigned on 18 February 2021) 7,890 526 - - 2,000 - 10,416
TOTAL FOR NON-EXECUTIVE
DIRECTORS (RM) 337,520 26,486 - - 695,743 15,688 1,075,437
(appointed as Executive
Director on 18 February 2021) - - 878,522 110,135 54,271 6,251 1,049,179
Dato’ Iskandar Mizal bin
Mahmood (resigned as Executive
Director on 18 May 2021) - - 418,548 53,524 33,484 2,748 508,304
TOTAL FOR EXECUTIVE
DIRECTORS (RM) - - 1,297,070 163,659 87,755 8,999 1,557,483
TOTAL (RM) 337,520 26,486 1,297,070 163,659 783,498 24,687 2,632,920

Our Governance
overview statement
The remuneration paid to the Top 5 senior management of the RISK MANAGEMENT AND INTERNAL CONTROL FRAMEWORK
Company during the year is as follows:-
The Board acknowledges its responsibility for the Group`s system
Remuneration Range Number of of internal controls and risk management and for reviewing the
(not including Group Managing Director Senior effectiveness of these systems to ensure compliance with the
and Group Executive Director) Management applicable laws and regulations, as well as internal procedures
and guidelines.
RM1,850,001 to RM1,900,000 1
RM1,350,001 to RM1,400,000 1 The Board is assisted by the Risk Management Committee in the
RM1,150,001 to RM1,200,000 1 oversight and its management of all identified risks. The Risk
RM1,100,001 to RM1,150,000 1 Management Committee is currently chaired by Dato’ Sivanathan
A/L Shanmugam.
RM750,001 to RM800,000 1
The Risk Management Committee meets quarterly to ensure

Note: Successive bands of RM50,000 are not shown entirely as
that the accountability for managing identified significant risks is
they are not represented.
clearly assigned and that any identified risks affecting the Group
are being addressed, managed and mitigated on an ongoing
The remuneration including salary, benefits in-kind and other
basis. The Risk Management Committee also reviews the risk
emoluments of the Top 5 Senior Management of the Company
management framework to ensure that it remains relevant for
disclosed above is on an aggregate basis and in bands of
use and monitors the effectiveness of risk mitigation plans for the
RM50,000 instead of on a named basis. The Board has decided
management and controls of the key risks.
that the disclosure of the senior management’s individual
remuneration would not be in the best interest of the company to
The Enterprise-wide Risk Management (“ERM”) framework
support the company’s efforts to retain key senior management
practiced by the Group is largely benchmarked against the ISO
and due to sensitivity and security concerns.
31000:2018 Risk Management Guidelines. The Board, from
time to time, reviews the framework to facilitate a continuous
MCCG’S PRINCIPLE B - EFFECTIVE AUDIT & RISK MANAGEMENT
and iterative process which leads to the enhancement of risk
awareness across the organisation. The Enterprise-wide Risk
AUDIT COMMITTEE
Management framework enables the subsidiaries, operating units
and support functions to exercise a consistent approach for risk
The Audit Committee was established on 19 August 2003 and is
identification and institutes a common platform to deliberate and
currently chaired by Encik Abdullah Abu Samah who is a member
manage risks.
of the Malaysian Institute of Accountants (“MIA”) and Malaysian
Institute of Certified Public Accountants (“MICPA”). The Board
Further details of the activities undertaken by the Risk
believes that the current composition has the required experience
Management Committee during the year are set out in the Risk
and knowledge for the roles of Audit Committee.
Management Committee Report in pages 103 to 105 of this
Annual Report.
The Audit Committee comprises of three (3) Independent Non-
Executive Directors and no alternate director is appointed as
The Group’s Internal Control
member of the Audit Committee.
The Board is ultimately responsible for the adequacy and integrity
The Audit Committee is responsible to assess, review and monitor
of the Group’s internal control system. The effectiveness of
the performance, suitability and independence of the External
system of internal controls of the Group is reviewed by the Audit
Auditors and make recommendation on the appointment and
Committee during its quarterly meetings. This review covers the
removal of the External Auditors to the Board of Directors.
financial, operational and compliance controls as well as the
process for the identification, evaluation and management of the
The Group’s External Auditors Policy requires that any former key
significant risks faced by the Group.
audit partner shall observe a cooling period of at least three (3)
years before being appointed as a member of the Audit Committee.
A detailed report on the nature and scope of risk management
and internal control in reviewing the adequacy and effectiveness
A detailed report on the Audit Committee comprises of its
of risk management and internal control of the Group during the
composition, terms of reference and summary of 2021 activities
financial year 2021 is outlined on page 90 to 96 of this Annual
can be found on pages 97 to 102 of this Annual Report.
Report.

Our Governance
The internal audit function within the Group is carried out by the Group Corporate Governance, Risk Management and Integrity
Department. The department is led by the Group General Manager, Group Corporate Governance, Risk Management and Integrity who
reports directly to the Audit Committee. The Group Corporate Governance, Risk Management and Integrity Department checks for
compliance with statutory/regulatory requirements, internal policies and procedures and review the work processes/procedures for
efficiency and effectiveness.
All internal audit activities during the financial year were conducted by the Group Corporate Governance, Risk Management and
Integrity Department. The details of the Department’s activities are presented in pages 97 to 102 of this Annual Report.
MCCG’S PRINCIPLE C - INTEGRITY IN CORPORATE REPORTING AND MEANINGFUL RELATIONSHIP WITH STAKEHOLDERS
COMMUNICATION WITH STAKEHOLDERS
The Group maintains regular and proactive communication with its stakeholders and investors, with the provision of clear,
comprehensive and timely information through a number of readily accessible channels such as Corporate Website and Investors
Briefing.
Media Prima Berhad believes in building investors’ confidence through good corporate governance practices. The latest information on
the corporate and business aspects such as stock information, financial results, announcements and quarterly results can be accessed
via our corporate website at www.mediaprima.com.my. Media Prima Berhad uses various social media channels as an communication
channel and to engage with stakeholders.
The Group’s Investor Relations policy provides guidelines on the activities that enable the Board and Management to communicate
effectively with the investment and financial community and other stakeholders including institutional investors, fund managers,
analysts, bankers as well as research and stock-broking houses and the general public in relation to dissemination of timely, relevant
and accurate information pertaining to the Group.
The Group welcomes inquiries and feedback from shareholders and other stakeholders. All queries and concerns regarding the Group
may be conveyed to the following personnel:-
Name Designation Related Matters Email/Contact No.

Rosli bin Sabarudin Group Chief Financial Officer Financial rosli.sabarudin@mediaprima.com.my/
03-2724 8712
Sere Mohammad bin Group General Manager, Group Governance, Internal Audit, sere@mediaprima.com.my/
Mohd Kasim Corporate Governance, Risk Risk Management and 03-2724 8975
Management and Integrity Integrity
Tan Say Choon Group General Manager, Group Corporate Secretarial and jessica@mediaprima.com.my/
Secretarial Board Matters 03-2724 8911
Sharifah Nur Adibah Group General Manager, Investor Relations, nuradibah@mediaprima.com.my/
binti Syed Tahir Corporate Development and Corporate Finance and 03-2724 8702
Planning Strategic Planning
Affendy Ali Dally Group General Manager, Group Legal, Regulatory Affairs, and affendy.ali@mediaprima.com.my/
Legal and Regulatory Affairs Intellectual Property 03-2724 8904
Izzat Alhadjri General Manager, Group Stakeholder Management, izzat.alhadjri@mediaprima.com.my/
Corporate Communications Public Relations, Events, 03-2724 8957
Corporate Branding, Social
Impact
The Group is considering to adapt integrated reporting to improve the quality of information available to investors and promotes greater
transparency and accountability in the near future.

Our Governance
overview statement
CONDUCT OF GENERAL MEETINGS The Group had given 28 days notice to the shareholders for the
20th Annual General Meeting held on 23 June 2021, which was
In addition to the Quarterly Financial Reports and annual report, conducted virtually.
the Annual General Meeting (“AGM”) remains the principal
opportunity for communication with shareholders and investors. All directors attended the 20th AGM, each Director representing
At each AGM, the Board presents the progress and performance each Board Committee provided meaningful responses to the
of the Group. The Group Chairman and/or the Group Managing questions raised by the shareholders during the session. Minutes
Director presents a comprehensive review of the financial of meeting on the AGM was uploaded timely for public viewing
performance of the Group and value created for shareholders. and is available on www.mediaprima.com.my
This review is supported by visual and graphical presentations of
key points and financial figures. The Group had leveraged on technologies especially to
facilitate offsite voting (including voting in absentia) and remote
Shareholders are encouraged to participate in the proceedings shareholders’ participation at the AGM. These initiatives will
and ask questions on the operations of the Group and on any enable shareholders to participate, engage the Board and Senior
resolutions being proposed. The Group Chairman will provide Management effectively and make informed voting decisions at
sufficient time for shareholders’ questions on matters pertaining AGMs.
to the Group’s performance and seek to explain concerns raised
by the shareholders. The overview statement is to be read together with the corporate
governance report which is made available on the group’s official
Each item of ordinary and special business included in the website at www.mediaprima.com.my
notice of the meeting will be accompanied by a full explanation
of the effects of a proposed resolution. Separate resolutions The Corporate Governance Overview Statement was approved
are proposed for separate issues at the meeting and the Group by the Board of Directors during the meeting dated 25 February
Chairman declares the outcome of all resolutions. 2022.

Our Governance
Additional Compliance
Information
1. UTILISATION OF PROCEEDS RAISED FROM CORPORATE PROPOSALS
There were no proceeds raised from corporate proposals during the financial year.
2. Audit and NON-AUDIT FEES
The fees paid/payable to external auditors and its affiliates for services rendered to Media Prima Berhad (“the Company”) and its
subsidiaries (“the Group”) for the financial year ended 31 December 2021 are as follows:
Company Group
(RM’000) (RM’000)
Statutory audit fees 98 1,300
Tax-related fees 30 261
Other non-audit fees 80 80
The other non-audit fees relates to accounting advisory services for the Company’s circular to shareholders on a material
transaction. The non-audit services rendered by PricewaterhouseCoopers PLT are not prohibited by regulatory and other
professional requirements and are based on globally practiced guidelines on auditors’ independence.
3. MATERIAL CONTRACTS INVOLVING DIRECTORS’ AND MAJOR SHAREHOLDERS’ INTEREST
Save as disclosed below, there was no other material contract entered into by the Group involving the interest of directors and major
shareholders of the Company, either still subsisting at the end of the financial year ended 31 December 2021 or entered into since
the end of the previous financial year:
a) the proposed disposal by The New Straits Times Properties Sdn Bhd, a 98.18% indirectly-owned subsidiary of the Company,
of a piece of leasehold industrial land held under H.S.(D) 116410, PT 237, Bandar Sultan Sulaiman, Daerah Klang, Negeri
Selangor measuring approximately 23,370 square metres to Alam Flora Environmental Solutions Sdn. Bhd. for a total disposal
consideration of RM25,000,000.00 to be satisfied via cash pursuant to a conditional sale and purchase agreement dated 15
July 2021. As at 31 December 2021, the proposed disposal is pending fulfilment of the conditions precedent under the terms
of the conditional sale and purchase agreement.
Save as disclosed below, as at 31 December 2021, none of the directors or other major shareholders of the Company as well
as persons connected with them have any interest, direct or indirect, in the proposal:
Direct Indirect
Name of interested major shareholder interest % interest %
Aurora Mulia Sdn Bhd (“Aurora Mulia”) 353,815,941 31.9 - -
Sutera Bakti Sdn Bhd (“Sutera Bakti”) - - 353,815,941(1) 31.9
Perspective Lane Sdn Bhd (Perspective Lane”) - - 353,815,941(2) 31.9
Restu Jernih Sdn Bhd (“Restu Jernih”) - - 353,815,941(3) 31.9
Tan Sri Dato’ Seri Syed Mokhtar Shah bin Syed Nor (“TSSM”) - - 353,815,941 (4)
31.9
The nature of relationship with the above related parties as at 31 December 2021 is as follows:
(1)
Deemed interested by virtue of its interest Aurora Mulia Sdn Bhd pursuant to Section 8 of the Companies Act 2016 (“the Act”).
(2)
Deemed interested by virtue of its interest in Sutera Bakti Sdn Bhd pursuant to Section 8 of the Act.
(3)
Deemed interested by virtue of its interest in Perspective Lane Sdn Bhd pursuant to Section 8 of the Act.
(4)
Deemed interested by virtue of his interest in Restu Jernih Sdn Bhd pursuant to Section 8 of the Act.
TSSM is also an indirect major shareholder of Alam Flora Environmental Solutions Sdn. Bhd., through Malakoff Corporation
Berhad.

Our Governance
additional compliance
information
4. RECURRENT RELATED PARTY TRANSACTIONS OF REVENUE OR TRADING NATURE (“RRPTs”)
The details of the shareholders’ mandate for the RRPTs are set out in the Circular to Shareholders dated 29 April 2022 which is
available on Bursa Malaysia Securities Berhad’s (“Bursa Securities”) website and the Company’s website.
The shareholders of the Company had at the 20th Annual General Meeting held on 23 June 2021 granted their approval for the
Company and its subsidiary companies to enter into recurrent related party transactions of a revenue or trading nature, which are
necessary for its day-to-day operations and are in the ordinary course of business in order to comply with Paragraph 10.09(2)(b) of
the Main Market Listing Requirements (“MMLR”) of Bursa Securities.
In accordance to Paragraph 3.1.5 of Practice Note 12 of the MMLR of Bursa Securities, the details of recurrent related party
transactions made during the financial year ended 31 December 2021 pursuant to the shareholders’ mandate are as follows:
Item Media Prima Transacting Interested related parties Nature of transaction Amount transacted
Berhad and/or related party for the financial year
its subsidiary ended 31 December
companies 2021 (RM’000)
1 Media Prima TSSM Group Major shareholders Sale of media-related 7,370
Omnia Sdn Bhd TSSM1 solutions by Omnia
(“Omnia”) Restu Jernih2
Perspective Lane3
Sutera Bakti4
Aurora Mulia5
2 Print Towers Sdn Percetakan Major shareholders Provision of printing 2,967
Bhd (“PTSB”) Nasional Malaysia TSSM1 services by PTSB
Berhad Restu Jernih2
Perspective Lane3
Sutera Bakti4
Aurora Mulia5
3 PTSB TMR Media Sdn Bhd Major shareholders Provision of printing 597
TSSM1 services by PTSB
Restu Jernih2
Perspective Lane3
Sutera Bakti4
Aurora Mulia5
4 PTSB Media Mulia Sdn Major shareholders Provision of printing 8,986
Bhd TSSM1 services by PTSB
Restu Jernih2
Perspective Lane3
Sutera Bakti4
Aurora Mulia5
5 Big Tree Outdoor Jasmine Food Major shareholders Provision of 893
Sdn Bhd and its Corporation Sdn TSSM1 advertising services by
subsidiaries (“BTO Bhd Restu Jernih2 BTO Group
Group”) Perspective Lane3
Sutera Bakti4
Aurora Mulia5

Our Governance
Item Media Prima Transacting Interested related parties Nature of transaction Amount transacted
Berhad and/or related party for the financial year
its subsidiary ended 31 December
companies 2021 (RM’000)
6 Sistem Televisyen MYTV Broadcasting Major shareholders Subscription of digital 25,000
Malaysia Berhad Sdn Bhd TSSM1 terrestrial television
and its subsidiaries Restu Jernih2 services from
(“STMB Group”) Perspective Lane3 MYTV Broadcasting
Sutera Bakti4 Sdn Bhd pursuant
Aurora Mulia5 to the Malaysian
Government's
implementation of the
National Broadcasting
Digitalisation Project.
7 Media Prima TMR Media Sdn Major shareholders Payment of licensing 1,200
Digital Sdn. Bhd. Bhd TSSM1 fee to TMR Media by
and its subsidiaries Restu Jernih2 MPD Group
("MPD Group") Perspective Lane3
Sutera Bakti4
Aurora Mulia5
8 MPD Group Media Mulia Sdn Major shareholders Payment of licensing 2,400
Bhd TSSM1 fee to Media Mulia by
Restu Jernih2 MPD Group
Perspective Lane3
Sutera Bakti4
Aurora Mulia5
9 BTO Group TSSM Group Major shareholders Provision of 310
TSSM1 advertising services by
Restu Jernih2 BTO Group
Perspective Lane3
Sutera Bakti4
Aurora Mulia5
Notes:
The nature of relationship with the above related parties as at 31 December 2021 is as follows:
1
TSSM holds (via Restu Jernih/Perspective Lane/Sutera Bakti) 100% effective interest in Percetakan Nasional Malaysia
Berhad, TMR Media Sdn Bhd and MYTV Broadcasting Sdn Bhd, and a 70% effective interest in Media Mulia Sdn Bhd. He also
has personal controlling interest of 20% and above in numerous other private companies and entities that are in diverse
businesses and charitable activities and are regarded as persons connected to TSSM. As the list of these private companies
and entities are constantly changing, MPB has not listed them but identifies them as “TSSM Group”. For clarity, the TSSM
Group also includes Media Mulia Sdn Bhd, MYTV Broadcasting Sdn Bhd, Percetakan Nasional Malaysia Berhad, TMR Media
Sdn Bhd and Jasmine Food Corporation Sdn Bhd.
2
Restu Jernih holds (via Perspective Lane/Sutera Bakti) 100% effective interest in Percetakan Nasional Malaysia Berhad, TMR
Media Sdn Bhd and MYTV Broadcasting Sdn Bhd, and a 70% effective interest in Media Mulia Sdn Bhd.
3
erspective Lane holds (via Sutera Bakti) 100% effective interest in Percetakan Nasional Malaysia Berhad, TMR Media Sdn
P
Bhd and MYTV Broadcasting Sdn Bhd, and a 70% effective interest in Media Mulia Sdn Bhd.
4
Sutera Bakti holds 100% effective interest in Percetakan Nasional Malaysia Berhad, TMR Media Sdn Bhd (via Aurora Mulia),
MYTV Broadcasting Sdn Bhd and a 70% effective interest in Media Mulia Sdn Bhd.
5
Aurora Mulia holds 100% effective interest in TMR Media Sdn Bhd and a 70% effective interest in Media Mulia Sdn Bhd.

Our Governance
Statement on Risk Management

and Internal Control
THE BOARD OF MEDIA PRIMA BERHAD IS PLEASED TO PRESENT THE STATEMENT

ON RISK MANAGEMENT AND INTERNAL CONTROL. THE STATEMENT HIGHLIGHTS
THE KEY FEATURES OF THE RISK MANAGEMENT AND INTERNAL CONTROL OF THE
GROUP FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2021.
A. RESPONSIBILITY B. Key Control Structure of the Group
The Board acknowledges its responsibility to adopt sound 1. Key Control Structure of the Group
risk management practices to safeguard Media Prima
Berhad’s business interest from risk events that may impede Media Prima Berhad has inculcated that managing risk
achievement of business strategies and action plan, enable is everyone’s responsibilities. The whole Group comes
value creation and process improvement. together to manage risks in an effective and cost-
efficient manner within the following key controls:-
The Enterprise-wide Risk Management (“ERM”) framework
practiced by the Group is largely benchmarked against the ISO i. Board of Directors
31000:2018 Risk Management Guidelines. The Board, from
time to time, reviews the framework to facilitate a continuous The Board acknowledges its overall responsibility in
and iterative process which leads to the enhancement of risk the establishment and oversight of the Group’s risk
awareness across the organisation. The Enterprise-wide Risk management and internal control within the Group
Management framework enables the subsidiaries, operating and is constantly keeping abreast with developments
units and support functions to exercise a consistent approach in the areas of risk and governance.
for risk identification and institutes a common platform to
deliberate and manage risks. The Board meets at least quarterly, and more
frequently when required, to review and evaluate the
Sound internal control system is a vital process developed Group`s operations and performance and to address
to ensure effective and efficient operation, provide reliable key policy matters. The Group Managing Director
and relevant reporting, and comply with applicable laws and leads the presentation of Board papers and provides
regulations. comprehensive explanation over pertinent issues.
The Group has in place a continuous, proactive and systematic The prerequisite to decisions made in the meeting
control structure and process for managing risks in order to is the thorough deliberation and discussion by the
achieve the Group’s overall corporate objectives. The control Board, together with recommendations and feedback
structure and process which has been established throughout from management. In addition to quarterly financial
the Group is updated and reviewed from time to time to suit the results, corporate proposals, Group’s Risk Profile
changes in the business environment. and progress reports on business operations are
also tabled at the Board’s quarterly meetings.
The Group implements the three (3) line of defence concept:-
Other Board Committees are also established to
First Risk taking units Manage the day-to-day assist the Board in performing its oversight function
line (business units management of risks inherent namely the Audit Committee, the Nomination and
and departments) in its business activities. Remuneration Committee and the Risk Management
Committee. Specific responsibilities have been
Second Risk control Responsible for setting the
delegated to these Board Committees, all of which
line unit (Risk risk management framework,
have formalised terms of reference accessible
Management developing tools and
via the Board Charter which is available on the
Unit) methodologies.
Company’s official website at www.mediaprima.com.
Third Independent Provides independent my. These Committees have the authority to examine
line assurance unit assurance of the effectiveness all matters within their scope and report to the
(Corporate of the risk management Board with their recommendations.
Governance Unit) process and effectiveness of the
first and second line of defence.

Our Governance
At the helm of the organisation, the Board is • Reviewing and ensuring adequacy of the risk
ultimately responsible for the overall management management framework;
of risks and internal control. The Board through the
Risk Management Committee and Audit Committee • Reviewing risk exposures; and
maintains overall responsibility for risk and control
oversight respectively, within the Group. • Ensuring that infrastructure, processes, resources
and systems are in place for risk management
While the Board, Risk Management Committee and activities.
Audit Committee provide oversight, the responsibility
for managing risks and internal control appropriately Further details of the activities undertaken by the Risk
lies with Senior Management through the following Management Committee during the year are set out in
activities:- the Risk Management Committee Report on pages 103 to
105 of this Annual Report.
• Providing leadership and direction to business
units; iii. Audit Committee
• Providing oversight responsibilities of reviewing The Board is also supported by the Audit Committee
financial information and assessing the with the main responsibility of providing independent
effectiveness of the Group’s internal control assessment on the adequacy and reliability of the risk
environment; management processes and internal control, as well as
compliance with policies and regulatory requirements.
• Dissecting risk and internal control issues
highlighted by the Group Corporate Governance, The Audit Committee comprises of three (3) Independent
Risk Management and Integrity Department. Non-Executive Directors who are highly experienced
and whose knowledge, background and judgement
• Understanding the inherent risks in each are invaluable to the Group. The Audit Committee has
business platform; unimpeded access to both the Internal and External
Auditors and has the right to convene meetings with the
• Implementing Risk Management Framework auditors without the presence of the Executive Directors
by understanding the risk measurement, and Management.
monitoring and mitigation strategy adopted, as
well as the impact of on-going action plans to The Audit Committee reviews the work of the
meet objectives; and Internal and External Auditors, their findings and
recommendations to ensure that it meets the necessary
• Assessing the performance and state of internal level of assurance with respect to the adequacy of the
controls of operating companies within the internal controls.
Group.
The Audit Committee meets at least on a quarterly basis
ii. Risk Management Committee and minutes of the Audit Committee meeting are then
tabled to the Board. Details of the activities undertaken
The Board delegates the responsibility to ensure by the Audit Committee during the year are set out in
the effectiveness of the Group`s Risk Management the Audit Committee Report on pages 97 to 102 of this
Framework to the Risk Management Committee. The Annual Report.
Risk Management Committee updates the Board on
the significant changes that affect the risk profile iv. Operating Units
of the Group. The Risk Management Committee’s
responsibilities as stipulated in the Board Charter At the forefront, operating units are responsible for
include:- the identification and management of risks within its
operations. The operating units are also responsible to
comply with approved frameworks, policies, guidelines
and procedures on all daily activities:-

Our Governance
statement on risk management

and internal control
Management Committees The Board and RMC is supported by the Risk

Management Unit (RMU) of Group Corporate Governance,
Management Committees are established to ensure Risk Management and Integrity Department (“GCGRI”) in
that the Group`s interests are adequately protected in discharging their risk management responsibilities. The
arriving at important business/operational decisions. RMU together with the various business units facilitates
The Committees include the Programme Committee, the risk review exercise across the Group and report
Newsprint Committee, Procurement Committee, Tender the significant risks faced by the company to the RMC
Committee, Information Communications Technology and ultimately to the Board. RMU is also responsible
Steering Committee, Information Security Management for ensuring that the risk management framework is
Committee, Occupational Safety, Health and Environment effectively implemented and that risk registers are
Committee and Humanitarian Fund Committee which all maintained by the respective business platforms.
have clearly defined terms of reference.
Risk Management Process
Senior Management Meeting
A structured risk management process based on ISO
Senior Management meetings are held on a monthly 31000:2018 Risk Management Guidelines has been
basis to formulate strategies on an on-going basis and formulated to ensure that significant risks are identified
to address issues arising from changes in both external and treated accordingly. The Risk Management Unit
business environment and internal operating conditions. of GCGRI is responsible in coordinating risk review
exercises and preparing quarterly reports on the
2. The Group’s Control Environment company’s risk management activities which include
financial, operational, compliance, information
The Board is committed to maintaining a strong control technology, publishing & broadcasting management,
structure and environment for the proper conduct of internal controls and risk management systems.
the Group’s business operations. The Group’s control
environment comprises of the following components
which have been in place throughout the financial year:- Risk Management Process
Risk Management Function Business Scope, Context & Criteria

Communication & Consultation
The approach of Media Prima Berhad’s risk management Risk Assessment
Monitoring & Review

is driven based on a principle where risks are mitigated
by calibrating risks to acceptable levels whilst achieving Risk Identification
the organisation’s business plans and goals.
Risk Analysis
At Media Prima Berhad, risk management is integrated
within MPB’s strategy planning process and its ongoing Risk Evaluation
improvement in identifying, analysing, quantifying,
mitigating and monitoring of all significant risk areas.
This remains a vital focus of the Board in building a Risk Treatment
successful and sustainable business.
The Company has a structured risk management Recording & Reporting

reporting line to ensure significant risks are escalated
to the appropriate levels. The Risk Management
Committee (“RMC”) role is to provide oversight and The outcomes from the risk review exercise and other
extensive discussion on risk management matters at risk management activities will be documented and
the Board level. The RMC reviews and assesses the presented to the RMC and ultimately to the Board.
adequacy of these risk management policies and ensures Details of the risks and mitigation actions reported and
infrastructure, resources and systems are emplaced for deliberated in the quarterly RMC Meeting are set out in
risk management. the Risk Management Committee Report on pages 103 to
105 of this Annual Report.

Our Governance
Whilst the Risk Management Unit’s principal function is • Details of the activities undertaken by the GCGRI
coordinating risk review and reporting to the RMC, all Department during the year are set out in the Audit
business units are responsible to carry out a risk review Committee Report on pages 97 to 102 of this Annual
on a regular basis, especially in context of exceptional Report.
events, to ensure that risk registers are up-to-date and
risk controls are enhanced and kept current. Annual Business Plan and Budget
Internal Audit Function Annual business plans and budgets are prepared by the
Company’s business units, and are reviewed and approved
• The Group Corporate Governance, Risk Management by the Board. The performance of each business unit is
and Integrity (GCGRI) Department includes an in- assessed against the approved budget, with explanation on
house Internal Audit function that was established significant variances provided to the Board on a periodic
to provide independent assurance of the adequacy of basis allowing timely responses and corrective actions to
risk management, internal control and governance be taken to mitigate risks.
systems within the Group and the establishment is in
accordance with paragraph 15.27 of Bursa Malaysia Documented Policies and Procedures
Main Market Listing Requirement. The GCGRI
Department’s activities are guided by an Internal Audit • The process of development and revision of policies
Charter which is approved by the Audit Committee. and procedures in MPB is governed by the MPB Policy
The Audit Charter defines the department’s roles, Management Framework to ensure documents are
responsibilities, accountability and scope of work. thoroughly reviewed by the relevant stakeholders, in
compliance with the Malaysian laws and regulations
• The GCGRI Department undertakes regular reviews and appropriately approved by the authorised
of the Group’s operations and its system of internal authority. The monitoring mechanism is also
controls. The GCGRI Department reviews the Group’s embedded in the framework to ensure the documents
activities based on an audit plan approved by the Audit are still relevant and reflect the current business
Committee. The audit plan is developed based on the environment.
risk profiles of the respective business entities of the
Group Human Resources Policy
Group identified in accordance with the Group’s Risk
Management Framework and feedbacks from the
• The Group has in place, a comprehensive Human
Senior Management and the Board.
Resources Policy approved by the Board that sets the
tone of control consciousness and employee conduct.
• Internal audit findings are discussed at Management
There is also in place, supporting procedures for the
level and actions are agreed in response to the GCGRI
reporting and resolution of actions contravening these
Department’s recommendations. The progress
policies.
of implementation of the agreed actions is being
monitored by the GCGRI Department through follow
• There are proper guidelines within the Company
up reviews in which implementation status are
regarding employment and dismissal, formal
presented to the Audit Committee on a quarterly
training programmes as well as other relevant
basis.
procedures in place to ensure that staff are
competent and adequately guided in carrying out their
• The GCGRI Department has a clear line of reporting
responsibilities.
to the Audit Committee and the Audit Committee
determines the remit of the Internal Audit function as • The policy aims to provide guidelines for the
conforming to Practice 11.1 of the MCCG 2021. Thus, acceptable practice of the Group’s Human Resource
the GCGRI Department is independent of the activities and to state the Group’s stance on matters pertaining
being audited and is performed with impartiality, to Human Resources matters.
proficiency and due professional care.
Key Performance Indicators (KPI)
• The GCGRI Department adopts the standards and
principles outlined in the International Professional • The Group has in place a Performance Management
Practices Framework of the Institute of Internal System, which is linked to and guided by the Key
Auditors. Performance Indicators (KPIs) and accountability.

Our Governance

• Key Performance Indicators helps in outlining in corrupt activities for its advantage or benefits. The
and evaluating progress towards accomplishing policy is guided by the Guidelines on Adequate Procedures
organisational goals. KPIs are quantifiable, issued pursuant to section 17A(5) of the Malaysian Anti-
established and agreed to beforehand. It reflects the Corruption Commission Act 2009 and can be accessed
critical success factors of an organisation and also to through the Company’s website.
enhance a department’s performance.
The Company has issued a series of Integrity Newsletter
• The Performance Management Framework focuses called Integrity Buzz every month since April 2021.
on aligning the Group direction by measuring the Integrity Buzz is a medium for GCGRI to share information
revenue growth, operational profit, and quality of related to compliance, integrity and ethics across the
revenue to ensure growth towards desired direction. Group.
Limits of Authority Supplier Code of Conduct
• The Limits of Authority (LOA) stipulates the approving

• The Board expects all Media Prima Berhad’s suppliers
authority of key personnel pertaining to the strategic
to observe high ethical business standards of honesty
and operational matters such as policy approval,
and integrity and to apply these values to all aspects
budget, capital and operating expenditures, human
of their business and professional practices.
resources matters and execution of contracts.
• During the year, the Group has revised the Limits of • A Supplier Code of Conduct is established in which the
Authority (LOA) for MPB and its Subsidiaries which Group’s minimum expectations on the supplier vis-à-
take effect on 1 October 2021. vis legal compliance and ethical business practices
are stipulated.
Code of Ethics
• Suppliers who want to conduct and/or continue
• The Code of Ethics is communicated to all employees conducting business with MPB and its group of
and compliance with this Code is mandatory. The companies is required to register with Media Prima
Code serves as guiding principles to assist employees Berhad via the Supplier e-Registry (“SUPeR”).
to practice high ethical business standards, and it
provides guidance on the way business and duties are • The Code applies to all suppliers, vendors, contractors
governed in an efficient, effective and fair manner. and any other persons doing business with the Group.
• The No Festive Gift Policy is enforced to complement Group Information Technology Initiatives
the existing Employee Code of Ethics. This policy
aims to assist employee in conducting business in an The Board acknowledges the importance of leveraging on
environment which is free from conflict of interest, Information Technology (“IT”) to promote the effectiveness
biasness and favouritism. and efficiency of business operations.
Anti-Fraud Prevention Manual and Whistleblowing Policy The Group Information Technology Department is
continuously reviewing the Group IT Security Policy
The Group has established a Fraud Prevention Manual
and Procedures and regularly conducts IT security
consisting of the Anti-fraud Policy and Whistleblowing
assessments in order to enhance the cybersecurity
Policy. The manual builds into the Group’s culture,
defense mechanisms of the group. Staff awareness is also
abhorrence for fraud, and that any conduct of this nature
emphasised to educate the staff on their responsibilities
will not be tolerated. It also promotes a transparent and
to protect the Group’s information asset. Several initiatives
open environment for fraud reporting within the Group
were undertaken in 2021 such as implementation
whilst protecting the identity of the person who lodges the
of a centralised system to manage Media Prima IT
report.
assets, implementation of high-availability firewall and
Anti-Corruption Policy enhancement of remote access service to facilitate
employees’ Work From Home (WFH) arrangement and
The Group has established an Anti-Corruption Policy to Network Access Control.
ensure that the Company’s businesses do not participate

Our Governance
Business Continuity Management Business Continuity Management team for the Group
was established to ensure that business is able to
Media Prima Berhad’s Business Continuity Management continue its operations in the event a place of business
(BCM) Framework aims to ensure availability of the is affected by either disaster, disruption or crisis whilst
Group’s core products and services by developing recovery safeguarding the interest of its key stakeholders, Group’s
procedures to respond and recover from significant reputation, brands and value-creating activities.
unexpected events which in return, minimising the impact
of business disruption and financial losses. A pre-emptive Related Party Transaction
planning in facing unforeseen events, which threaten
to disrupt the organisation’s value creating activities, is The Board acknowledges the importance to have
taken seriously by the Group to ensure an appropriate proper policies and procedures governing Related Party
level of business resilience Group-wide. The Board and Transaction (“RPT”) as part of its corporate obligations.
Management are responsible to ensure Group-wide The Group has a duty to disclose in its financial
implementation of sound BCM practices as part of prudent statements, the nature of the related party relationships,
risk management. the identities of the related parties, as well as the types
of transactions and the elements of the transactions
The Group’s BCM framework includes establishing necessary for a comprehensive and transparent
and reviewing formal Business Continuity Plans (BCP), understanding of the financial statements.
setting up core services infrastructure redundancies and
alternate sites, creating BCP awareness to key personnel The policy has been established to provide guidelines
and ensuring testing is carried out periodically. During the on proper mechanism in identifying, monitoring, and
year under review, the following initiatives and activities reporting of RPT based on statutory requirement and to
have been successfully rolled out:- promote better understanding of RPT and prescribe the
relevant departments’ responsibilities in identifying and
Initiative/ maintaining proper records of RPT.
Activities Purpose
C. CONTROL ENVIRONMENT AND ACTIVITIES
BCP Documents Business Continuity Plan (BCP)
Update documents were reviewed to ensure
The other key elements of the Group’s internal control system
key people and recovery procedures
include:-
reflect the current MPB’s business
environment.
• Monthly reporting of actual results and review against
Crisis Enhanced BCP Crisis budget, with major variances being followed up and
Communications Communications Procedure management actions taken, where necessary. The
to include pandemic response financial results are reviewed by the Board with
plan based on announcement of Management on a quarterly basis, to enable both parties
movement control order (MCO) by to gauge the Group’s achievement of its annual targets
the Government. and review any key financial and operational issues. The
Awareness Awareness sessions are conducted Board reviews regular reports from the Management
Programmes annually to update and ensure on the key operating statistics, as well as legal and
key employees are aware of the regulatory matters.
Company recovery strategies. In
2021, the awareness sessions were • Regular and comprehensive information provided to
focused on strategy for pandemic Management, covering financial performance and key
recovery response, BCP Committee performance indicators such as advertising market
and critical operational personnel. share, television viewership, programme ratings and
Simulation/ The ongoing pandemic response utilisation of resources.
Testing plan had been incorporated as
the scope of the simulation that • Adequate insurance and physical safeguards on major
covers Media Prima Berhad’s assets are in place to ensure the Group’s assets are
core services, support services, sufficiently covered against any mishap that could result
technical testing and crisis in material loss for the Group. An annual policy renewal
communications. exercise is undertaken by the Management to review the

Our Governance

coverage of Group’s assets against the prevailing market of the existing controls. GCGRI monitors the control
price for the similar assets. environment and business processes in order to ensure that
the risk treatments continue to be aligned with the Group’s
• Access to company’s Intranet System (i.e PeopleConnect) strategic objectives.
for updated and revised Policies and Procedures of the
company, Code of Ethics, Limits of Authority and other The Board is satisfied that the system of risk management
information related to the company. and internal control was generally satisfactory. Based on
the assessment of the Group’s internal control system for
• Monitoring of performance including discussion of any the year under review and up to the date of approval of this
significant issues at Senior Management meetings. statement, no significant control failures or weaknesses that
would result in material loss, contingency or uncertainty
• Content Regulatory Awareness sessions conducted requiring disclosure in the Group’s annual report were noted.
by Group Legal and Regulatory Affairs Department
throughout the year as part of the initiatives to impart E. REVIEW OF STATEMENT BY EXTERNAL AUDITORS
information and to provide explanation on the rules
and regulations governing the broadcast industry As required by Paragraph 15.23 of the Bursa Malaysia
based on the Communication and Multimedia Act 1998, Securities Berhad Main Market Listing Requirements,
Communication and Multimedia Content Forum Content the external auditors have reviewed this Statement on
Code and the respective license conditions of each TV Risk Management and Internal Control. Their limited
Networks, Radio Networks and Print Media. Awareness assurance review was performed in accordance with Audit
sessions on Intellectual Property (IP) had been and Assurance Practice Guide (“AAPG”) 3 2018 issued by
conducted to educate on the importance of protecting the the Malaysian Institute of Accountants. AAPG 3 2018 does
Group’s intellectual property. not require the external auditors to form an opinion on the
adequacy and effectiveness of the risk management and
D. ADEQUACY OF RISK MANAGEMENT & INTERNAL CONTROL internal control systems of the Group.
The Board confirms that it has reviewed the effectiveness of The External Auditors have reported to the Board that nothing
the risk management and internal control framework and has come to their attention that causes them to believe that
considers Media Prima Berhad’s system of internal control the statement is inconsistent with their understanding of the
as adequate in safeguarding the shareholders’ interests process adopted by the Board in reviewing the adequacy and
and assets of the Group. The Board also confirms that integrity of risk management and internal controls system of
there is an effective on-going process for the identification, the Group.
evaluation and management of significant risks in the Group
and is committed to ongoing review of the entire control,
compliance and risk management controls.
The Board believes that the development of the system of

internal controls is an on-going process and has taken steps
throughout the year to improve its internal control system
and will continue to do so.
The Group Managing Director and the Group Chief

Financial Officer had assured the Board that the Group’s
risk management and internal control system is operating
adequately and effectively in all material aspects, based on
the risk management and internal control system of the
Group.
Where weaknesses and shortcomings were noted,

management has taken appropriate actions to address them.
All business platforms and the Group Corporate Governance,
Risk Management and Integrity Department (GCGRI)
regularly review the processes to ensure the effectiveness

Our Governance
Audit Committee
Report
THE BOARD OF MEDIA PRIMA BERHAD IS PLEASED TO PRESENT THE AUDIT

COMMITTEE REPORT DESCRIBING THE AUDIT COMMITTEE’S DUTIES AND
FUNCTIONS FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2021.
A. COMPOSITION
The Audit Committee was established on 19 August 2003. The Audit Committee comprises of three (3) Independent Non-Executive
Directors and no alternate director is appointed as a member of the Audit Committee.
Abdullah bin Abu Raja Datuk Zaharaton Datin Azalina binti Mohd Rashid bin Mohd Lydia Anne
Samah binti Raja Zainal Abidin Adham Yusof Abraham
Independent Senior Independent Independent Independent Independent
Non-Executive Director Non-Executive Director Non-Executive Director Non-Executive Director Non-Executive Director
• Appointed as Member • Appointed as Member • Appointed as Member • Appointed as • Appointed as Member
on 11 March 2021. on 24 June 2021. on 24 June 2021. Chairman on 12 June on 14 May 2015.
• Redesignated as 2018.
Chairman on 24 June
2021.
• Chairman of Audit • Member of Audit • Member of Audit • Retired as Chairman • Retired as Member
Committee. Committee. Committee. on 23 June 2021. on 23 June 2021.
• Member of • Member of Risk
Nomination and Management
Remuneration Committee.
Committee.
The Audit Committee Chairman, Encik Abdullah Bin Abu Samah, is a member of the Malaysian Institute of Accountants (MIA) and
Malaysian Institute of Certified Public Accountants (MICPA).
The current Committee members’ profiles, qualification and experience can be found on pages 65 to 68 of this Annual Report.
B. MEETINGS
The Audit Committee had held a total of four meetings during financial year 2021 and details of the Committee members’
attendance are as follows:-
Audit 70th ACM 71th ACM 72nd ACM 73rd ACM

Committee Meeting 23 February 2021 25 May 2021 24 August 2021 23 November 2021

Our Governance
audit committee
report
Audit Committee Member Attendance (%)

Abdullah bin Abu Samah (Chairman) (3 of 3) 100%
Raja Datuk Zaharaton binti Raja Zainal Abidin (2 of 2) 100%
Datin Azalina binti Adham (2 of 2) 100%
Mohd Rashid bin Mohd Yusof* (2 of 2) 100%
Lydia Anne Abraham** (2 of 2) 100%
* Mohd Rashid bin Mohd Yusof retired as Audit Committee C. TERMS OF REFERENCE
Chairman on 23 June 2021
** Lydia Anne Abraham retired as Audit Committee member The Audit Committee is guided by its Terms of Reference in
on 23 June 2021 discharging its functions which is in accordance with the Main
Market Listing Requirements of Bursa Malaysia Securities
The Audit Committee met on quarterly basis with full quorum Berhad and the recommendations stipulated in the Malaysian
on each meeting. The Group Managing Director, Group Chief Code on Corporate Governance 2021 and relevant best
Financial Officer and the Group General Manager, Group practices.
Corporate Governance, Risk Management and Integrity
Department were also invited for each meeting to provide The Terms of Reference defines the scope, authority,
clarification on the audit issues raised. The Audit Committee duties and responsibilities of the Audit Committee, and is
also invited members of the Senior Management or relevant incorporated into the Board Charter which is accessible on
employees within the Group to assist in resolving and the Company’s official website at www.mediaprima.com.my.
clarifying matters raised in the audit reports. The Board Charter is reviewed to enhance its processes and
procedures and ensure alignment with any new requirements
The Company Secretary is the secretary of the Audit and regulations. During the year, there was no revision made
Committee. The Company Secretary is responsible for the to the Terms of Reference of the Audit Committee.
coordination of administrative details including calling for
meetings, voting and keeping of minutes. Minutes of each D. SUMMARY OF ACTIVITIES IN 2021
meeting is signed by the Chairman and extract of matters
requiring actions were distributed to all attendees and The Audit Committee’s key focus areas which were included
members of the Committee. in the Audit Committee meetings throughout the year are
summarised below:-
The Audit Committee Chairman briefs the Board on matters
discussed at every Audit Committee meeting. The Chairman RISKS AND CONTROLS
is also responsible to update the Board on the Committee’s
activities and make appropriate recommendations when The Audit Committee evaluated the overall effectiveness
necessary. This is to ensure that the Board is aware of of the system of internal controls through the review of
matters that may significantly impact the financial condition the results of work performed by the Internal and External
or affairs of the Group. Auditors and discussions with Senior Management on a
quarterly basis.
The Committee has the right to convene meetings with both
the Internal and External Auditors without the presence The Audit Committee had reviewed the Statement on Risk
of the Management. The Audit Committee had held two Management and Internal Control and the Audit Committee
meetings with the External Auditors on 23 February 2021 and Report for the financial year 2020 on 23 February 2021 for the
24 August 2021 without the presence of the Management and inclusion in Media Prima Berhad’s Annual Report for 2020.
the Group Managing Director.
FINANCIAL RESULTS
The Chairman of the Audit Committee had also held separate
meetings with the Group General Manager, Group Corporate 1. The Audit Committee had reviewed the Group’s quarterly
Governance, Risk Management and Integrity Department results before recommending to the Board for approval
prior to every scheduled Audit Committee meeting. and release of the Group’s results to Bursa Malaysia.

Our Governance
The quarterly unaudited financial statements for the first, year ended 31 December 2021 on 24 August 2021. The
second and third quarters of 2021 were reviewed at the audit plan outlines their scope of work and proposed
Audit Committee meetings on 25 May 2021, 24 August fees for the statutory audit, assurance-related review
2021 and 23 November 2021, respectively. The quarterly and review of the Statement on Risk Management and
unaudited financial results announcements were made Internal Control.
public through Bursa Malaysia on 27 May 2021, 26 August
2021 and 25 November 2021 respectively. 5. The Audit Committee had recommended to the Board
the proposed audit fees which was duly approved by the
2. The Audit Committee had reviewed the annual Board on 27 August 2021.
financial statements for the financial year ended
2020 at its meeting on 23 February 2021. The relevant 6. In relation to the Financial Statements for the Year
announcement was made public on Bursa Malaysia on 25 Ended 31 December 2021, the Audit Committee at its
February 2021. meeting held on 21 February 2022 had been briefed by
the External Auditors on the Key Audit Matters included
The Audit Committee had reviewed the annual financial in the External Auditor’s Report. Based on the discussion
statements of Media Prima Berhad and its subsidiaries between the Audit Committee and the External Auditors,
with the Group Managing Director, Group Chief Financial the Audit Committee is satisfied with the actions taken
Officer and the External Auditors before recommending by the Management in addressing areas, which involved
to the Board for their approval. In the review of the significant degree of judgement and estimates that
annual financial statements, the Committee had the External Auditors regard as most significant in the
discussed with the Management and the External audit of the financial statements of the Group and the
Auditors regarding the accounting policies and standards Company. Based on audit procedures performed by
that were applied and their judgement of the items that the External Auditors on these Key Audit Matters, no
may affect the financial statements. significant exceptions were noted.
EXTERNAL AUDIT INTERNAL AUDIT
1. The Audit Committee had reviewed the results and 1. The Audit Committee had reviewed the proposed Annual
issues arising from their audit of the year-end financial Audit Plan for the financial year ending 31 December
statements and their resolution of such issues 2022 during the 73rd Audit Committee Meeting held on 23
highlighted in the External Auditor’s report deliberated November 2021.
on 23 February 2021 with regards to the relevant
disclosures in the annual audited financial statements 2. The Audit Committee had reviewed and deliberated on
for 2020. audit reports, follow-up reports, audit recommendations
and Management’s responses at Audit Committee’s
2. The Audit Committee had assessed Messrs quarterly meetings.
PricewaterhouseCoopers (“PwC”) independence before
recommending for its re-appointment and remuneration. 3. The internal audit reports, audit recommendations
The External Auditors had on 21 February 2022 provided and Management’s action plan regarding these
written assurance to the Audit Committee that, in recommendations were deliberated and closely
accordance with the terms of all relevant professional monitored by the Audit Committee. Where appropriate,
and regulatory requirements, they had been independent the Audit Committee requested the Management to
throughout the audit engagement for 2021. rectify and improve the internal control systems based
on Group Corporate Governance, Risk Management and
3. Messrs PwC was reappointed as the External Auditors Integrity (GCGRI) Department’s recommendations and
for the financial year ended 2021 by the shareholders at suggestions for improvements.
the Media Prima Berhad 20th Annual General Meeting
held on 23 June 2021. 4. The Audit Committee had reviewed the adequacy of
resources and the competencies of staff within the Group
4. The Audit Committee had reviewed with the External Corporate Governance, Risk Management and Integrity
Auditors their audit plan, strategy and scope of the Department to ensure it has the required expertise and
statutory audits of the Group accounts for the financial professionalism to discharge its duties.

Our Governance
audit committee
report
5. The Chairman of the Audit Committee had appraised the The Group Corporate Governance, Risk Management and
Group General Manager, Group Corporate Governance, Integrity Department is contactable via gcg@mediaprima.
Risk Management and Integrity Department’s com.my.
performance for 2021.
Independence and Objectivity
TRAINING
The Group Corporate Governance, Risk Management and
During the year, the Audit Committee members had attended Integrity (GCGRI) Department’s activities remain free from
various conferences, seminars and training programmes to interference by any element in the organisation, including
enhance their knowledge in order to discharge their duties matters of audit selection, scope, procedures, frequency,
effectively as well as to improve their technical competencies timing or report content, in order to maintain the necessary
in their respective fields of expertise. independent and objective attitude. The GCGRI Department
has no direct operational responsibility or authority over any
The trainings attended by the Committee members are of the activities reviewed.
reported in the Corporate Governance Overview Statement on
pages 74 to 86 of this Annual Report. The GCGRI Department, through a systematic and structured
approach is responsible for the following:-
E. GROUP CORPORATE GOVERNANCE, RISK MANAGEMENT
AND INTEGRITY DEPARTMENT 1. Providing independent assurance to the Board and
Management that adequate and effective internal control
The Group has an established in-house Internal Audit system is in place to safeguard the Group’s assets;
function carried out by the Group Corporate Governance, Risk
Management and Integrity (GCGRI) Department. All internal 2. Recommending improvements and enhancements
audit activities during the financial year were conducted to the existing system of internal controls and work
by the Department. There was no area of the internal audit procedures/processes; and
function that had been outsourced during the year.
3. Reference point to ensure effective implementation of
The GCGRI Department is headed by the Group General policies and procedures and as a catalyst to promote best
Manager, Encik Sere Mohammad bin Mohd Kasim who corporate governance practices.
reports to the Audit Committee. He is a Chartered Member of
The Institute of Internal Auditors Malaysia (CMIIA), a Certified The GCGRI Department is a corporate member of The
Internal Auditor (CIA) and holds a Certification in Risk Institute of Internal Auditors Malaysia (“IIAM”). As a
Management Assurance (CRMA) of The Institute of Internal member, GCGRI Department is entitled to access to books,
Auditors Inc, USA. He also holds a Bachelor of Business publications, research papers, survey reports and other
Administration (Hons.) Finance and is a Certified Integrity reference materials to enhance knowledge, attend courses
Officer (CeIO) accorded by the Malaysian Anti-Corruption for continuous professional development and a wide range of
Commission. educational products.
The activity of the GCGRI Department are guided by the As a corporate subscriber of the Minority Shareholder
Internal Audit Charter that defines the roles, responsibilities, Watchdog Group (“MSWG”), the GCGRI Department receives
accountability and scope of work of the GCGRI Department. MSWG’s weekly E-newsletter “The Observer”, access to the
All internal audit activities in 2021 were performed in-house MSWG Monitoring Services, ASEAN Corporate Governance
by a group of 6 internal auditors from various background and Scorecard, publications and access to online Malaysian-
competencies. ASEAN Corporate Governance materials.
The total costs incurred by the GCGRI Department in Scope and Coverage
discharging its functions and responsibilities in 2021
amounted to RM 1,471,379 (2020: RM 1,408,015) comprising The scope of coverage encompasses all units and operations
mainly of staff costs, travelling, training and professional of the Group, including the subsidiaries. The selection of units
membership subscriptions. to be reviewed is premised on a risk based approach which
provides flexibility needed to address emerging current risks
as well as potential future risks. This enhances the ability

Our Governance
of the Group Corporate Governance, Risk Management and During the year, the following activities were also carried out
Integrity (GCGRI) Department to focus its resources and skills by the GCGRI Department:-
in ensuring alignment with business strategy and goals, thus
maintaining relevance and driving continuous improvements • Independent verification of results and/or votes at
within the Group. competition-based programmes organised by the Group
such as Anugerah Juara Lagu 35, Lagu Cinta Kita 3,
The scope of internal audit engagements had been developed Anugerah Bintang Popular Berita Harian 34 and Muzik-
by taking into consideration the Group Risk Profile and Muzik;
Business Plan for 2021. The key audit areas performed in
2021 were as follows:- • Participated in tender opening process for procurement
and disposal of fixed assets so as to ensure that due
AUDIT COMMITTEE process had been observed and complied with according
NO. REVIEW MEETING/DATE to the approved Policies and Procedures;
1 Cyber Security and Data 71st/25 May 2021

• Communication sessions with Management on internal
Security (All Platforms)
audit activities and planning of audits to ensure that
2 Operational Review on 71st/25 May 2021 areas of Management concern are covered; and
Print Towers Sdn Bhd
3 Newspapers Sales and 72nd/24 August 2021 • Completion of the Corporate Governance Overview
Circulation (NSTP) Statement, the Statement on Risk Management and
4 Home Shopping and 72nd/24 August 2021 Internal Control and the Audit Committee Report for
E-commerce (WOWSHOP) Media Prima Berhad’s Annual Report 2021.
5 News & Current Affairs 73rd/23 November 2021
Practices and Framework
(Television Networks)
6 Third Party Contracts 73rd/23 November 2021 In order to ensure standardisation and consistency in
(All Platforms) providing assurance on the adequacy and effectiveness of
7 Workforce Management 74th/21 February 2022 the overall system of internal controls, all auditing activities
8 Digital Products 74th/21 February 2022 of the Group Corporate Governance, Risk Management and
Integrity Department are conducted in line with the Group’s
9 Follow-up Report 71st to 74th/25 May 2021,
objectives and policies and in accordance with applicable
24 August 2021,
laws and regulations and relevant policies and guidelines
23 November 2021 and
as prescribed by the International Professional Practices
21 February 2022
Framework (IPPF) promulgated by the Institute of Internal
Auditors.
The corresponding reports of the audit performed were
presented to the Audit Committee and forwarded to the
Quality Assurance Review
Management for attention and corrective actions.
In complying with the requirement of the International
The Management is responsible for ensuring that corrective
Standards for the Professional Practice of Internal Auditing
actions on reported weaknesses are implemented within the
(“Standards”), Media Prima Berhad had in 2017 engaged The
required timeframe. GCGRI Department continuously monitor
Institute of Internal Auditors Malaysia (“IIAM”) to conduct an
the implementation of audit recommendations through
external quality assurance review on the Group Corporate
periodic follow-up reviews.
Governance, Risk Management and Integrity’s internal audit
processes. The IIAM had provided broad recommendations to
GCGRI Department also works closely with the External
enhance the ability of the Group Corporate Governance, Risk
Auditors to resolve any control issues and assists in ensuring
Management and Integrity Department to render effective
that appropriate management actions are taken.
internal audit services to its stakeholders.

Our Governance
audit committee
report
Professional Qualifications and Continuous Competency Development
The Group Corporate Governance, Risk Management and Integrity (GCGRI) Department is committed to equip MPB’s internal
auditors with sufficient knowledge, skills and competencies to discharge their duties and responsibilities. In order to improve staff
retention and to enhance professional competency within the department, the Audit Committee and management had agreed to
reimburse the registration and examination fees of the Certified Internal Auditor (CIA) programme coordinated by The Institute of
Internal Auditors, upon successful completion of the examination.
The GCGRI Department personnel had also attended various trainings and/or conferences during the year in order to enhance their
skills and knowledge and to continuously provide value added services to the Group. Each training programme attended will be
followed by an internal knowledge sharing session. Trainings attended in 2021 included:-
INTERNAL
CONFERENCES/SEMINARS/COURSES TITLE DATE
GIT Security Awareness - Cyber Security Best Practices Training 22 June 2021
IT Policy Awareness Training 14 - 15 December 2021
EXTERNAL
CONFERENCES/SEMINARS/
COURSES TITLE DATE TRAINER/ORGANISER
Corruption Risk Management 27 & 28 April 2021 ICLIF Executive Education Centre
Seminar Pengukuhan Pegawai Integriti 4 May 2021 Persatuan Pegawai Integriti Bertauliah
Malaysia
IT Audit Networking 8 June 2021 IIA Malaysia
Code of Ethics 15 June 2021 IIA Malaysia
2021 IIA Malaysia National Conference - 27 - 28 September 2021 IIA Malaysia
Vigorous and Versatile
This Audit Committee Report is made on the recommendation of the Audit Committee which was approved by the Board of
Directors on 23 February 2022.

Our Governance
Risk Management
Committee Report
Media Prima Berhad (“MPB”) recognises that having a robust and

effective risk management system is critical to achieve continued
profitability and sustainable growth in shareholder value in today’s
globalised and inter-linked financial and economic environment.
Risk Management Committee (“RMC”) is cognisant of its responsibility
in minimising uncertainties that could impair MPB from achieving its
strategic objectives in cruising through this challenging period.
MPB Risk Management Framework, which was developed based on ISO 31000:2018 Risk Management Guidelines, has been the
fundamental orientation in formulating mitigation plans to ensure risks are soundly managed. RMC continues to be involved in
determining risk appetite, identifying, assessing and monitoring strategic risks, emerging risks and potential disruptions to the MPB’s
value creating services including advising on mitigation strategy and measures.
A. COMMITTEE MEMBERS
Dato’ Sivananthan Datin Azalina binti Mohd Rafiq bin Mat Lydia Anne Abraham Raja Datuk Zaharaton
A/L Shanmugam Adham Razali binti Raja Zainal Abidin
Independent Independent Group Managing Independent Senior Independent
Non-Executive Director Non-Executive Director Director Non-Executive Director Non-Executive Director
• Appointed as Member • Appointed as Member • Appointed as Member • Appointed as Member • Appointed as Member
on 15 April 2021. on 24 June 2021. on 24 June 2021. on 8 May 2014. on 22 February 2018.
• Redesignated as • Redesignated as
Chairman on 24 June Chairman on 12 June
2021. 2018.
• Chairman of Risk • Member of Risk • Member of Risk • Retired as Chairman • Resigned from
Management Management Management of the Committee on Committee on 24
Committee. Committee. Committee. 23 June 2021. June 2021.
• Member of • Member of Audit • Member of
Nomination and Committee. Nomination and
Remuneration Remuneration
Committee Committee
B. MEETINGS
• To form a quorum in respect of a meeting of the Committee shall be a minimum of three (3) members.
• Meeting of the Committee shall be held at least four (4) times per year.
• The Chairperson will call a meeting of the RMC if so directed by the Board. The Chairperson will call a meeting of the RMC if so
requested by any Committee Member or the Group Managing Director (“GMD”).

Our Governance
risk management
committee report
• The Secretary is responsible for the coordination of - Assessment and monitoring of the effectiveness of
administrative details including calling the meetings, controls instituted;
voting and keeping of minutes.
- Review and make recommendations on behalf of the
C. ATTENDANCE AT MEETINGS Board in relation to risk management;
• During the financial year ended 31 December 2021, the - To consider and make recommendations on behalf of
RMC had met four (4) times and the attendances of the the Board in connection with the compliance by the
respective members are illustrated below:- Group with its risk management strategy;
Risk Management Committee Meeting - To report to the Board on any material changes to the
39th RMC 23 February 2021 risk profile of the Group;
40th RMC 25 May 2021

- To monitor and refer to the Board any instances
41st RMC 24 August 2021 involving material breaches or potential breaches of
42nd RMC 23 November 2021 the Group’s risk management strategy; and
Risk Management Committee Attendance - To report to the Board, when necessary, in connection
Member (%) with the Group’s annual reporting responsibilities to
Bursa Malaysia in relation to matters pertaining to the
Dato’ Sivananthan A/L Shanmugam* (3 of 3) 100%
Group’s risk management strategy.
Datin Azalina binti Adham** (2 of 2) 100%
Mohd Rafiq bin Mat Razali*** (2 of 2) 100% • RMC shall have the authority to seek any information it
Lydia Anne Abraham**** (2 of 2) 100% requires from any officer or employee of the company or
its subsidiary companies and such officers or employees
Raja Datuk Zaharaton binti Raja Zainal (2 of 2) 100%
shall be required to respond to such enquiries.
Abidin*****
• RMC may, as and when deemed necessary, invite other
* Dato’ Sivananthan A/L Shanmugam appointed
Board members and management personnel to attend the
as Risk Management Committee member on
meetings where risk management issues are discussed.
15.04.2021 redesignated as Chairman of the
Committee on 24.06.2021
• RMC has the authority to direct special investigations on
** Datin Azalina binti Adham appointed as Risk
behalf of the Board, into significant risk management
Management Committee member on 24.06.2021
activities, as and when necessary.
*** Mohd Rafiq bin Mat Razali appointed as Risk
Management Committee member on 24.06.2021
• RMC is authorised to take such independent professional
**** Lydia Anne Abraham retired as a member and
advice as it considers necessary.
Chairman of the Risk Management Committee on
23.06.2021
• RMC shall make recommendations to the Board but shall
***** Raja Datuk Zaharaton binti Raja Zainal Abidin
have no executive powers with regards to its findings and
resigned as Risk Management Committee
recommendations.
member on 24.06.2021
E. RISK MANAGEMENT FRAMEWORK

D. DUTIES OF RISK MANAGEMENT COMMITTEE
• The framework adopted by the Group incorporated the

• The duties of the RMC include:
latest risk management processes on a coordinated and
integrated basis. To keep the framework relevant in order
- Assessment and monitoring of all risks associated
to support the ever evolving business, the Group will
with the operations of the Group;
review the framework on a needed basis.
- Development and implementation of internal

compliance and control systems, and procedures to
manage risk;

Our Governance
• The framework is designed to realise the Group’s

objectives, set forth in four (4) categories: People
Talent management is key element in
- Corporate - High level goals aligned with and achieving business goals. Recruiting,
supporting the Group mission. retaining and managing talent is critical
especially for digital talent where the
- Operations - Effective and efficient use of the Group demand is so competitive in current
resources. business environment.
- Reporting - Reliability of reporting.
- Compliance - Compliance with applicable laws and • Review of Business Continuity Management
regulations.
- On a regular basis, the RMC will deliberate the risks
• Review of Corporate Risks relating to business disruption and discuss on the
mitigation strategy to ensure the core business
- At corporate level, the risks and mitigations operations are able to operate in the event of disaster.
deliberated by the Committee is centred around the The mitigation strategy is translated into Business
following risk areas: Continuity Plan (“BCP”) and is tested annually to assess
the readiness and effectiveness. The results of the
testing will be presented to the RMC.
Business Sustainability
- As part of the Group ongoing simulation programme, the
The dynamic of current business
BCP is continuously being enhanced and tested. In this
landscape during pandemic
year's BCP simulation, the Group has incorporated the
environment require drastic and agile
Pandemic environment as the simulation assessment
approach in managing its risk to be
to ensure critical operations are protected in the BCP
able in adapting and growing the
simulation scope.
business for sustainable future.
• Review of Risks and Risk Controls

Quality products and content
New normal changes the routine of
- On quarterly basis, top risks of the Group were
people’s behaviour and economic
reported and reviewed by the senior management.
cycle. Challenges in constructing and
Key and material risks were then escalated to RMC for
delivering best content (products) is key
deliberation of the controls and policy in place to mitigate
to stay relevant to the targeted audience.
or manage these risks.
Innovation
• Review on Sustainability Risk
Focus and experiment in new business
model are crucial to ensure ability
- Regular and continuous risk assessments in ensuring
in competition and protecting the
environmental responsibility and good governance
ecosystem to grow market share.
towards positive impact of ESG commitment. Media
Prima will continuously play a role as the leading
Cyber & Information Security
integrated media solution by engaging and educating
The rise of technology adoption
communities in ESG awareness.
and work-from-home environment
increases the exposure to cyber threats.
• Review of Corruption Risks and Integrity
Critical information systems (e.g.
Newsroom and operation/production
- On an annual basis, corruption risks of the Group
system) being highly critical to the
were assessed and reviewed to continuously improve
continuous operations of the business
existing controls and ensure that they are adequate.
having direct impact to revenue, brand
Key and material risks were then escalated to RMC for
reputation and market share.
deliberation of controls and policy to mitigate or treat
these risks.

Our Governance
107 Directors’ Responsibility

Statement
108 Directors’ Report
112 Statements of
Comprehensive Income
114 Statements of Financial
Position
116 Consolidated Statement of
Changes in Equity
117 Statement of Changes in
Equity
118 Statements of Cash Flows
121 Notes to the Financial
Statements
220 Statement By Directors
220 Statutory Declaration
221 Independent Auditors
Report

Directors’ Responsibility
Statement
In respect of the audited financial statements for the financial year ended 31 December 2021
The Directors of the Company are required by the Companies Act 2016 (“CA 2016”) to prepare the financial statements for each financial
year in accordance with applicable Malaysian Financial Reporting Standards, International Financial Reporting Standards and the relevant
provisions of the CA 2016. The Directors are responsible to ensure that the financial statements give a true and fair view of the financial
position of the Group and the Company at the end of the financial year, and of their financial performance and cash flows for the financial
year then ended.
In preparing the financial statements, the Directors have:
• adopted appropriate accounting policies and applied them consistently;

• made judgements and estimates that are reasonable and prudent;
• ensured that all applicable approved accounting standards have been followed; and
• prepared the financial statements on a going concern basis as the Directors have a reasonable expectation, having made enquiries,
that the Group and the Company have adequate resources to continue in operation for the foreseeable future.
The Directors have the responsibility to ensure that the Group and the Company keep accounting records which disclose with reasonable
accuracy the financial position of the Group and the Company, and which enable them to ensure the financial statements comply with the
CA 2016.
The Directors also have the overall responsibilities to take such steps that are reasonably open to them to safeguard the assets of the
Group and of the Company, and for the establishment, implementation and maintenance of appropriate accounting and internal control
systems for the detection and prevention of fraud and other irregularities.

Directors’
Report
The Directors hereby submit their report and the audited financial statements of the Group and of the Company for the financial year
ended 31 December 2021.
PRINCIPAL ACTIVITIES
The principal activities of the Company are investment holding and the provision of management services to its subsidiaries.
The principal activities of the Group consist of commercial television and radio broadcasting, publishing, printing, sale and distribution of
newspapers, home shopping network, provision of internet and digital-based media, provision of outdoor advertising space and related
production services, media content production and distribution, property management services, and other media industry related services.
There have been no significant changes in the nature of these principal activities during the financial year.
The principal activities and details of the subsidiaries and associates are set out in Note 16 and Note 17 to the financial statements
respectively.
FINANCIAL RESULTS
Group Company
RM’000 RM’000
Net profit for the financial year 51,562 56,059
Attributable to:
Owners of the Company 55,231 56,059
Non-controlling interests (3,669) -
Net profit for the financial year 51,562 56,059
DIVIDENDS
On 23 February 2022, the Board of Directors approved the payment of a single tier dividend of 1.5 sen per ordinary share amounting to
RM16,637,989. The financial statements for the current year do not reflect this dividend.
RESERVES AND PROVISIONS
All material transfers to or from reserves and provisions during the financial year are shown in the financial statements.
ISSUE OF SHARES AND DEBENTURES
There were no changes in the issued and paid-up capital of the Company during the financial year.
There were no debentures issued during the financial year.

OPTIONS GRANTED OVER UNISSUED SHARES
No options were granted to any persons to take up unissued shares of the Company during the financial year.
DIRECTORS
The Directors in office during the financial year and during the period from the end of the financial year to the date of the report are:
Datuk Seri (Dr) Syed Hussian bin Syed Junid

Raja Datuk Zaharaton binti Raja Zainal Abidin
Mohd Rafiq bin Mat Razali (Appointed on 18 February 2021)
Abdullah bin Abu Samah (Appointed on 11 March 2021)
Dato’ Sivanathan A/L Shanmugam (Appointed on 15 April 2021)
Datin Azalina binti Adham (Appointed on 24 June 2021)
Mohamad bin Abdullah (Resigned on 18 February 2021)
Hisham bin Zainal Mokhtar (Resigned on 1 April 2021)
Dato’ Iskandar Mizal bin Mahmood (Resigned on 18 May 2021)
Lydia Anne Abraham (Retired on 23 June 2021)
Mohd Rashid bin Mohd Yusof (Retired on 23 June 2021)
Pursuant to Section 253 of the Companies Act 2016, the names of Directors of the Company’s subsidiaries are set out in the respective
subsidiaries financial statements and the said information is deemed incorporated herein by such reference and made part thereof.
DIRECTORS’ BENEFITS
Since the end of the previous financial year, no Director has received or become entitled to receive a benefit (other than Directors’
remuneration and benefits-in-kind disclosed in Note 10 to the financial statements) by reason of a contract made by the Company or
a related corporation with the Director or with a firm of which the Director is a member, or with a company in which the Director has a
substantial financial interest.
Neither during nor at the end of the financial year was the Company and any of its subsidiaries a party to any arrangements whose object
was to enable the Directors to acquire benefits by means of the acquisition of shares in, or debentures of, the Company or any other body
corporate.
The Company maintains a corporate liability insurance for the Directors and officers of the Group and Company throughout the financial
year, which provides appropriate insurance cover for the Directors and officers of the Group and Company. The insurance premium paid
by the Company for the financial year ended 31 December 2021 amounted to RM61,066.

directors’
report
DIRECTORS’ INTERESTS IN SHARES AND DEBENTURES
According to the Register of Directors’ shareholdings required to be kept under Section 59 of the Companies Act 2016, none of the
Directors who held office at the end of the financial year held any interest in shares or debentures in the Company or its subsidiaries
during the financial year except as follows:
Number of ordinary shares

At
1.1.2021/
ⱷ*date of
appointment Additions Disposals At 31.12.2021
Shares in the Company
Direct interests:
Datuk Seri (Dr) Syed Hussian bin Syed Junid 2,015,295 4,084,700 - 6,099,995
Mohd Rafiq bin Mat Razali ⱷ 220,000 80,000 - 300,000
Datin Azalina binti Adham * 867 - - 867
Indirect interests:
Datuk Seri (Dr) Syed Hussian bin Syed Junid # - 100,000 - 100,000
ⱷ Direct interest in ordinary shares of the Company held on the date of appointment of 18 February 2021.
* Direct interest in ordinary shares of the Company held on the date of appointment of 24 June 2021.
# Deemed interest in ordinary shares of the Company held through persons connected with the Director.
DIRECTORS’ REMUNERATION
Details of Directors’ remuneration are set out in Note 10 to the financial statements.
OTHER STATUTORY INFORMATION
(a) Before the financial statements of the Group and of the Company were prepared, the Directors took reasonable steps:
(i) to ascertain that proper action had been taken in relation to the writing off of bad debts and the making of allowance for
doubtful debts and satisfied themselves that all known bad debts had been written off and that adequate allowance had been
made for doubtful debts; and
(ii) to ensure that any current assets, other than debts, which were unlikely to realise in the ordinary course of business including
the values of current assets as shown in the accounting records of the Group and of the Company had been written down to
an amount the current assets which they might be expected so to realise.
(b) At the date of this report, the Directors are not aware of any circumstances:
(i) which would render the amounts written off for bad debts or the amount of the allowance for doubtful debts in the financial
statements of the Group and of the Company inadequate to any substantial extent; or
(ii) which would render the values attributed to current assets in the financial statements of the Group and of the Company
misleading; or

OTHER STATUTORY INFORMATION (CONTINUED)
(b) At the date of this report, the Directors are not aware of any circumstances: (continued)
(iii) which have arisen which render adherence to the existing method of valuation of assets or liabilities of the Group and of the
Company misleading or inappropriate.
(c) At the date of this report, there does not exist:
(i) any charge on the assets of the Group or of the Company which has arisen since the end of the financial year which secures
the liability of any other person; or
(ii) any contingent liability of the Group or of the Company which has arisen since the end of the financial year except as disclosed
in Note 36 to the financial statements.
(d) No contingent or other liability has become enforceable or is likely to become enforceable within the period of twelve months after
the end of the financial year which, in the opinion of the Directors, will or may affect the ability of the Group or of the Company to
meet their obligations when they fall due.
(e) At the date of this report, the Directors are not aware of any circumstances not otherwise dealt with in this report or the financial
statements which would render any amount stated in the financial statements misleading.
(f) In the opinion of the Directors:
(i) the results of the Group’s and of the Company’s operations during the financial year were not substantially affected by any
item, transaction or event of a material and unusual nature except as disclosed in the financial statements; and
(ii) there has not arisen in the interval between the end of the financial year and the date of this report any item, transaction
or event of a material and unusual nature likely to affect substantially the results of the operations of the Group or of the
Company for the financial year in which this report is made, other than as disclosed in Note 37 to the financial statements.
AUDITORS’ REMUNERATION
Details of auditors’ remuneration are set out in Note 8 to the financial statements.
AUDITORS
The auditors, PricewaterhouseCoopers PLT (LLP0014401-LCA & AF 1146), have expressed their willingness to continue in office.
This report was approved by the Board of Directors on 9 March 2022. Signed on behalf of the Board of Directors:
DATUK SERI (DR) SYED HUSSIAN BIN SYED JUNID MOHD RAFIQ BIN MAT RAZALI
GROUP CHAIRMAN GROUP MANAGING DIRECTOR
Petaling Jaya
9 March 2022
Statements of
Comprehensive Income
For The Financial Year Ended 31 December 2021
Group Company
Note 2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Revenue 4 1,120,188 1,041,565 67,686 59,074

Other operating income 9,878 17,249 208 418
Amortisation of intangible assets and programming
rights costs (93,409) (97,324) - -
Content production and other media costs (72,308) (39,505) - -
Newsprint and newspaper production costs (22,923) (28,938) - -
Outdoor display and production costs (57,142) (48,914) - -
Cost of home shopping goods sold (188,501) (212,858) - -
Transmission, technology and distribution costs (62,639) (73,988) - -
Employee benefits costs 6 (287,272) (297,500) (14,496) (37,186)
Occupancy costs (23,349) (24,703) (3,156) (4,727)
Depreciation (92,592) (111,137) (947) (1,120)
Net (impairment)/reversal of impairment of non-
current assets 7 (15,505) - 864 (44,448)
Net reversal/(loss) on impairment of financial
instruments 3,135 (10,843) 21,093 -
Other operating costs (117,074) (110,792) (2,527) (13,823)
Profit/(loss) from operations 8 100,487 2,312 68,725 (41,812)
Finance income 9 5,980 6,704 1,425 1,996
Finance cost 9 (16,004) (14,652) (14,091) (9,543)
Share of results of associates 17 (240) (151) - -
Profit/(loss) before taxation 90,223 (5,787) 56,059 (49,359)
Taxation 11 (38,661) (12,299) - (276)
Net profit/(loss) and total comprehensive income/(loss)
for the financial year 51,562 (18,086) 56,059 (49,635)

Group
Note 2021 2020
RM’000 RM’000
Profit/(loss) attributable to:
- Owners of the Company 55,231 (18,378)
- Non-controlling interest (3,669) 292
51,562 (18,086)
Total comprehensive income/(loss) attributable to:

- Owners of the Company 55,231 (18,378)
- Non-controlling interest (3,669) 292
51,562 (18,086)
Earnings/(loss) per share:

- Basic (sen) 12 4.98 (1.66)
- Diluted (sen) 12 4.98 (1.66)
The notes on pages 121 to 219 form an integral part of these financial statements.

Statements of
Financial Position
As At 31 December 2021
Group Company
Note 2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
NON-CURRENT ASSETS
Property, plant and equipment 13 158,603 210,396 1,279 1,334
Right-of-use assets 14 119,357 157,017 - 1,253
Investment properties 15 16,066 28,136 - -
Subsidiaries 16 - - 896,458 895,838
Associates 17 1,241 2,678 - -
Intangible assets 18 384,496 387,139 - -
Trade and other receivables 22 138,764 - 770 -
Deferred tax assets 19 14,383 11,584 - -
Financial assets at fair value through other
comprehensive income 20 688 688 - -
833,598 797,638 898,507 898,425
CURRENT ASSETS
Inventories 21 14,976 24,097 - -
Trade and other receivables 22 199,437 232,992 3,408 5,498
Amounts due from subsidiaries 23 - - 109,853 66,306
Current tax recoverable 7,330 8,354 157 -
Deposits, cash and bank balances 24 341,621 303,783 62,729 125,717
563,364 569,226 176,147 197,521
Non-current assets held for sale 25 11,576 225 - -

TOTAL ASSETS 1,408,538 1,367,089 1,074,654 1,095,946
NON-CURRENT LIABILITIES
Borrowings 26 120,073 79,583 50,053 79,583
Lease liabilities 14 105,488 144,790 - 735
Amounts due to subsidiaries 23 - - 161,952 189,421
Deferred tax liabilities 19 37,288 37,501 - -
262,849 261,874 212,005 269,739

Group Company
Note 2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
CURRENT LIABILITIES
Trade and other payables 27 422,981 444,589 14,230 42,968
Amounts due to subsidiaries 23 - - 107,767 97,993
Lease liabilities 14 46,554 40,291 - 614
Borrowings 26 33,561 45,902 32,500 32,500
Current tax payable 17,977 1,366 - 39
521,073 532,148 154,497 174,114
TOTAL LIABILITIES 783,922 794,022 366,502 443,853
EQUITY ATTRIBUTABLE TO OWNERS OF THE COMPANY

Share capital 28 1,524,735 1,524,735 1,524,735 1,524,735
Other reserves 29 4 4 - -
Accumulated losses (892,600) (947,825) (816,583) (872,642)
632,139 576,914 708,152 652,093
NON-CONTROLLING INTERESTS (7,523) (3,847) - -
TOTAL EQUITY 624,616 573,067 708,152 652,093
TOTAL LIABILITIES AND EQUITY 1,408,538 1,367,089 1,074,654 1,095,946
Sen Sen
NET ASSETS PER SHARE* 56.99 52.01
* Net assets per share is calculated by dividing the net assets (excluding portion allocated to non-controlling interest) of the Group by
the number of ordinary shares in issue at the statement of financial position date.

Consolidated Statement of
Changes In Equity
Attributable to owners of the Company

Non-
Share Other Accumulated controlling Total
GROUP Note capital reserves losses Total interests equity
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
2021
As at 1 January 2021 1,524,735 4 (947,825) 576,914 (3,847) 573,067
Net profit/(loss) and total

comprehensive income/
(loss) for the financial year - - 55,231 55,231 (3,669) 51,562
Transaction with owners:

Acquisition of additional
interest in a subsidiary 16(b) - - (6) (6) (7) (13)
At 31 December 2021 1,524,735 4 (892,600) 632,139 (7,523) 624,616
2020
As at 1 January 2020 1,524,735 4 (926,040) 598,699 (2,546) 596,153
Net loss and total

comprehensive loss for
the financial year - - (18,378) (18,378) 292 (18,086)
Transaction with owners:

Acquisition of additional
interest in a subsidiary 16(b) - - (3,407) (3,407) (1,593) (5,000)
At 31 December 2020 1,524,735 4 (947,825) 576,914 (3,847) 573,067

Statement of
Changes In Equity
Share Accumulated Total

COMPANY capital losses equity
RM’000 RM’000 RM’000
2021
At 1 January 2021 1,524,735 (872,642) 652,093
Net profit and total comprehensive income for the financial year - 56,059 56,059
At 31 December 2021 1,524,735 (816,583) 708,152
2020
At 1 January 2020 1,524,735 (823,007) 701,728
Net loss and total comprehensive loss for the financial year - (49,635) (49,635)
At 31 December 2020 1,524,735 (872,642) 652,093

Statement of
Cash Flows
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
(Restated)
CASH FLOWS FROM OPERATING ACTIVITIES
Net profit/(loss) for the financial year 51,562 (18,086) 56,059 (49,635)
Adjustments for:
Amortisation of intangible assets and programming rights
costs 93,409 97,324 - -
Intangible assets
- Impairment 3,000 - - -
- Write offs 69 - - -
Property, plant and equipment
- Depreciation 54,469 53,532 818 476
- (Gain)/loss on disposals (401) 488 - -
- Impairment 11,308 - - -
- Write offs 1,968 172 - -
- Additions via contra arrangement (876) - - -
Right-of-use assets
- Depreciation 37,629 56,877 129 644
- (Gain)/loss on termination of leases (130) 1,438 (130) -
Investment properties
- Depreciation 494 728 - -
Finance cost 16,004 14,652 14,091 9,543
Allowance for obsolescence of inventories 70 229 - -
Net (reversal of)/impairment of investments in subsidiaries - - (864) 44,448
Impairment of investment in an associate 1,197 - - -
Share of results of associates 240 151 - -
Covid-19 related rent concessions (2,352) (9,030) - -
Other goods and services received via contra arrangement (1,004) (25) - -
Net unrealised foreign exchange gain (1) (11) - -
Dividend income - - (60,019) (20,020)
Finance income (5,980) (6,704) (1,425) (1,996)
Taxation 38,661 12,299 - 276
Net (reversal)/charge of termination benefits (2,436) (13,513) (436) 349
Net (reversal)/loss on impairment of financial instruments
- Trade and other receivables (3,135) 10,843 - -
- Amounts due from subsidiaries - - (21,093) -
293,765 201,364 (12,870) (15,915)

Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
(Restated)
CASH FLOWS FROM OPERATING ACTIVITIES (CONTINUED)
Changes in working capital:

Inventories 9,051 (17,893) - -
Receivables 17,321 6,293 1,321 4,818
Payables (17,130) (97,764) (28,332) 14,965
Programme-related assets (14,100) (22,931) - -
Amounts due from subsidiaries - - 731 19,533
Cash flows generated from/(used in) operations 288,907 69,069 (39,150) 23,401
Net income tax paid (24,038) (2,800) (196) (169)
Net cash flows generated from/(used in) operating activities 264,869 66,269 (39,346) 23,232
CASH FLOWS FROM INVESTING ACTIVITIES
Settlement of deferred purchase consideration

- Subsidiary - (780) - -
- Associate - (240) - -
Property, plant and equipment
- Additions (16,957) (9,660) (734) (735)
- Advance payments (118,391) - - -
- Proceeds from disposals 466 436 - -
Intangible assets
- Additions (79,735) (65,643) - -
Proceeds from transfer of a subsidiary (Note 16 (a)) - - 258 -
Finance income received 5,980 6,704 1,425 1,996
Dividends received - - 30,000 20,020
Acquisition of additional interest in a subsidiary - - (13) -
Payments on behalf of subsidiaries - - (35,466) -
Net cash flow (used in)/generated from investing activities (208,637) (69,183) (4,530) 21,281

statement of
cash flows
for the financial year ended 31 December 2021
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
(Restated)
CASH FLOWS FROM FINANCING ACTIVITIES
Drawdown of borrowings 73,267 187,686 - 153,509

Repayment of borrowings (48,158) (65,463) (32,500) (40,000)
Repayment of intercompany loans - - - (75,000)
Cash received on behalf on subsidiaries - - 17,344 -
Payment of principal element of lease liabilities (30,526) (51,592) (95) (610)
Acquisition of non-controlling interests (13) (5,000) - -
Increase in restricted bank balances (2,985) (12,280) - (12,280)
Finance cost paid
- Borrowings (3,955) (4,993) (3,850) (4,402)
- Lease liabilities (9,009) (11,085) (11) (92)
Net cash flow (used in)/generated from financing activities (21,379) 37,273 (19,112) 21,125
NET MOVEMENT IN CASH AND CASH EQUIVALENTS DURING

THE FINANCIAL YEAR 34,853 34,359 (62,988) 65,638
CASH AND CASH EQUIVALENTS AT BEGINNING OF THE
FINANCIAL YEAR 291,303 256,944 113,437 47,799
CASH AND CASH EQUIVALENTS AT END OF THE FINANCIAL
YEAR (NOTE 24) 326,156 291,303 50,449 113,437
Analysis of debt reconciliations are disclosed in Note 14 and 26 to the financial statements.

Notes To The
1 CORPORATE INFORMATION
The principal activities of the Company are investment holding and the provision of management services to its subsidiaries.
The principal activities of the Group consist of commercial television and radio broadcasting, publishing, printing, sale and
distribution of newspapers, home shopping network, provision of internet and digital-based media, provision of outdoor advertising
space and related production services, media content production and distribution, property management services, and other media
industry related services.
There have been no significant changes in the nature of these principal activities during the financial year.
The principal activities of the subsidiaries and associates are set out in Note 16 and Note 17 to the financial statements respectively.
The Company is a public limited liability company, incorporated and domiciled in Malaysia and listed on the Main Market of the
Bursa Malaysia Securities Berhad (“Bursa Malaysia”).
The address of the registered office and principal place of business of the Company is as follows:
Balai Berita Anjung Riong

No. 31 Jalan Riong, Bangsar
59100 Kuala Lumpur.
The financial statements have been approved for issuance in accordance with a resolution of the Board of Directors on 9 March
2022.
2 SIGNIFICANT ACCOUNTING POLICIES
Unless otherwise stated, the following accounting policies have been applied consistently in dealing with items that are considered
material in relation to the financial statements.
(a) Basis of preparation
The financial statements of the Group and Company have been prepared in accordance with the Malaysian Financial Reporting
Standards (“MFRS”), International Financial Reporting Standards (“IFRS”) and the requirements of the Companies Act 2016 in
Malaysia.
The financial statements have been prepared under the historical cost convention, except as disclosed in this summary of
significant accounting policies.
The financial statements are presented in Ringgit Malaysia (“RM”) and all values are rounded to the nearest thousand (RM’000)
except when otherwise indicated.
The preparation of financial statements in conformity with MFRS requires the use of certain critical accounting estimates
and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities
at the date of the financial statements, and the reported amounts of revenues and expenses during the reported period. It
also requires Directors to exercise their judgement in the process of applying the Group’s and Company’s accounting policies.
Although these estimates and judgement are based on the Directors’ best knowledge of current events and actions, actual
results may differ. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates
are significant to the financial statements are disclosed in Note 3.

notes to the
financial statements
2 SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
(a) Basis of preparation (continued)
(i) Amendments to published standards that are effective and applicable to the Group and Company
The Group and Company have applied the following amendments for the first time for the financial year beginning on 1
January 2021:
• Amendments to MFRS 9, MFRS 139, MFRS 7, MFRS 4 and MFRS 16 ‘Interest Rate Benchmark Reform — Phase 2’
The amendments listed above did not have any significant impact on the amounts recognised in prior periods and are not
expected to significantly affect the current or future periods.
(ii) Standards early adopted by the Group and Company
The Group and Company have elected to early adopt Amendments to MFRS 16 ‘Covid-19 Related Rent Concessions beyond
30 June 2021’ for the first time in the financial statements for the financial year 2021; with the date of initial application of
1 January 2021, which resulted in changes in accounting policies.
On adoption of the MFRS 16 amendment, the Group and Company are not required to assess whether a rent concession
that occurs as a direct consequence of the Covid-19 pandemic and meet specified conditions is a lease modification.
The Group and Company account for such Covid-19-related rent concession as a variable lease payment in the period(s) in
which the event or condition that triggers the reduced payment occurs.
In accordance with the transitional provisions provided in the MFRS 16 amendment, the comparative information for
2020 was not restated and continued to be reported under the previous accounting policies in accordance with the lease
modification principles in MFRS 16. These amendments had no impact to the retained earnings on 1 January 2021.
The impact of the early adoption is disclosed in Note 14(d) to the financial statements.
(iii) Amendments to published standards have been issued but not yet effective and applicable to the Group and Company
A number of amendments to standards are effective for financial year beginning after 1 January 2022. None of these are
expected to have a significant effect on the Group and Company.
• Annual Improvements to MFRS 9 ‘Fees in the 10% test for derecognition of financial liabilities’ (effective 1 January
2022) clarifies that only fees paid or received between the borrower and the lender, including the fees paid or received
on each other’s behalf, are included in the cash flow of the new loan when performing the 10% test.
An entity shall apply the amendment to financial liabilities that are modified or exchanged on or after the beginning
of the annual reporting period in which the entity first applies the amendment.
• Amendments to MFRS 3 ‘Reference to Conceptual Framework’ (effective 1 January 2022) replace the reference
to Framework for Preparation and Presentation of Financial Statements with 2018 Conceptual Framework. The
amendments did not change the current accounting for business combinations on acquisition date.
The amendments provide an exception for the recognition of liabilities and contingent liabilities should be in accordance
with the principles of MFRS 137 ‘Provisions, contingent liabilities and contingent assets’ and IC Interpretation
21 ‘Levies’ when falls within their scope. It also clarifies that contingent assets should not be recognised at the
acquisition date.
The amendments shall be applied prospectively.

(a) Basis of preparation (continued)
(iii) Amendments to published standards have been issued but not yet effective and applicable to the Group and Company
(continued)
• Amendments to MFRS 116 ‘Proceeds before Intended Use’ (effective 1 January 2022) prohibit an entity from
deducting from the cost of a property, plant and equipment the proceeds received from selling items produced
by the property, plant and equipment before it is ready for its intended use. The sales proceeds should instead be
recognised in the statement of comprehensive income.
The amendments also clarify that testing whether an asset is functioning properly refers to assessing the technical
and physical performance of the property, plant and equipment.
The amendments shall be applied retrospectively.
• Amendments to MFRS 137 ‘Onerous Contracts—Cost of Fulfilling a Contract’ (effective 1 January 2022) clarify
that direct costs of fulfilling a contract include both the incremental cost of fulfilling the contract as well as an
allocation of other costs directly related to fulfilling contracts. The amendments also clarify that before recognising
a separate provision for an onerous contract, impairment loss that has occurred on assets used in fulfilling the
contract should be recognised.
• Amendments to MFRS 101 ‘Classification of Liabilities as Current or Non-Current’ (effective 1 January 2023) clarify
that a liability is classified as noncurrent if an entity has a substantive right at the end of the reporting period to
defer settlement for at least 12 months after the reporting period. If the right to defer settlement of a liability is
subject to the entity complying with specified conditions (for example, debt covenants), the right exists at the end of
the reporting period only if the entity complies with those conditions at that date. The amendments further clarify
that the entity must comply with the conditions at the end of the reporting period even if the lender does not test
compliance until a later date.
The assessment of whether an entity has the right to defer settlement of a liability at the reporting date is not
affected by expectations of the entity or events after the reporting date.
• Amendments to MFRS 112 ‘Deferred Tax related to Assets and Liabilities arising from a Single Transaction’
(effective 1 January 2023) clarify that the initial exemption rule does not apply to transactions where both an asset
and a liability are recognised at the same time such as leases and decommissioning obligations. Accordingly,
entities are required to recognise both deferred tax assets and liabilities for all deductible and taxable temporary
differences arising from such transactions.

notes to the
(b) Basis of consolidation
(i) Subsidiaries
Subsidiaries are all entities (including special purpose entities) over which the Group has control. The Group controls
an entity when the Group is exposed to, or has rights to, variable returns from its involvement with the entity and has
the ability to affect those returns through its power to direct the relevant activities of the entity. Subsidiaries are fully
consolidated from the date on which control is transferred to the Group. They are deconsolidated from the date that
control ceases. The existence and effect of potential voting rights are considered only when such rights are substantive
when assessing control.
The amount due from subsidiaries of which the Company does not expect repayment in the foreseeable future are
considered as part of the Company’s investment in subsidiaries.
(ii) Basis of consolidation
The consolidated financial statements comprise the financial statements of the Company and its subsidiaries. The
financial statements of the subsidiaries are prepared for the same reporting date as the Company.
Subsidiaries are consolidated from the date on which the Group obtains control, and continue to be consolidated until the
date that such control ceases. In preparing the consolidated financial statements, intragroup balances, transactions and
unrealised gains or losses are eliminated in full. Uniform accounting policies are adopted in the consolidated financial
statements for like transactions and events in similar circumstances.
The Group applies the acquisition method to account for business combinations when the acquired sets of activities and
assets meet the definition of a business. The Group determines that it has acquired a business when the acquired set
of activities and assets include an input and a substantive process that together significantly contribute to the ability to
create outputs. The consideration transferred for acquisition of a subsidiary is the fair values of the assets transferred,
the liabilities incurred and the equity interests issued by the Group. The consideration transferred includes the fair value
of any asset or liability resulting from a contingent consideration arrangement and fair value of any pre-existing equity
interest in the subsidiary. Acquisition-related costs are expensed as incurred. Identifiable assets acquired, liabilities
and contingent liabilities assumed in a business combination are, with limited exceptions, measured initially at their fair
values at the acquisition date.
In a business combination achieved in stages, the carrying value of the acquirer’s previously held equity interest in the
acquiree is remeasured at its acquisition date fair value and the resulting gain or loss is recognised in the statement of
comprehensive income.
The excess of the consideration transferred, the amount of any Non-Controlling Interest (‘NCI’) in the acquiree and
the acquisition-date fair value of any previous equity interest in the acquiree over the fair value of the Group share of
the identifiable net assets acquired is recorded as goodwill. If this is less than the fair value of the net assets of the
subsidiary acquired in the case of a bargain purchase, the gain is recognised in the statement of comprehensive income.
Refer to Note 2(e)(ii) for accounting policy on goodwill.
NCI is the equity in a subsidiary not attributable, directly or indirectly, to a parent. On an acquisition-by-acquisition basis,
the Group measures any NCI in the acquiree either at fair value or at the NCI’s proportionate share of the acquiree’s
identifiable net assets. At the end of reporting period, NCI consists of amount calculated on the date of combinations
and its share of changes in the subsidiary’s equity since the date of combination.

(b) Basis of consolidation (continued)
(ii) Basis of consolidation (continued)
All earnings and losses of the subsidiary are attributed to the parent and the NCI, even if the attribution of losses to the
NCI results in a debit balance in the shareholders’ equity.
(iii) Changes in ownership interest
When the Group ceases to consolidate because of a loss of control, any retained interest in the entity is remeasured
to its fair value with the change in carrying amount recognised in the statement of comprehensive income. This fair
value becomes the initial carrying amount for the purposes of subsequently accounting for the retained interest as
an associate, joint venture or financial asset. In addition, any amounts previously recognised in other comprehensive
income (“OCI”) in respect of that entity are accounted for as if the Group had directly disposed of the related assets or
liabilities. This may mean that amounts previously recognised in OCI are reclassified to profit or loss. Gains or losses on
the disposal of subsidiaries include the carrying amount of goodwill relating to the subsidiaries sold.
(iv) Transactions with non-controlling interests
The Group applies a policy of treating transactions with non-controlling interests as transactions with equity owners
to the Group. For purchases from non-controlling interests, the difference between any consideration paid and the
relevant share of the carrying value of net assets of the subsidiary acquired is deducted from equity. For disposals to
non-controlling interests, differences between any proceeds received and the relevant share of non-controlling interests
are also recognised in equity.
(v) Associates
Associates are those corporations, partnerships or other entities in which the Group has significant influence, but which
it does not control, generally accompanying a shareholding of between 20% and 50% of the voting rights. Significant
influence is the power to participate in the financial and operating policy decisions of the associates but not the power
to exercise control over those policies.
Investments in associates are accounted for using the equity method of accounting and are initially recognised at cost.
The Group’s investment in associates includes goodwill identified on acquisition, net of any accumulated impairment
losses.
The Group’s share of its associates’ post-acquisition profits or losses is recognised in the profit or loss, and its share of
post-acquisition movements in reserves is recognised in other comprehensive income. The cumulative post-acquisition
movements are adjusted against the carrying amount of the investment. If the Group’s share of losses of an associate
equals or exceeds its interest in the associate, the Group discontinues recognising its share of further losses. The
interest in an associate is the carrying amount of the investment in the associate under the equity method together with
any long-term interests that, in substance, form part of the Group’s net investment in the associate. After the Group’s
interest is reduced to zero, additional losses are provided for, and a liability is recognised, only to the extent that the
investor has incurred legal or constructive obligations or made payments on behalf of the associate. If the associate
subsequently reports profits, the Group resumes recognising its share of those profits only after its share of the profits
equals the share of losses not recognised.
The Group determines at each reporting date whether there is any objective evidence that the investment in the associate
is impaired. If this is the case, the Group calculates the amount of impairment as the difference between the recoverable
amount of the associate and its carrying value and recognises the amount in the statements of comprehensive income.

notes to the
(b) Basis of consolidation (continued)
(v) Associates (continued)
Unrealised gains on transactions between the Group and its associates are eliminated to the extent of the Group’s interest
in the associates and unrealised losses are also eliminated unless the transaction provides evidence of impairment of
the asset transferred.
Where necessary, in applying the equity method, adjustments are made to the financial statements of associates to
ensure consistency of accounting policies with those of the Group.
If the ownership interest in an associate is reduced but significant influence is retained, only a proportionate share of the
amounts previously recognised in other comprehensive income is reclassified to profit or loss where appropriate.
Dilution gains and losses in associates are recognised in the statement of comprehensive income.
For incremental interest in an associate, the date of acquisition is the purchase date at each stage and goodwill is
calculated at each purchase date based on the fair value of assets and liabilities identified. There is no “step up to fair
value” of net assets previously acquired and the share of profits and equity movements for the previously acquired stake
is recorded directly through equity.
On disposal of an investment, the difference between the net disposal proceeds and its carrying amount is charged/
credited to the statement of comprehensive income.
(vi) Investment in subsidiaries in separate financial statements
In the Company’s separate financial statements, investments in subsidiaries are stated at cost less accumulated
impairment losses. On disposal of such investments, the difference between net disposal proceeds and their carrying
amounts is included in the statement of comprehensive income.
(c) Property, plant and equipment
Property, plant and equipment are stated at cost less accumulated depreciation and impairment losses. The cost of an item
of property, plant and equipment initially recognised includes its purchase price and any cost that is directly attributable
to bringing the asset to the location and condition necessary for it to be capable of operating in the manner intended by
management. Cost also includes borrowing costs that are directly attributable to the acquisition, construction or production
of a qualifying asset.
Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it
is probable that future economic benefits associated with the item will flow to the Group and Company and the cost of the item
can be measured reliably. The carrying amount of the replaced part is derecognised. All other repairs and maintenance costs
are charged to the statement of comprehensive income during the financial year in which they are incurred.
Freehold land is not depreciated as it has an infinite life. Depreciation on assets under construction commences when the
assets are ready for their intended use.

(c) Property, plant and equipment (continued)
Depreciation on the other property, plant and equipment is calculated so as to write off the cost or valuation of the assets to
their residual values on a straight line basis over the expected useful lives of the assets, summarised as follows:
Buildings 20 – 50 years
Plant and machinery 4 – 25 years
Broadcasting, transmission and production equipment 5 – 10 years
Office equipment, furniture and fittings 3 – 10 years
Leasehold improvements and office renovations 3 – 10 years
Motor vehicles 5 years
Structures 5 – 10 years
Residual values and useful lives of assets are reviewed, and adjusted if appropriate, at each financial position date.
At each financial position date, the Group and Company assess whether there is any indication of impairment. If such
indications exist, an analysis is performed to assess whether the carrying amount of the asset is fully recoverable. A write
down is made if the carrying amount exceeds the recoverable amount. See accounting policy Note 2(f) on impairment of non-
financial assets.
Gains and losses on disposals are determined by comparing proceeds with carrying amounts and are included in the statement
of comprehensive income.
(d) Investment properties
Investment properties comprise principally land and buildings held for long term rental yields or for capital appreciation or
both, and are not occupied by the Group and Company.
Investment properties are stated at cost less accumulated depreciation and accumulated impairment losses. Investment
property is depreciated on the straight line basis to allocate the cost to their residual values over their estimated useful lives.
Subsequent expenditure is capitalised to the asset’s carrying amount only when it is probable that future economic benefits
associated with the expenditure will flow to the Group and the cost of the item can be measured reliably. All other repairs and
maintenance costs are expensed when incurred. When part of an investment property is replaced, the carrying amount of the
replaced part is derecognised.
Freehold land is not depreciated as it has an infinite life.
Depreciation on the other investment properties is calculated so as to write off the cost of the assets to their residual values
on a straight line basis over the expected useful lives of 20 to 99 years.
On disposal of an investment property, or when it is permanently withdrawn from use and no future economic benefits are
expected from its disposal, it shall be derecognised. The difference between the net disposal proceeds and the carrying
amount is recognised in the statement of comprehensive income in the financial year of the retirement or disposal.

notes to the
(e) Intangible assets
(i) Programmes and film rights
The right to sell programme rights is recognised within intangible assets. Programme assets reported as inventories
represent the Group’s right to broadcast programmes.
Programmes and film rights are stated at cost less accumulated amortisation and accumulated impairment losses, if
any.
The programmes and film rights are recognised after they are contracted for, after receipt of materials and after approvals
are obtained from the censorship authority. Cost comprises contracted cost and direct expenditure. Amortisation is
calculated so as to write off the relevant portion of the cost of programmes and film rights which fairly represents its
relevant attached rights, to match against the pattern of consumption of these programmes and film rights.
Where an indication of impairment exists, the carrying amount of the asset is assessed and written down immediately
to its recoverable amount. See accounting policy Note 2(f) on impairment of non-financial assets.
(ii) Goodwill
Goodwill represents the excess of the cost of an acquisition over the fair value of the Group’s share of the net identifiable
assets of the acquired subsidiary at the date of acquisition.
Goodwill is tested annually for impairment and carried at cost less accumulated impairment losses. Impairment losses
on goodwill are not reversed. Gains and losses on the disposal of an entity include the carrying amount of goodwill
relating to the entity sold.
Goodwill is allocated to cash-generating units for the purpose of impairment testing. The allocation is made to those
cash-generating units or groups of cash-generating units that are expected to benefit from the synergies of the business
combination in which the goodwill arose identified according to the operating segment. See accounting policy Note 2(f)
on impairment of non-financial assets.
(iii) Acquired outdoor concession rights and outdoor advertising rights
Acquired outdoor concession rights and outdoor advertising rights that have a finite useful life are carried at cost less
accumulated amortisation and impairment losses. Amortisation is calculated using the straight-line method to allocate
the cost of concession rights and outdoor advertising rights over their respective concession lives of 2 to 17 years. Where
an indication of impairment exists, the carrying amount of the asset is assessed and written down immediately to its
recoverable amount. See accounting policy Note 2(f) on impairment of non-financial assets.
Acquired outdoor concession rights and outdoor advertising rights that have an indefinite useful life are assessed for
any indication of impairment on an annual basis or where an indication of impairment exist. A write-down is made if
the carrying amount exceeds the recoverable amount. See accounting policy Note 2(f) on impairment of non-financial
assets.
(iv) Acquired publishing rights, brands and digital publishing
Acquired publishing rights, brands and digital publishing that have an indefinite useful life are assessed for any indication
of impairment on an annual basis or where an indication of impairment exist. A write-down is made if the carrying
amount exceeds the recoverable amount. See accounting policy Note 2(f) on impairment of non-financial assets.

(e) Intangible assets (continued)
(v) Computer software and software development costs
Costs that are directly associated with identifiable and unique software products controlled by the Group and that will
probably generate economic benefits exceeding costs beyond one year, are recognised as intangible assets. Computer
software recognised are amortised from the point at which asset is ready for use over their estimated useful lives, which
does not exceed 3 years.
Research and development costs are charged to the statement of comprehensive income in the financial year in
which they are incurred. Development costs previously recognised as an expense are not recognised as an asset in
the subsequent financial year. Costs incurred on development projects (relating to the design and testing of new or
improved products) are recognised as intangible assets when the following criteria are fulfilled:
(i) it is technically feasible to complete the intangible asset so that it will be available for use or sale;
(ii) management intends to complete the intangible asset and use or sell it;
(iii) there is an ability to use or sell the intangible asset;
(iv) it can be demonstrated how the intangible asset will generate probable future economic benefits;
(v) adequate technical, financial and other resources to complete the development and to use or sell the intangible
asset are available; and
(vi) the expenditure attributable to the intangible asset during its development can be reliably measured.
Capitalised development costs recognised as intangible assets are amortised from the point at which the asset is ready
for use on a straight-line basis over its useful life, not exceeding 3 years.
(f) Impairment of non-financial assets
Assets that have an indefinite useful life, for example, goodwill or intangible assets, are not subject to amortisation and are
tested annually for impairment. Assets that are subject to amortisation are reviewed for impairment whenever events or
changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for
the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of
an asset’s fair value less costs to sell and value-in-use. For the purposes of assessing impairment, assets are grouped at the
lowest levels for which there are separately identifiable cash flows (cash-generating units). Non-financial assets other than
goodwill that suffered impairment are reviewed for possible reversal of the impairment at each reporting date.
The impairment loss is charged to the statement of comprehensive income unless it reverses a previous revaluation in which
case it is charged to the revaluation surplus. Impairment losses on goodwill are not reversed. In respect of other assets, any
subsequent increase in recoverable amount is recognised in profit or loss unless it reverses an impairment loss on a revalued
asset in which case it is taken to revaluation surplus reserve.
(g) Non-current assets held for sale
Non-current assets are classified as assets held for sale when their carrying amount is to be recovered principally through a
sale transaction and a sale is considered highly probable. They are stated at the lower of carrying amount and fair value less
costs to sell if their carrying amount is to be recovered principally through a sale transaction rather than through continuing
use and a sale is considered highly probable.

notes to the
(h) Trade and other receivables
Trade receivables are amounts due from customers for goods sold or services performed in the ordinary course of business.
Other receivables generally arise from transactions outside the usual operating activities of the Group and Company. If
collection is expected in one year or less (or in the normal operating cycle of the business if longer), they are classified as
current assets. If not, they are presented as non-current assets.
Trade receivables are recognised initially at the amount of consideration that is unconditional unless they contain significant
financing components, where they are recognised at fair value plus transaction costs. Other receivables are recognised
initially at fair value plus transaction costs.
The Group and Company hold the trade and other receivables with the objective to collect the contractual cash flows and
therefore measures them subsequently at amortised cost using the effective interest method. See accounting policy Note 2(y)
(iv) on impairment of financial assets.
(i) Inventories
Inventories are stated at the lower of cost and net realisable value. Costs are assigned to individual items of inventory on the
basis of weighted average costs.
Cost comprises direct labour, materials, sub-contract costs and related expenditure. Costs of purchased inventory are
determined after deducting rebates and discounts.
Net realisable value is the estimate of the selling price in the ordinary course of business, less costs of completion and
applicable variable selling expenses.
(j) Cash and cash equivalents
For the purpose of the cash flow statements, cash and cash equivalents comprise cash on hand, bank balances, demand
deposits, short term highly liquid investments with original maturities of three months or less that are readily convertible to
known amounts of cash and which are subject to an insignificant risk of changes in value.
(k) Leases
(i) The Group and Company as a lessee
Leases are recognised as right-of-use (‘ROU’) asset and a corresponding liability at the date on which the leased asset
is available for use by the Group and Company (i.e. the commencement date).
Lease term
In determining the lease term, the Group and Company consider all facts and circumstances that create an economic
incentive to exercise an extension option, or not to exercise a termination option. Extension options (or periods after
termination options) are only included in the lease term if the lease is reasonably certain to be extended (or not to be
terminated).
The Group and Company reassess the lease term upon the occurrence of a significant event or change in circumstances
that is within the control of the Group and Company and affects whether the Group and Company are reasonably certain
to exercise an option not previously included in the determination of lease term, or not to exercise an option previously
included in the determination of lease term. A revision in lease term results in remeasurement of the lease liabilities.

(k) Leases (continued)
(i) The Group and Company as a lessee (continued)
ROU assets
ROU assets are initially measured at cost comprising the following:
• The amount of the initial measurement of lease liability;

• Any lease payments made at or before the commencement date less any lease incentive received;
• Any initial direct costs; and
• Decommissioning or restoration costs.
ROU assets that are not investment properties are subsequently measured at cost, less accumulated depreciation and
impairment loss (if any). The ROU assets are generally depreciated over the shorter of the asset’s useful life and the
lease term on a straight-line basis. If the Group and Company are reasonably certain to exercise a purchase option, the
ROU asset is depreciated over the underlying asset’s useful life. In addition, the ROU assets are adjusted for certain
remeasurement of the lease liabilities.
The Group and Company apply the cost model to ROU assets that meet the definition of investment property of MFRS
140 consistent with those investment properties owned by the Group and Company. Refer to accounting policy Note 2(d)
on investment property.
The Group and Company present ROU assets that meet the definition of investment property in the statement of financial
position as investment property. ROU assets that are not investment properties are presented as a separate line item in
the statement of financial position.
Short term leases and leases of low value assets
Short-term leases are leases with a lease term of 12 months or less. Low-value assets comprise IT and office
equipment. Payments associated with short-term leases of equipment and vehicles and all leases of low-value assets
are recognised as an expense in the statement of comprehensive income.
Lease liabilities
Lease liabilities are initially measured at the present value of the lease payments that are not paid at that date. The lease
payments include the following:
• Fixed payments (including in-substance fixed payments), less any lease incentive receivable;
• Variable lease payments that are based on an index or a rate, initially measured using the index or rate as at the
commencement date;
• Amounts expected to be payable by the Group and Company under residual value guarantees;
• The exercise price of a purchase and extension options if the group is reasonably certain to exercise that option;
and
• Payments of penalties for terminating the lease, if the lease term reflects the Group and Company exercising that
option.
Lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily determined,
which is generally the case for leases in the Group and Company, the lessee’s incremental borrowing is used. This is the
rate that the individual lessee would have to pay to borrow the funds necessary to obtain an asset of similar value to the
ROU asset in a similar economic environment with similar terms, security and conditions.

notes to the
(i) The Group and Company as a lessee (continued)
Lease liabilities (continued)
Lease payments are allocated between principal and finance cost. The finance cost is charged to the statement of
comprehensive income over the lease period so as to produce a constant periodic rate of interest on the remaining
balance of the liability for each period.
Some leases contain variable payment terms that are linked to revenue generated from sales of advertisement. Variable
lease payments that depend on revenue share are recognised in the statement of comprehensive income in the period
in which the condition that triggers those payments occurs.
The Group and Company present the lease liabilities as a separate line item in the statement of financial position.
Interest expense on the lease liability is presented within finance cost in the statement of comprehensive income.
Reassessment of lease liabilities
The Group and Company may be exposed to potential future increases in variable lease payments that depend on an
index or rate, which are not included in the lease liability until they take effect. When adjustments to lease payments
based on an index or rate take effect, the lease liability is remeasured and adjusted against the ROU assets.
Accounting policies applied from 1 January 2021
During the financial year, the Group and Company apply the practical expedient to account for a Covid-19 related rent
concession that meets all of the following conditions in the same way as they would if they were not lease modification:
(i) the change in lease payments results in revised consideration for the lease that is substantially the same as, or
less than, the consideration for the lease immediately preceding the change;
(ii) any reduction in lease payments affects only payments due on or before 30 June 2022; and
(iii) there is no substantive change to other terms and conditions of the lease.
The Group and Company account for Covid-19 related rent concession as a variable lease payment in the period in which
the event or condition that triggers the reduced payment occurs. Impacts of rent concessions are presented within
“other operating income” in the statement of comprehensive income.
See Note 14(d) for the impact of change in accounting policy following the above adoption.
(ii) The Group as a lessor
As a lessor, the Group determines at lease inception whether each lease is a finance lease or an operating lease. To
classify each lease, the Group makes an overall assessment of whether the lease transfers substantially all of the
risks and rewards incidental to ownership of the underlying asset to the lessee. As part of this assessment, the Group
considers certain indicators such as whether the lease is for the major part of the economic life of the asset.
(a) Finance leases
The Group classifies a lease as a finance lease if the lease transfers substantially all the risks and rewards
incidental to ownership of an underlying asset to the lessee.

(ii) The Group as a lessor (continued)
(a) Finance leases (continued)
The Group derecognises the underlying asset and recognises a receivable at an amount equal to the net investment
in a finance lease. Net investment in a finance lease is measured at an amount equal to the sum of the present
value of lease payments from lessee and the unguaranteed residual value of the underlying asset. Initial direct
costs are also included in the initial measurement of the net investment. The net investments is subject to MFRS
9 impairment. In addition, the Group reviews regularly the estimated unguaranteed residual value.
(b) Operating leases
The Group and Company classify a lease as an operating lease if the lease does not transfer substantially all the
risks and rewards incidental to ownership of an underlying asset to the lessee.
The Group and Company recognise lease payments received under operating lease as lease income on a straight-
line basis over the lease term.
(iii) Sublease classification
When the Group and Company are intermediate lessors, they assess the lease classification of a sublease with reference
to the ROU asset arising from the head lease, not with reference to the underlying asset. If a head lease is short-term
lease to which the Group and Company apply the exemption described in Note 2(k)(i), then they classify the sublease as
an operating lease.
(l) Current and deferred tax
The tax expense for the period comprises current and deferred tax. Tax is recognised in profit or loss, except to the extent that
it relates to items recognised in other comprehensive income or directly in equity. In this case, the tax is also recognised in
other comprehensive income or directly in equity.
The current tax charge is calculated on the basis of the tax laws enacted or substantively enacted at the statements of
financial position date in the countries where the Company and its subsidiaries operate and generate taxable income.
Management periodically evaluates positions taken in tax returns with respect to situations in which applicable tax regulation
is subject to interpretation. It establishes provisions where appropriate on the basis of amounts expected to be paid to the tax
authorities.
Deferred tax is recognised on temporary differences arising between the tax bases of assets and liabilities and their carrying
amounts in the consolidated financial statements. However, deferred tax liabilities are not recognised if they arise from the
initial recognition of goodwill; deferred tax is not accounted for if it arises from initial recognition of an asset or liability in a
transaction other than a business combination that at the time of the transaction occurring, it affects neither accounting nor
taxable profit nor loss. Deferred tax is determined using tax rates (and laws) that have been enacted or substantially enacted
by the statements of financial position date and are expected to apply when the related deferred tax asset is realised or the
deferred tax liability is settled.
Deferred tax is provided on temporary differences arising on investments in subsidiaries and associates, except for deferred
tax liability where the timing of the reversal of the temporary difference is controlled by the Group and Company and it is
probable that the temporary difference will not reverse in the foreseeable future.

notes to the
(l) Current and deferred tax (continued)
Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets against
current tax liabilities and when the deferred tax assets and liabilities relate to income taxes levied by the same taxation
authority on either the same taxable entity or different taxable entities where there is an intention to settle the balances on a
net basis.
Deferred tax assets (including tax benefit from reinvestment allowances) are recognised to the extent that it is probable that
future taxable profit will be available against which the deductible temporary differences, unused tax losses or unused tax
credits can be utilised.
(m) Employee benefits
(i) Short-term employee benefits
Wages, salaries, sick leave, paid annual leave, bonuses and non-monetary employee benefits are accrued in the financial
year in which the associated services are rendered by employees of the Group and Company and are expected to be
settled wholly within 12 months.
The Group and Company recognise a liability and an expense for bonuses based on a formula that takes into consideration
the net profit/(loss) for the financial year after certain adjustments. The Group and Company recognise a provision
where there is a contractual obligation or where there is a past practice that has created a constructive obligation.
(ii) Post-employment benefits - defined contribution retirement plan
A defined contribution plan is a pension plan under which the Group and Company pay fixed contributions into a separate
entity (a fund) and will have no legal or constructive obligations to pay further contributions if the fund does not hold
sufficient assets to pay all employee benefits relating to the employee service in the current and prior periods.
The Group’s and Company’s contributions to defined contribution plans, including the national defined contribution plan,
the Employees’ Provident Fund (“EPF”), are charged to the statement of comprehensive income in the financial year to
which they relate. Once the contributions have been paid, the Group and Company have no further payment obligations.
Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments
is available.
(iii) Termination benefits
Termination benefits are payable whenever an employee’s employment is terminated before the normal retirement
date or whenever an employee accepts voluntary redundancy in exchange for these benefits. The Group and Company
recognise termination benefits when it is demonstrably committed to either terminate the employment of current
employees according to a detailed formal plan without the possibility of withdrawal or to provide termination benefits
as a result of an offer made to encourage voluntary redundancy. Benefits which are due more than 12 months after the
financial position date are discounted to present value.
(n) Trade and other payables
These amounts represent obligations to pay for goods or services that have been acquired in the ordinary course of business
from suppliers. Accounts payable are classified as current liabilities if payment is due within one year or less (or in the normal
operating cycle of the business if longer). If not, they are presented as non-current liabilities.

(n) Trade and other payables (continued)
Trade payables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest
method.
(o) Provisions
Provisions are recognised when the Group and Company have a present legal or constructive obligation as a result of past
events, when it is probable that an outflow of resources will be required to settle the obligation, and when a reliable estimate
of the amount can be made.
Where the Group and Company expect a provision to be reimbursed, the reimbursement is recognised as a separate asset but
only when the reimbursement is virtually certain. Provisions are not recognised for future operating losses.
Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined
by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to
any one item included in the same class of obligations may be small.
Provisions are measured at the present value of the expenditures expected to be required to settle the obligation using a
pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the obligation. The
increase in the provision due to passage of time is recognised as finance cost expense.
(p) Contingent liabilities and contingent assets
The Group and Company do not recognise a contingent liability but disclose its existence in the financial statements. A contingent
liability is a possible obligation that arises from past events whose existence will be confirmed by the occurrence and non-
occurrence of one or more uncertain future events beyond the control of the Group and Company or a present obligation that
is not recognised because it is not probable that an outflow of resources will be required to settle the obligation. A contingent
liability also arises in the extremely rare circumstance where there is a liability that cannot be recognised because it cannot
be measured reliably. However, contingent liabilities do not include financial guarantee contracts.
A contingent asset is a possible asset that arises from past events whose existence will be confirmed by the occurrence
or non-occurrence of one or more uncertain future events beyond the control of the Group and Company. The Group and
Company do not recognise contingent assets but disclose their existence where inflows of economic benefits are probable,
but not virtually certain.
(q) Share capital
Ordinary shares are classified as equity.
Incremental external costs directly attributable to the issuance of new shares or options are shown in equity as a deduction,
net of tax, from the proceeds.
Dividends on ordinary shares are recognised as liabilities when proposed or declared before the statement of financial position
date. A dividend proposed or declared after the statement of financial position date, but before the financial statements are
authorised for issue, is not recognised as a liability at the statement of financial position date.

notes to the
(r) Borrowings
Borrowings are recognised initially at fair value, net of transaction costs incurred with any difference between the initial fair
value and proceeds (net of transaction costs) being charged to the statement of comprehensive income at initial recognition. In
subsequent periods, borrowings are stated at amortised cost using the effective interest method with the difference between
the initial fair value and the redemption value is recognised in the statement of comprehensive income over the period of the
borrowings.
Fees paid on the establishment of loan facilities are recognised as transaction costs of the loan to the extent that it is probable
that some or all of the facilities will be drawn down. In this case, the fee is deferred until the draw-down occurs. To the
extent there is no evidence that it is probable that some or all of the facilities will be drawn down, the fee is capitalised as a
prepayment for liquidity services and amortised over the period of the facility to which it relates.
Interest, dividends, losses and gains relating to a financial instrument, or a component part, classified as a liability is reported
within finance cost in the statement of comprehensive income.
When borrowings measured at amortised cost is modified without this resulting in derecognition, any gain or loss, being the
difference between the original contractual cash flows and the modified cash flows discounted at the original effective interest
rate, shall be recognised immediately within finance cost in the statement of comprehensive income.
Borrowings are classified as current liabilities unless the Group and Company have an unconditional right to defer settlement
of the liability for at least 12 months after the financial position date.
General and specific borrowing costs directly attributable to the acquisition, construction or production of qualifying assets,
which are assets that necessarily take a substantial period of time to get ready for their intended use or sale, are added to the
cost of those assets, until such time as the assets are substantially ready for their intended use or sale.
Investment income earned on the temporary investment of specific borrowings pending their expenditure on qualifying assets
is deducted from the borrowing costs eligible for capitalisation.
All other borrowing costs are recognised in the statement of comprehensive income in the period in which they are incurred.
(s) Financial guarantee contracts
Financial guarantee contracts are contracts that require the Group or Company to make specified payments to reimburse the
holder for a loss it incurs because a specified debtor fails to make payments when due, in accordance with the terms of a debt
instrument.
Financial guarantee contracts are recognised as a financial liability at the time the guarantee is issued. The liability is initially
measured at fair value.
The fair value of financial guarantees is determined as the present value of the difference in net cash flows between the
contractual payments under the debt instrument and the payments that would be required without the guarantee, or the
estimated amount that would be payable to a third party for assuming the obligations.
Where financial guarantees in relation to loans or payables of subsidiaries are provided by the Company for no compensation,
the fair values are accounted for as contributions and are charged to the statement of comprehensive income.

(s) Financial guarantee contracts (continued)
Financial guarantee contracts are subsequently measured at the higher of the amount determined in accordance with
the expected credit loss model under MFRS 9 ‘Financial instruments’ and the amount initially recognised less cumulative
amount of income recognised in accordance with the principles of MFRS 15 ‘Revenue from Contracts with Customers’, where
appropriate.
(t) Revenue recognition
Revenue comprises the fair value of the consideration received or receivable for the sale of goods and services in the ordinary
course of the Group’s activities.
Revenue from contracts with customers is measured at its transaction price, being the amount of consideration which the
Group and Company expect to be entitled in exchange for transferring promised goods or services to a customer, net of
estimated returns, discounts, commissions, rebates and taxes. Discounts and rebates are measured using the most likely
amount method and revenue is only recognised to the extent that it is highly probable that a significant reversal will not occur.
Transaction price is allocated to each performance obligation on the basis of the relative standalone selling prices of each
distinct good or services promised in the contract. Depending on the substances of the respective contact with the customer,
revenue is recognised when the performance obligation is satisfied, which may be at point in time or over time.
The Group and Company do not expect any contracts where the period between the transfer of the promised goods or services
to the customer and payment by the customer exceeds one year. As a consequence, the Group and Company do not adjust any
of the transaction prices for the time value of money.
No element of financing is deemed present as the sales are made with a credit term of 0 to 60 days, which is consistent with
market practice.
(i) Advertising revenue
Advertising revenue mostly consists of advertising on television, radio, newspapers, digital platforms and outdoor
display advertising.
Advertising revenue on television and radio are generated in the form of airtime advertisements and advertising
embedded in sponsored programmes. Advertising revenue on television and radio are recognised at a point in time when
the airtime advertisements and sponsored programmes are broadcast on the Group’s television and radio stations.
Digital advertising revenue is recognised at a point in time as the advertisements are displayed on digital platforms.
Newspaper advertising revenue is recognised at a point in time on the publication of newspapers.
Display rental, display content management and lighting revenue on outdoor structures are recognised over time in
accordance with the period of the contract. Contracts with a combination of display rental, content management and
lighting are recognised as separate distinct performance obligations and transaction price are allocated on a relative
stand-alone selling price basis. Display rental, display content management and lighting revenue stand-alone selling
price are measured at the fixed transaction price agreed in the contracts.

notes to the
(t) Revenue recognition (continued)
(i) Advertising revenue (continued)
In addition, contra arrangements, whereby particular advertising service in exchange for other goods or services,
generate a contract asset or liability to the extent that the service rendered by the Group does not pertain to the same
line of business as the service received from the counterpart. Such revenues are measured at the estimated fair market
value of the goods or services received. Services received in exchange are expensed to the statement of comprehensive
income over the service period.
(ii) Sale of goods
Revenue from the sale of goods includes the sale of newspapers and retail goods on a home shopping network.
The Group sells newspapers mostly to newspaper wholesalers and retailers. Revenue from the sale of newspapers is
recognised at a point in time when the control of the goods is transferred to the customer, which generally coincides with
the acceptance of goods by the customer.
The Group operates a home shopping network through various platforms including but not limited to television, electronic
commerce and mobile commerce platforms. Revenue from the sale of home shopping goods is recognised at a point
in time when the control of the goods is transferred to the customer, which generally coincides with the acceptance of
goods by the customer.
Revenue from the sale of home shopping goods and related costs are recognised on a gross basis in the statement of
comprehensive income when the Group acts as a principal. Revenue is recognised on a net basis and represents the
margin earned in transactions where the Group is not the primary obligor, is not subject to inventory risk, and does not
have latitude in establishing prices.
A contract liability (refund liability) and a right to the returned goods (included in inventories) are recognised for the
products expected to be returned. Accumulated experience is used to estimate such returns at the time of sale at a
portfolio level (expected value method) because the number of products returned has been low for years, management
assessed that it is highly probable that a significant reversal in the cumulative revenue recognised will not occur. As
such, no contract liability or right to returned goods are recognised. The validity of this assumption and the estimated
amount of returns are reassessed at each reporting date.
(iii) Content and programme sales
Content revenue mostly consists of programme rights sales to customers, revenue generated from content production
for customers and license income.
Revenue from the sale of programme rights and license income typically have a wide variety of performance obligations,
from production licence contracts to multi-year format licence agreements and distribution activities. Assessment is
made of whether licences are determined to be a right to access the content (revenue recognised over time) versus
a right to use the content (revenue recognised at a point in time). The Group determined that for most of the licences
granted, the involvement of the Group is limited to the transfer of the licence, where the performance obligation is
satisfied at a point in time.

(t) Revenue recognition (continued)
(iii) Content and programme sales (continued)
Revenue from theatrical film releases is recognised at a point in time in the period the feature films are screened in
cinemas.
Subscription revenue from the provision of content on over-the-top and other digital platforms are recognised over time
in accordance with the period the access is provided.
(iv) Rendering of services
Revenue from the rendering of services includes management services, commercial newspaper printing and distribution
services, and talent services.
Revenue from management services and talent services are recognised over time as and when the services are rendered.
Revenue from commercial newspaper printing and distribution services are recognised at a point in time upon the
delivery of services.
(v) Finance income
Finance income is calculated by applying the effective interest rate to the gross carrying amount of a financial asset
except for financial assets that subsequently become credit-impaired. For credit-impaired financial assets the effective
interest rate is applied to the net carrying amount of the financial asset (after deduction of the loss allowance).
(vi) Other revenue
Dividend income is recognised when the right to receive payment is established. This applies even if they are paid out of
pre-acquisition profits. Dividend income are received from financial assets measured at fair value through profit or loss
(“FVTPL”) and at fair value through other comprehensive income (“FVOCI”).
Rental income from rental of investment properties, cellular antenna space on outdoor structures and broadcasting
equipment is recognised on a straight-line basis over the period of the lease or usage.
(u) Contract balances
(i) Contract assets
A contract asset is recognised when the Group’s right to consideration is conditional on something other than the
passage of time. A contract asset is subject to impairment in accordance to MFRS 9 (see Note 31). Typically, the amount
will be billed within 30 days and payment is expected within 30 to 60 days.
(ii) Contract liabilities
Contract liabilities of the Group and Company represent advance receipts from customers on sales and services that
have yet to be rendered or completed, outdoor display rental charges collected in advance, monetary value of awarded
points under customer loyalty programmes and advance receipts from customers received on behalf of its subsidiaries,
of which the allocation of the advertising services has yet to be determined as at financial position date.

notes to the
(u) Contract balances (continued)
(ii) Contract liabilities (continued)
All other contract liabilities are expected to be recognised as revenue over the next 12 months.
(iii) Contract cost assets
Contract cost assets comprise the incremental costs of obtaining a contract and the costs to fulfil a contract.
Costs of obtaining a contract primarily comprises of advertising commissions and rebates payable to media agencies
and advertising sales incentives payable to certain employees of the Group and Company. Cost to fulfil a contract
primarily comprises of cost to produce advertisement content and sponsored programmes commissioned by customers
for broadcast on the Group’s television stations.
The Group and Company recognise a contract cost that relates directly to a contract or to an anticipated contract as
an asset when the cost generates or enhances resources of the Group and Company which will be used in satisfying
performance obligations in the future and it is expected to be recovered.
These contract costs are initially measured at cost and amortised on a systematic basis that is consistent with the pattern
of revenue recognition to which the asset relates. An impairment loss is recognised in the statement of comprehensive
income when the carrying amount of the contract cost assets exceeds the expected revenue less expected cost that will
be incurred.
The Group and Company have elected the practical expedient to recognise incremental cost incurred to obtain contract
with a period of less than one year as an expense when incurred.
(v) Government grants
Grants from the government are recognised at their fair value where there is a reasonable assurance that the grant will be
received and the Group and Company will comply with all attached conditions.
Government grants relating to costs are recognised in the statement of comprehensive income over the periods to match the
related costs for which the grants are intended to compensate.
(w) Foreign currencies
(i) Functional and presentation currency
Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary
economic environment in which the entity operates (the “functional currency”). The financial statements are presented
in Ringgit Malaysia (“RM”), which is the Company’s functional and presentation currency.
(ii) Transactions and balances
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the
dates of the transactions or valuation where items are remeasured. Foreign exchange gains and losses resulting
from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and
liabilities denominated in foreign currencies are recognised in the net profit for the financial year, except when deferred
in other comprehensive income as qualifying cash flow hedges and qualifying net investment hedges.

(w) Foreign currencies (continued)
(ii) Transactions and balances (continued)
Foreign exchange gains and losses that relate to borrowings and cash and cash equivalents are presented in the
statement of comprehensive income within “finance income or cost”. All other foreign exchange gains and losses are
presented within “other operating expenses” in the statement of comprehensive income.
Changes in the fair value of monetary securities denominated in foreign currency classified as available-for-sale are
analysed between translation differences resulting from changes in the amortised cost of the security and other changes
in the carrying amount of the security. Translation differences related to changes in amortised cost are recognised in
profit or loss, and other changes in carrying amount are recognised in other comprehensive income.
Translation differences on non-monetary financial assets and liabilities such as equities held at fair value through profit
or loss are recognised in profit or loss as part of the fair value gain or loss. Translation differences on non-monetary
financial assets, such as equities classified as available-for-sale, are included in other comprehensive income.
(iii) Group companies
The results and financial position of all the Group entities (none of which has the currency of a hyperinflationary economy)
that have a functional currency different from the presentation currency are translated into the presentation currency as
follows:
• assets and liabilities for each financial position date presented are translated at the closing rate at the date;
• income and expenses for each statement of comprehensive income are translated at average exchange rates
(unless this average is not a reasonable approximation of the cumulative effect of the rates prevailing on the
transaction dates, in which case income and expenses are translated at the rate on the dates of the transactions);
and
• all resulting exchange differences are recognised as a separate component of other comprehensive income.
On consolidation, exchange differences arising from the translation of the net investment in foreign operations are taken
to other comprehensive income. When a foreign operation is partially disposed of or sold, exchange differences that
were recorded in equity are recognised in the profit or loss as part of the gain or loss on sale.
Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated as assets and liabilities of
the foreign entity and are translated at the closing rate.
(x) Segment reporting
Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-
maker. The chief operating decision-maker, who is responsible for allocating resources and assessing performance of the
operating segments, has been identified as the Senior Management and the Board of Directors that makes strategic decisions.

notes to the
(y) Financial assets
(i) Classification
The Group and Company classified their financial assets in the following measurement categories:
• those to be measured subsequently at fair value (either through other comprehensive income (‘FVOCI’) or through
profit or loss (‘FVTPL’), and
• those to be measured at amortised cost (‘AC’)
(ii) Recognition and derecognition
Regular purchases and sales of financial assets are recognised on trade-date, the date on which the Group and Company
commits to purchase or sell the asset. Financial assets are derecognised when the rights to receive cash flows from the
financial assets have expired or have been transferred and the Group and Company has transferred substantially all the
risks and rewards of ownership.
(iii) Measurement
(a) Initial recognition
The Group and Company measure a financial asset at its fair value plus, in the case of a financial asset not at
FVTPL, transaction costs that are directly attributable to the acquisition of the financial asset. Transaction costs of
financial assets carried at FVTPL are expensed in the statement of comprehensive income.
Financial assets with embedded derivatives are considered in their entirety when determining whether their cash
flows are solely payment of principal and interest (‘SPPI’).
(b) Subsequent measurement
• Debt instruments
Subsequent measurement of debt instruments depends on the Group’s and Company’s business model
for managing the asset and the cash flow characteristics of the asset. The Group and Company reclassify
debt investments when and only when its business model for managing those assets changes. The debt
instruments in the Group and Company are categorised as follows:
- AC: Assets that are held for collection of contractual cash flows where those cash flows represent SPPI
are measured at AC. Interest income from these financial assets is included in finance income using
the effective interest rate method. Any gain or loss arising on de-recognition is recognised directly
in profit or loss and presented in respective line item in the statements of comprehensive income
together with foreign exchange gains and losses. Impairment losses are presented as separate line
item in the statements of comprehensive income.

(y) Financial assets (continued)
(iii) Measurement (continued)
(b) Subsequent measurement (continued)
• Debt instruments (continued)
- FVOCI: Assets that are held for collection of contractual cash flows and for selling the financial assets,
where the assets’ cash flows represent SPPI, are measured at FVOCI. Movements in the carrying amount
are taken through OCI, except for the recognition of impairment gains or losses, interest income and
foreign exchange gains and losses which are recognised in profit or loss. When the financial asset is
derecognised, the cumulative gain or loss previously recognised in OCI is reclassified from equity to
profit or loss and recognised in other gains/(losses). Interest income from these financial assets is
included in other operating income using the effective interest rate method. Foreign exchange gains
and losses are presented net within respective line item in the statements of comprehensive income
and impairment expenses are presented as separate line item in the statements of comprehensive
income.
- FVTPL: Assets that do not meet the criteria for amortised cost or FVOCI are measured at FVTPL. The
Group and Company may also irrevocably designate financial assets at FVTPL if doing so significantly
reduces or eliminates a mismatch created by assets and liabilities being measured on different bases.
Fair value changes is recognised in profit or loss and presented net within respective line item in the
statements of comprehensive income in the period which it arises.
• Equity instruments
The Group and Company subsequently measure all equity investments at fair value. Where the Group and
Company’s management has elected to present fair value gains and losses on equity investments in OCI,
there is no subsequent reclassification of fair value gains and losses to profit or loss following the de-
recognition of the investment. Dividends from such investments continue to be recognised in profit or loss
as revenue when the Group and Company’s right to receive payments is established.
Changes in the fair value of financial assets at FVTPL are recognised in statements of comprehensive
income. Impairment losses (and reversal of impairment losses) on equity investments measured at FVOCI
are not reported separately from other changes in fair value.
(iv) Impairment
Impairment for debt instruments
The Group and Company assess on a forward looking basis the expected credit loss (‘ECL’) associated with its debt
instruments carried at AC and at FVOCI. The impairment methodology applied depends on whether there has been a
significant increase in credit risk.

notes to the
(iv) Impairment (continued)
Impairment for debt instruments (continued)
The following financial instruments are subject to the ECL model:
• Trade receivables
• Contract assets
• Non-trade receivables
- intercompany balances
- other receivables and deposits
While cash and cash equivalents are also subject to the impairment requirements of MFRS 9, the identified impairment
loss was immaterial.
ECL represent a probability-weighted estimate of the difference between present value of cash flows according to
contract and present value of cash flows the Group and Company expect to receive, over the remaining life of the
financial instrument.
The measurement of ECL reflects:

• an unbiased and probability-weighted amount that is determined by evaluating a range of possible outcomes;
• the time value of money; and
• reasonable and supportable information that is available without undue cost or effort at the reporting date about
past events, current conditions and forecasts of future economic conditions.
(a) Simplified approach for trade receivables and contract assets
The Group and Company apply the MFRS 9 simplified approach to measure ECL which uses a lifetime ECL for all
trade receivables and contract assets.
(b) General 3-stage approach for non-trade receivables
At each reporting date, the Group and Company measure ECL through loss allowance at an amount equal to
12 months ECL if credit risk on a financial instrument or a group of financial instruments has not increased
significantly since initial recognition. For all other financial instruments, a loss allowance at an amount equal to
lifetime ECL is required.
Significant increase in credit risk
The Group and Company consider the probability of default upon initial recognition of asset and whether there has been
a significant increase in credit risk on an ongoing basis throughout each reporting period. To assess whether there is
a significant increase in credit risk, the Group and Company compare the risk of a default occurring on the asset as
at the reporting date with the risk of default as at the date of initial recognition. It considers available reasonable and
supportable forward-looking information.

Significant increase in credit risk (continued)
The following indicators are incorporated:
• internal credit rating;

• external credit rating (as far as available);
• actual or expected significant adverse changes in business, financial or economic conditions that are expected to
cause a significant change to the debtors ability to meet its obligations;
• actual or expected significant changes in the operating results of the debtor;
• significant increases in credit risk on other financial instruments of the same debtor; and
• significant changes in the expected performance and behaviour of the debtor, including changes in the payment
status of debtor in the group and changes in the operating results of the debtor.
Macroeconomic information (such as average lending rate and inflation) are incorporated as part of the internal rating
model.
Regardless of the analysis above, a significant increase in credit risk is presumed if a debtor is more than 30 days past
due in making a contractual payment.
Definition of default and credit-impaired financial assets
The Group and Company define a financial instrument as default, which is fully aligned with the definition of credit-
impaired, when it meets one or more of the following criteria:
• Quantitative criteria: The Group and Company define a financial instrument as default, when the counterparty fails
to make contractual payment when they fall due.
• Qualitative criteria: The debtor meets unlikeliness to pay criteria, which indicates the debtor is in significant
financial difficulty. The Group and Company consider the following instances:
- the debtor is in breach of financial covenants;

- concessions have been made by the lender relating to the debtors financial difficulty;
- it is becoming probable that the debtor will enter bankruptcy or other financial reorganisation; and
- the debtor is insolvent.
Financial instruments that are credit-impaired are assessed on individual basis.
Groupings of instruments for ECL measured on collective basis
(a) Collective assessment
To measure ECL, trade receivables and contract assets arising have been grouped based on shared credit risk
characteristics of customer’s behaviour and the days past due. The contract assets relate to unbilled work in
progress and have substantially the same risk characteristics as the trade receivables for the same types of
contracts. The Group and Company have therefore concluded that the expected loss rates for trade receivables are
a reasonable approximation of the loss rates for the contract assets.

notes to the
Groupings of instruments for ECL measured on collective basis (continued)
(b) Individual assessment
Trade receivables, contract assets and non-trade receivables, that are in default or credit-impaired are assessed
individually.
Intercompany balances are assessed on individual basis for ECL measurement, as credit risk information is
obtained and monitored based on each related intercompany.
(v) Write-off
Trade receivables and contract assets
Trade receivables and contract assets are written off when there is no reasonable expectation of recovery. Indicators that
there is no reasonable expectation of recovery include, amongst others, the failure of a debtor to engage in a repayment
plan with the Group and Company, and a failure to make contractual payment. Nevertheless, trade receivables and
contract assets that are written-off could still be subject to enforcement activities.
Impairment losses on trade receivables and contract assets are presented as net impairment losses within operating
profit. Subsequent recoveries of amounts previously written off are credited against the same line item.
Non-trade receivables
The Group and Company write off financial assets, in whole or in part, when it has exhausted all practical recovery
efforts and has concluded there is no reasonable expectation of recovery. The assessment of no reasonable expectation
of recovery is based on unavailability of debtor’s sources of income or assets to generate sufficient future cash flows to
repay the amount. The Group and Company may write-off financial assets that are still subject to enforcement activity.
Subsequent recoveries of amounts previously written off will result in impairment gains.
(z) Financial liabilities
Financial liabilities are recognised initially at fair value plus or minus, any directly attributable transaction costs incurred at
the acquisition or issuance of financial instrument.
Subsequent to initial recognition, financial liabilities are subsequently measured at amortised cost using the effective interest
method.
For financial liabilities other than derivatives, gains and losses are recognised in the profit or loss when the liabilities are
derecognised as well as through the amortisation process. Any gains or losses arising from changes in fair value of derivatives
are recognised in the statements of comprehensive income. Net gains or losses on derivatives include exchange differences.

(z) Financial liabilities (continued)
The Group and Company consider the 10% quantitative test as well as qualitative aspects to determine if modification of
financial liabilities warrants a derecognition. A financial liability is derecognised when the obligation under the liability is
extinguished. When an existing financial liability is replaced by another from the same lender on substantially different terms,
or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition
of the original liability and the recognition of a new liability, and the difference in the respective carrying amounts is recognised
in the statements of comprehensive income.
(aa) Offsetting financial instruments
Financial assets and liabilities are offset and the net amount presented in the statement of financial position when there is
a legally enforceable right to offset the recognised amounts and there is an intention to settle on a net basis, or realise the
asset and settle the liability simultaneously. The legally enforceable right must not be contingent on future events and must
be enforceable in the normal course of business and in the event of default, insolvency or bankruptcy.
3 CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS
Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations
of future events that are believed to be reasonable under the circumstances.
The Group and Company make estimates and assumptions concerning the future. The resulting accounting estimates will, by
definition, rarely equal the related actual results. To enhance the information content of the estimates, certain key variables that are
anticipated to have a material impact to the Group and Company’s results and financial position are tested for sensitivity to changes
in the underlying parameters. The estimates and assumptions that have a significant risk of causing a material adjustment to the
carrying amounts of assets and liabilities within the next financial year are outlined below:
(a) Assessment of impairment of non-financial assets
The Group and Company assess impairment of the non-financial assets (excluding goodwill), in particular impairment
assessments on the Company’s investment in subsidiaries, whenever the events or changes in circumstances indicate that
the carrying amount may not be recoverable (i.e. the carrying amount is more than the recoverable amount). The Group also
tests annually whether goodwill or intangible assets with indefinite life has suffered any impairment, in accordance with the
accounting policy (Note 2(f)).
Recoverable amount of an asset is measured at the higher of the fair value less cost to sell (“FVLCS”) for that asset and its
value-in-use (“VIU”). The VIU is the net present value of the projected future cash flows derived from the cash generating
units discounted at an appropriate discount rate. Projected future cash flows are estimates made based on historical, sector
and industry trends, general market and economic conditions, changes in technology and other available information. For
recoverable amount that is based on FVLCS which include fair value of assets or properties, the Group engaged independent
valuers to assess the fair value of the assets.
Projected future cash flows are based on the Group and Company’s judgements in terms of assessing future uncertain
parameters such as estimated revenue growth, operating costs, contribution margins, discount rates and other available
information. These judgements are based on the historical track record and expectations of future events that are believed to
be reasonable under the current circumstances.
The key assumptions used, results and conclusion of the impairment assessments are set out in Notes 13, 16, 17 and 18 of
the financial statements.

notes to the
3 CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS (CONTINUED)
(b) Deferred tax assets
Deferred tax assets arose from unused tax losses, unabsorbed capital allowances and deductible temporary differences.
Deferred tax assets were recognised to the extent that it is probable that future taxable profit will be available against which
deferred tax asset can be utilised.
In evaluating whether it is probable that future taxable profits will be available in future periods, all available evidence was
considered, including approved budgets and business plans, completed and planned restructuring exercises, continuous
effective cost management initiatives and analysis of historical operating results. These forecasts are consistent with those
prepared and used internally for business planning and impairment testing purposes.
(c) Measurement of ECL allowance for financial assets
The loss allowances for financial assets are based on assumptions about risk of default and expected loss rates. The Group
and Company use judgements in making these assumptions and selecting the inputs to the impairment calculation, based on
the Group’s and Company’s past history, existing market conditions as well as forward looking estimates at the end of each
reporting period. Details of key assumptions and inputs used are disclosed in Note 31.
(d) Lease extension and termination options
In determining the lease term, management considers all facts and circumstances that create an economic incentive to
exercise an extension option, or not to exercise a termination option. Extension options (or periods after termination options)
are only included in the lease term if the lease is reasonably certain to be extended (or not terminated).
The following factors are normally the most relevant:
- If there are significant penalties to terminate (or not extend), the Group and Company are typically reasonably certain to
continue (or not to terminate).
- If any leasehold improvements are expected to have a significant remaining value, the Group and Company are typically
reasonably certain to extend (or not terminate).
- Otherwise, the Group and Company consider other factors including historical lease durations and the costs and
business disruption required to replace the leased asset.
The assessment is reviewed if a significant event or a significant change in circumstances occurs which affects this assessment
and that is within the control of the lessee.

4 REVENUE
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Revenue from contracts with customers:
Advertising revenue 745,268 642,875 - -
Newspaper sales 37,592 47,186 - -
Newspaper printing and distribution 18,760 15,151 - -
Content sales 43,371 14,232 - -
Sale of home shopping goods 267,924 308,865 - -
Other ancillary revenue 3,422 9,939 - -
Management fees - - 7,667 39,054
1,116,337 1,038,248 7,667 39,054
Revenue from other sources:
Rental income from investment properties and
outdoor cellular antenna space 3,851 3,317 - -
Dividends from subsidiaries - - 60,019 20,020
1,120,188 1,041,565 67,686 59,074
Timing of revenue recognition:

At a point in time 1,037,637 940,073 - -
Over time 78,700 98,175 7,667 39,054
Revenue from contracts with customers 1,116,337 1,038,248 7,667 39,054
Revenue from other sources 3,851 3,317 60,019 20,020
1,120,188 1,041,565 67,686 59,074
The reconciliation of revenue and segment information is set out in Note 5.
Unsatisfied long-term performance obligations
For contracts that exceed one year, the aggregate amount of the transaction price allocated to the performance obligations that
are unsatisfied (or partially unsatisfied) as of the end of the financial year is approximately RM24.4 million (2020: RM9.0 million), of
which the Group expects to recognise RM18.1 million as revenue in 2022 and the remaining amount of RM6.3 million is expected to
be recognised as revenue from 2023 onwards.

notes to the
5 SEGMENT INFORMATION
Management has determined the operating segments based on the reports reviewed by the Senior Management and the Board of
Directors (chief operating decision-maker) that are used to make strategic decisions.
The chief operating decision-maker considers the business primarily from a product perspective as the activities of the Group are
predominantly domestic based.
Omnia Integrated advertising solutions, marketing and sale of advertisements across the Group’s media platforms,
covering broadcasting, print, digital and outdoor
Broadcasting Advertising slots on commercial television and radio broadcasting as well as content sales
Outdoor Media Outdoor advertising space and related outdoor advertisement production services
Print Media Printing, publishing, distribution and sale of newspapers
Digital Media Digital media, digital content creation and online advertising services
Content Creation Media content production, procurement and distribution, music production and studio recording, and talent
management of artistes
Home Shopping Home shopping network
The chief operating decision-maker assesses the performance of the operating segments, before its respective tax charged or
tax credits, based on a measure of Earnings Before Interest, Taxation, Depreciation and Amortisation (“EBITDA”). Since the chief
operating decision-maker reviews EBITDA, the share of associates’ results are not included in the measure of EBITDA.
The chief operating decision-maker assesses the assets and liabilities of the operations on a Group basis whereby Omnia,
Broadcasting, Outdoor Media, Print Media, Digital Media, Content Creation and Home Shopping makes up individual segments.

5 SEGMENT INFORMATION (continued)
The segment information provided to the chief operating decision-maker for the reportable segments is as follows:
Consolidation
Broad- Outdoor Print Content Digital Home adjustment/
2021 Omnia casting Media Media Creation Media Shopping #Corporate elimination Total
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Revenue from
external
customers 693,703 29,807 50,870 56,988 15,840 4,362 268,618 - - 1,120,188
Inter-segment
revenue - 450,232 41,088 81,704 998 95,162 - 67,686 (736,870) -
693,703 480,039 91,958 138,692 16,838 99,524 268,618 67,686 (736,870) 1,120,188
EBITDA 1,350 146,828 18,722 21,946 16,801 15,569 3,405 68,808 (83,383) 210,046
Depreciation and
amortisation
(excluding
amortisation of
programming and
film rights) (57) (39,471) (34,471) (16,027) (188) (1,759) (1,067) (947) (67) (94,054)
Net impairment
(loss)/reversal of
impairment - - (11,338) (2,970) - (1,197) - 864 (864) (15,505)
Finance income 1,022 3,970 1,048 4,404 241 257 884 1,425 (7,271) 5,980
Finance cost - (4,768) (3,806) (3,341) - - - (14,091) 10,002 (16,004)
Share of results of
associates - - - - - (240) - - - (240)
Taxation 2,106 (26,116) (9,387) (1,089) (2,919) (674) (200) - (382) (38,661)
Reportable segment
profit/(loss)
after tax before
allocation to non-
controlling interest 4,421 80,443 (39,232) 2,923 13,935 11,956 3,022 56,059 (81,965) 51,562
Annual Report 2021

151
5 SEGMENT INFORMATION (CONTINUED)
152
The segment information provided to the chief operating decision-maker for the reportable segments is as follows: (continued)
Consolidation
2020 Omnia casting Media Media Creation Media Shopping #Corporate elimination Total
notes to the
Revenue from
Media Prima Berhad

external customers 388,032 74,604 112,369 85,112 18,847 53,736 308,865 - - 1,041,565
Inter-segment
revenue - 273,636 821 64,489 46,499 36,385 - 59,074 (480,904) -
388,032 348,240 113,190 149,601 65,346 90,121 308,865 59,074 (480,904) 1,041,565
(LBITDA)/EBITDA (10,998) 67,018 55,414 (3,714) 2,229 15,334 10,738 12,683 (19,832) 128,872
Depreciation and
amortisation
(excluding
amortisation of
programming and
film rights) - (29,074) (53,369) (25,792) (79) (2,041) (1,340) (1,120) (67) (112,882)
Impairment loss - - - - - - - (44,448) 44,448 -
Net reversal/(charge)
of termination
benefits - 1,789 (90) 831 (6,823) (458) - (8,927) - (13,678)
Finance income 19 1,633 1,395 6,748 142 335 971 1,996 (6,535) 6,704
Finance cost - (2,372) (4,702) (4,570) - - - (9,543) 6,535 (14,652)
Share of results of
associates - - - - - (151) - - - (151)
Taxation (1,120) (2,978) (3,819) (181) (1,620) (2,173) (150) (276) 18 (12,299)
Reportable segment
(loss)/profit
after tax before
allocation to non-
controlling interest (12,099) 36,016 (5,171) (26,678) (6,151) 10,846 10,219 (49,635) 24,567 (18,086)
# These items are predominantly (more than 90%) relating to the Company for which, the financial information is disclosed separately on the face of the
financial statements as well as the Notes to the financial statements.
The reconciliation of revenue and segment information is as follows:
Consolidation
2021 Omnia casting Media Media Creation Media Shopping Corporate elimination Total
Revenue from
contracts with
customers:
Advertising revenue 692,911 - 47,301 - - 4,362 694 - - 745,268
Newspaper sales - - - 37,592 - - - - - 37,592
Newspaper printing
and distribution - - - 18,760 - - - - - 18,760
Content sales - 29,541 - - 13,830 - - - - 43,371
Sale of home
shopping goods - - - - - - 267,924 - - 267,924
Other ancillary
revenue 792 266 - 354 2,010 - - - - 3,422
693,703 29,807 47,301 56,706 15,840 4,362 268,618 - - 1,116,337
Revenue from other
sources:
Rental income
from investment
properties and
outdoor cellular
antenna space - - 3,569 282 - - - - - 3,851
Revenue from
Intersegment
revenue - 450,232 41,088 81,704 998 95,162 - 67,686 (736,870) -
Segment revenue 693,703 480,039 91,958 138,692 16,838 99,524 268,618 67,686 (736,870) 1,120,188
Annual Report 2021

153
154
The reconciliation of revenue and segment information is as follows: (continued)
Consolidation
2020 Omnia casting Media Media Creation Media Shopping Corporate elimination Total
notes to the
Revenue from
Media Prima Berhad

contracts with
customers:
Advertising revenue 387,605 74,515 109,208 20,107 - 51,440 - - - 642,875
Newspaper sales - - - 47,186 - - - - - 47,186
Newspaper printing
and distribution - - - 15,151 - - - - - 15,151

Content sales - - - - 14,232 - - - - 14,232
Sale of home
shopping goods - - - - - - 308,865 - - 308,865
Other ancillary
revenue 427 89 - 2,512 4,615 2,296 - - - 9,939
388,032 74,604 109,208 84,956 18,847 53,736 308,865 - - 1,038,248
Revenue from other
sources:
Rental income
from investment
properties and
outdoor cellular
antenna space - - 3,161 156 - - - - - 3,317
Revenue from
Intersegment
revenue - 273,636 821 64,489 46,499 36,385 - 59,074 (480,904) -
Segment revenue 388,032 348,240 113,190 149,601 65,346 90,121 308,865 59,074 (480,904) 1,041,565
Intersegment revenue consists of advertising revenue from Omnia, management fees, dividend income and other ancillary revenue.
6 EMPLOYEE BENEFITS COSTS
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Wages, salaries and bonuses 221,818 220,290 12,509 21,976
Defined contribution retirement plan 27,610 30,150 1,652 3,220
(Reversal)/charge of termination benefits (2,436) 13,678 (436) 8,928
Other employee benefits 40,280 33,382 771 3,062
287,272 297,500 14,496 37,186
7 NET IMPAIRMENT/(REVERSAL OF IMPAIRMENT) OF NON-CURRENT ASSETS
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Property, plant and equipment (Note 13) 11,308 - - -
Investments in subsidiaries (Note 16) - - (864) 44,448
Investments in associates (Note 17) 1,197 - - -
Intangible assets (Note 18) 3,000 - - -
15,505 - (864) 44,448
8 PROFIT/(LOSS) FROM OPERATIONS
Profit/(loss) from operations is stated after charging:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Auditors’ remuneration:
- Statutory audit 1,300 1,487 98 98
- Tax services 261 261 30 30
- Other services (Note (a)) 80 20 80 20
Depreciation:
- Property, plant and equipment 54,469 53,532 818 476
- Right-of-use assets 37,629 56,877 129 644
- Investment properties 494 728 - -
Net loss on disposal:
- Property, plant and equipment - 488 - -
Cost of inventories charged as expenses 17,012 26,624 - -
Allowance for obsolescence of inventories 70 229 - -

notes to the
8 PROFIT/(LOSS) FROM OPERATIONS (CONTINUED)
Profit/(loss) from operations is stated after charging: (continued)
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Net impairment loss allowance:
- Trade and other receivables - 10,843 - -
Write-offs:
- Property, plant and equipment 1,968 172 - -
- Intangible assets 69 - - -
Home shopping call centre agency cost 3,348 3,757 - -
Road reserve fees payable to the Malaysian Highway
Authority 6,548 10,230 - -
Distribution costs 26,466 36,478 - -
Repair and maintenance 35,543 37,602 70 7,038
Research and development 8,852 9,029 - 49
Professional and consultancy 11,073 7,746 398 264
Advertising and promotion 9,118 2,776 38 490
Net foreign exchange losses:
- Realised 196 272 - -
and after crediting:
Covid-19 related rent concessions 2,352 9,030 - -

Government grants (Note (b)) 1,677 60 65 -
Net income from the sale of newsprint and unsold
newspapers 933 775 - -
Net gain on disposal:
- Property, plant and equipment 401 - - -
Rental income:
- Equipment and facilities 283 2,992 - -
- Premises 1,495 762 - 382
- Investment properties 282 66 - -
Net impairment loss allowance reversal:
- Trade and other receivables 3,135 - - -
- Amounts due from subsidiaries - - 21,093 -
Net foreign exchange gains:
- Realised - - 2 -
- Unrealised 1 11 - -

8 PROFIT/(LOSS) FROM OPERATIONS (CONTINUED)
(a) Other services rendered by the external auditor of the Group
All other services were procured competitively in accordance with the Group’s Procurement Policies and Procedures. Other
services can be offered by the external auditors of the Group if there are clear efficiencies and value added benefits to the Group.
(b) Government grants
The Group and Company received wage subsidies in support of employee hiring and retention during the Covid-19 pandemic.
These subsidies were presented as “other operating income” in the statement of comprehensive income.
9 FINANCE INCOME/(COST)
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Finance income:
- from deposits 5,980 6,704 1,425 1,996
Finance cost:
- on borrowings (6,995) (3,567) (6,820) (2,976)
- on lease liabilities (9,009) (11,085) (11) (92)
- on intercompany loans - - (7,260) (6,475)
(16,004) (14,652) (14,091) (9,543)
10 DIRECTORS’ REMUNERATION
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Non-executive Directors:
- Fees 338 544 338 425
- Allowances 696 663 696 564
- Other remuneration 26 31 26 31
Executive Directors:
- Basic salaries and bonus 1,297 1,095 644 1,095
- Allowances 88 101 52 101
- Defined contribution retirement plan 164 201 83 201
- Other remuneration - 1,000 - 1,000
2,609 3,635 1,839 3,417
Estimated monetary value of benefits-in-kind 25 23 21 23

notes to the
11 TAXATION
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Current tax:
- Current financial year 43,237 10,651 - 276
- (Over)/under accruals in prior financial year (1,564) 639 - -
41,673 11,290 - 276
Deferred tax:
- Origination and reversal of temporary differences
(Note 19) (3,012) 1,009 - -
Tax expense 38,661 12,299 - 276
The explanation of the relationship between taxation and profit/(loss) before taxation is as follows:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Profit/(loss) before taxation 90,223 (5,787) 56,059 (49,359)
Tax calculated at the Malaysian corporate income tax
rate of 24% (2020: 24%) 21,654 (1,389) 13,454 (11,846)
Tax effects of:
- Expenses not deductible for tax purpose 7,534 6,215 3,576 13,116
- Income not subject to tax (509) (411) (19,820) (5,007)
- Deferred tax assets not recognised in respect of
current year’s temporary differences, allowances
and unused tax losses 16,434 6,912 2,790 4,013
- Recognition of previously unrecognised deferred tax
assets (8,869) - - -
- Share of results of associates 58 36 - -
- Under accruals of taxation in prior financial years 2,359 936 - -
Taxation 38,661 12,299 - 276
12 EARNINGS/(LOSS) PER SHARE
Group
2021 2020
Net profit/(loss) attributable to owners of the Company (RM’000) 55,231 (18,378)
Weighted average number of ordinary shares in issue (‘000) 1,109,199 1,109,199
Basic earnings/(loss) per share (sen) 4.98 (1.66)
Diluted earnings/(loss) per share (sen) 4.98 (1.66)
The basic earnings/(loss) per share is calculated by dividing the net profit/(loss) attributable to owners of the Company for the
financial year by the weighted average number of ordinary shares in issue during the financial year. There are no potential ordinary
shares outstanding as at 31 December 2021 and 31 December 2020. As such, the diluted earnings/(loss) per share is equivalent to
the basic earnings/(loss) per share.

13 PROPERTY, PLANT AND EQUIPMENT
Broad-
casting,
transmission Office Leasehold
and equipment, improvements Asset
Freehold Plant and production furniture and office Motor under
Group land Buildings machinery equipment and fittings renovations vehicles Structures construction Total
2021
Cost
At 1 January 2021 13,108 186,567 836,364 722,694 344,332 83,276 12,900 212,234 4,218 2,415,693
Additions - - 29 3,148 3,223 1,920 279 129 7,064 15,792
Disposals - - (717) (313) (1,047) - (984) (475) - (3,536)
Write-offs - - - - - - - - (1,968) (1,968)
Reclassifications - - - 111 - - - 7,489 (7,600) -
Transfer from
non-current assets
held for sale
(Note 25(a)) 225 - - - - - - - - 225
At 31 December 2021 13,333 186,567 835,676 725,640 346,508 85,196 12,195 219,377 1,714 2,426,206
Accumulated
depreciation
At 1 January 2021 - 89,026 626,280 602,272 285,658 81,244 11,128 152,169 - 1,847,777
Charge for the
financial year - 1,512 2,180 23,418 13,355 686 712 12,606 - 54,469
Disposals - - (711) (313) (1,003) - (984) (460) - (3,471)
At 31 December 2021 - 90,538 627,749 625,377 298,010 81,930 10,856 164,315 - 1,898,775
Annual Report 2021

159
13 PROPERTY, PLANT AND EQUIPMENT (continued)
160
Broad-
casting,
notes to the
Media Prima Berhad

2021
Accumulated
impairment losses
At 1 January 2021 3,265 70,231 202,307 65,513 14,770 3 1,049 382 - 357,520
Charge for the
financial year - - - - 3,010 - - 8,298 - 11,308
At 31 December 2021 3,265 70,231 202,307 65,513 17,780 3 1,049 8,680 - 368,828
Net book value
At 31 December 2021 10,068 25,798 5,620 34,750 30,718 3,263 290 46,382 1,714 158,603
13 PROPERTY, PLANT AND EQUIPMENT (continued)
Broad-
casting,
2020
Cost
At 1 January 2020 13,108 186,567 836,504 795,279 337,021 82,137 12,904 206,047 3,934 2,473,501
Additions - - 237 691 4,772 1,258 - 58 11,185 18,201
Disposals - - (377) (73,276) (1,802) (100) (4) (108) (128) (75,795)
Write-offs - - - - (29) (19) - - (166) (214)
Reclassifications - - - - 4,370 - - 6,237 (10,607) -
At 31 December 2020 13,108 186,567 836,364 722,694 344,332 83,276 12,900 212,234 4,218 2,415,693
Accumulated
depreciation
At 1 January 2020 - 87,514 623,562 655,323 272,165 79,754 10,160 140,680 - 1,869,158
Charge for the
financial year - 1,512 2,913 19,665 15,319 1,577 972 11,574 - 53,532
Disposals - - (195) (72,716) (1,797) (74) (4) (85) - (74,871)
Write-offs - - - - (29) (13) - - - (42)
At 31 December 2020 - 89,026 626,280 602,272 285,658 81,244 11,128 152,169 - 1,847,777
Accumulated
impairment losses
At 1 January 2020/ At
31 December 2020 3,265 70,231 202,307 65,513 14,770 3 1,049 382 - 357,520
Annual Report 2021

Net book value
At 31 December 2020 9,843 27,310 7,777 54,909 43,904 2,029 723 59,683 4,218 210,396
161
notes to the
13 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Company
2021 2020
RM’000 RM’000
Office equipment, furniture and fittings
Cost
At 1 January 5,689 4,401

Additions 763 1,288
At 31 December 6,452 5,689
Accumulated depreciation
At 1 January 4,355 3,879

Charge for the financial year 818 476
At 31 December 5,173 4,355
Net book value
At 31 December 1,279 1,334
(a) Impairment of property, plant and equipment
(i) Outdoor Media
During the financial year, the Group performed a rationalisation exercise involving its advertising structures within
the Outdoor Media segment as certain advertising concessions were planned to be terminated or not renewed. The
Group has performed an impairment assessment and measured the recoverable amount based on FVLCS estimated
using the discounted cash flows method. The fair value is estimated by probability-weighting the estimated future cash
outflows, adjusted for inflation, expected market revenue growth rates and discounting at 10%. The recoverable amount
is classified as Level 3 in the fair value hierarchy. Accordingly, RM8.3 million of impairment loss was recognised in
“impairment of non-current assets” in the statements of comprehensive income.
(ii) Print Media
During the financial year, the Print Media segment had performed a rationalisation exercise involving certain office
equipment and furniture and fittings. An impairment assessment was performed resulting in a charge of RM3.0 million
on identified office equipment and furniture and fittings as the recoverable amount is determined to be nil since there
is no resale value. The charges had been recorded in “impairment of non-current assets” in the Group’s statement of
comprehensive income.
No impairment of property, plant and equipment was recognised during the previous financial year.
(b) Revision of remaining useful lives of broadcasting and transmission equipment
During the financial year, estimates of the remaining useful life of certain broadcasting and transmission equipment of the
Group were shortened following a review of technological development and obsolescence of television and radio broadcasting
assets. The change in accounting estimates reflects the remaining period over which the Group expects to obtain value from
the identified television and radio broadcasting assets.

13 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
(b) Revision of remaining useful lives of broadcasting and transmission equipment (continued)
Depreciation charge to the Group’s statement of comprehensive income increased by RM7.5 million during the current
financial year as a result of the change in accounting estimates.
(c) Property, plant and equipment pledged as security
As at 31 December 2021, certain land and buildings of the Group with an aggregate carrying amount of RM22.9 million (2020:
RM26.6 million) were pledged to a licensed bank as security for a borrowing facility granted to the Company.
(d) Property, plant and equipment of the Group and Company are acquired by way of:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Cash payment 8,416 9,660 181 735
Other payables 6,500 8,541 582 553
Contra arrangements 876 - - -
15,792 18,201 763 1,288
14 LEASES
ROU assets
Leasehold Out-of-Home
Group land Buildings display sites Total
RM’000 RM’000 RM’000 RM’000
2021
Cost
At 1 January 2021 10,302 190,566 242,743 443,611

Additions - 1,093 - 1,093
Terminations - (2,792) - (2,792)
At 31 December 2021 10,302 188,867 242,743 441,912
At 1 January 2021 838 111,044 174,712 286,594

Charge for the financial year 411 19,871 17,347 37,629
Terminations - (1,668) - (1,668)
At 31 December 2021 1,249 129,247 192,059 322,555
Net book value
At 31 December 2021 9,053 59,620 50,684 119,357

notes to the
14 LEASES (CONTINUED)
ROU assets (continued)
Broadcasting
transmission Leasehold Out-of-Home
Group equipment land Buildings display sites Total
RM’000 RM’000 RM’000 RM’000 RM’000
2020
Cost
At 1 January 2020 5,160 10,302 190,997 245,656 452,115

Terminations (5,160) - (431) (2,913) (8,504)
At 31 December 2020 - 10,302 190,566 242,743 443,611
At 1 January 2020 3,397 427 91,481 139,700 235,005

Charge for the financial year - 411 19,986 36,480 56,877
Terminations (3,397) - (423) (1,468) (5,288)
At 31 December 2020 - 838 111,044 174,712 286,594
Net book value
At 31 December 2020 - 9,464 79,522 68,031 157,017

ROU assets (continued)
Company
2021 2020
RM’000 RM’000
Buildings
Cost
At 1 January 2,792 2,792

Terminations (2,792) -
At 31 December - 2,792
At 1 January 1,539 895

Charge for the financial year 129 644
Terminations (1,668) -
Net book value
Lease liabilities
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Non-current (105,488) (144,790) - (735)

Current (46,554) (40,291) - (614)
(152,042) (185,081) - (1,349)

notes to the
(a) Amounts recognised in the statement of comprehensive income
The statement of comprehensive income shows the following amounts relating to leases:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Depreciation of right-of-use assets (Note 8) (37,629) (56,877) (129) (644)
Finance cost on lease liabilities (Note 9) (9,009) (11,085) (11) (92)
Expenses relating to short-term leases (15,817) (5,790) - -
Expenses related to leases of low-value assets other
than short-term leases (2,868) (1,502) (25) (509)
Expenses relating to variable lease payments not
included in
lease liabilities (Note 14(c)) (10,351) (19,034) - -
Gain/(loss) on termination of leases 130 (1,438) 130 -
Covid-19 related rent concessions (Note 14(d)) 2,352 9,030 - -
(b) Leasing activities of the Group and Company
The Group and Company have lease contracts for various properties, office buildings, plants and outdoor advertising display
sites used in its operations. Leasehold land generally have lease tenures ranging from 50 and 99 years (2020: 50 and 99 years),
leases of buildings and plants generally have lease terms of three (3) and six (6) years (2020: three (3) years and six (6) years),
while outdoor advertising display sites generally have lease terms between three (3) and ten (10) years (2020: three (3) and ten
(10) years). Lease terms are negotiated on an individual basis and contain a wide range of different terms and conditions.
The Group and Company also have certain short-term leases with a lease term of 12 months or less and leases of IT and office
equipment with low value. The Group and Company apply the ‘short-term lease’ and ‘lease of low-value assets’ recognition
exemptions for these leases.
(c) Variable lease payments
Some outdoor advertising display site leases contain variable payment terms that are linked to sales generated from display
of advertisements. For individual outdoor advertising sites, up to 30% of lease payments are on the basis of variable payment
terms with percentages ranging from 30% to 60% of sales. Variable payment terms are used to link site rental payments
to display rental revenue and to reduce fixed costs. Variable lease payments that depend on revenue are recognised in the
statement of comprehensive income in the period in which the condition that triggers those payments occurs, as disclosed in
Note 14(a) to the financial statements.
(d) Covid-19 related rent concessions
During the financial year, as a result of the Covid-19 pandemic, the Group has received various forms of rent concessions,
including payment holidays for a period of time.
The Group has applied the practical expedient to all rent concessions that meet the conditions of the MFRS 16 amendments.

(d) Covid-19 related rent concessions (continued)
The amount recognised in the Group’s statement of comprehensive income has reflected changes in lease payments that
arise from rent concessions to which the Group has applied the practical expedient is RM2.4 million (2020: RM 9.0 million).
The lease liability is reduced by RM2.4 million correspondingly (2020: RM9.0 million).
(e) Extension options and termination options
Extension and termination options are included in various leases across the Group. Lease terms are negotiated on an
individual basis and contain a wide range of different terms and conditions. Extension and termination options are included,
when possible, to provide the Group with greater flexibility to align its business strategy.
In cases in which the Group is not reasonably certain to exercise an optional extended lease term, payments associated with
the optional period are not included within lease liabilities. As at 31 December 2021, potential undiscounted future cash
outflows of RM99.9 million (2020: RM208.7 million) have not been included in the lease liabilities of the Group because it is not
reasonably certain that the leases will be extended (or not terminated).
(f) Reconciliation of financial liabilities arising from financing activities in relation to leases
The table below details changes in the Group’s and Company’s liabilities arising from financing activities in relation to leases
including both cash and non-cash changes. Liabilities arising from financing activities are those for which cash flows were,
or future cash flows will be, classified in the Group’s and Company’s statement of cash flows as cash flows from financing
activities.
Lease liabilities
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
At 1 January 185,081 247,481 1,349 1,959
Cash flows (39,535) (62,677) (106) (702)
Non-cash movements:
- Interest accretion 9,009 11,085 11 92
- Covid-19 related rent concessions (2,352) (9,030) - -
- Additions 1,093 - - -
- Terminations (1,254) (1,778) (1,254) -
At 31 December 152,042 185,081 - 1,349

notes to the
(g) Minimum lease payments
The following is a summary of the minimum lease payments:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Lease rental obligations
Minimum lease payments:

- Not later than 1 year 45,898 47,397 - 692
- Later than 1 year and not later than 2 years 43,298 45,961 - 639
- Later than 2 years and not later than 5 years 78,336 101,132 - 96
- Later than 5 years - 13,100 - -
167,532 207,590 - 1,427
Future finance charges (15,490) (22,509) - (78)
Present value of lease obligations 152,042 185,081 - 1,349
15 INVESTMENT PROPERTIES
Group Freehold land Leasehold land Buildings Total

RM’000 RM’000 RM’000 RM’000
2021
Cost
At 1 January 2021 6,300 6,487 32,461 45,248

Transfer to non-current assets held for sale (Note 25(b)) - - (13,300) (13,300)
At 31 December 2021 6,300 6,487 19,161 31,948
At 1 January 2021 - 461 13,197 13,658

Charge for the financial year - 1 493 494
Transfer to non-current assets held for sale (Note 25(b)) - - (1,724) (1,724)
At 31 December 2021 - 462 11,966 12,428
Accumulated impairment losses
At 1 January/31 December 2021 - 3,092 362 3,454
Net book value
At 31 December 2021 6,300 2,933 6,833 16,066

15 INVESTMENT PROPERTIES (CONTINUED)
Group Freehold land Leasehold land Buildings Total

RM’000 RM’000 RM’000 RM’000
2020
Cost
At 1 January/31 December 2020 6,300 6,487 32,461 45,248
At 1 January 2020 - 460 12,470 12,930

Charge for the financial year - 1 727 728
At 31 December 2020 - 461 13,197 13,658
Accumulated impairment losses
At 1 January/31 December 2020 - 3,092 362 3,454
Net book value
At 31 December 2020 6,300 2,934 18,902 28,136
The following amounts have been recognised in the statement of comprehensive income in respect of investment properties:
Group
2021 2020
RM’000 RM’000
Direct operating expenses incurred from investment properties that generate rental income (406) (607)
Direct operating expenses incurred from investment properties that did not generate rental
income (394) (545)
(a) Fair value of investment properties
The fair value of the properties based on valuations by an independent professional valuer in the financial year using the cost
and comparison method as follows:
2021 2020
Carrying Fair Carrying Fair
Group amount value amount value
RM’000 RM’000 RM’000 RM’000
Investment properties 16,066 43,839 28,136 68,398
The fair value of the properties of the Group has been determined based on inputs other than quoted prices included within
active markets that are observable for the asset or liability, either directly (that is, as prices) or indirectly (that is, derived from
prices) which is within level 2 of the fair value hierarchy.

notes to the
15 INVESTMENT PROPERTIES (CONTINUED)
(b) Investment properties pledged as securities
As at 31 December 2021, certain investment properties of the Group with an aggregate carrying amount of RM0.6 million
(2020: RM12.4 million) were pledged to a licensed bank as security for a borrowing facility granted to the Company. The Group
and Company are required to assign any rental income and proceeds of disposal of the pledged investment properties to the
licensed bank.
(c) Leasing arrangements
Investment properties are leased to tenants under operating leases for a period of less than one (1) year. The Group classifies
these leases as operating lease, because they do not transfer substantially all of the risks and rewards incidental to the
ownership of the assets.
16 SUBSIDIARIES
Company
2021 2020
RM’000 RM’000
Unquoted shares, at cost 1,772,757 1,774,563
Less: Accumulated impairment losses (876,299) (878,725)
896,458 895,838
The details of the subsidiaries are as follows:
Effective interest
in equity
Country of 2021 2020
Name of company incorporation Principal activities % %
Media Prima Omnia Sdn Bhd Malaysia Contracting and marketing of advertisements 100 100
Sistem Televisyen Malaysia Berhad Malaysia Commercial television broadcasting, television 100 100
(“STMB”) programme and content production and
distribution, and video-on-demand services
Synchrosound Studio Sdn Bhd Malaysia Commercial radio broadcasting 100 100
(“Hot FM”)
Big Tree Outdoor Sdn Bhd (“BTO”) Malaysia Outdoor advertising and display production 100 100
Primeworks Studios Sdn Bhd Malaysia Feature film production, acquisition, commissioning 100 100
and distribution
The Talent Unit Sdn Bhd Malaysia Talent management of artistes 100 100

16 SUBSIDIARIES (CONTINUED)
The details of the subsidiaries are as follows: (continued)
Effective interest
in equity
Alternate Records Sdn Bhd Malaysia Music production and recording studio 100 100
Esprit Assets Sdn Bhd Malaysia Property investments and provision of property 100 100
management services
Animated & Production Techniques Malaysia Dormant 100 100

Sdn Bhd
Primeworks Distribution Sdn Bhd Malaysia Content and programme sales and distribution 100 100
(“PWD”)
Star Crest Media Sdn Bhd Malaysia Dormant 100 100
Lazim Juta Sdn Bhd Malaysia Investment holding 100 100
The New Straits Times Press Malaysia Publishing and sale of newspapers and investment 98.18 98.17
(Malaysia) Berhad (“NSTP”) holding
Media Prima Digital Sdn Bhd (“MPD”) Malaysia Digital media services 100 100
Held by STMB
Ch-9 Media Sdn Bhd Malaysia Commercial television broadcasting 100 100
Natseven TV Sdn Bhd Malaysia Commercial television broadcasting 100 100
WOWSHOP Sdn Bhd (“WOWSHOP”) Malaysia Home shopping network 100 100
STMB Properties Sdn Bhd (formerly Malaysia Property investment 100 100
known as Big Events Sdn Bhd)
(“STMB Properties”)
Tonton International Sdn Bhd (formerly Malaysia Dormant 100 100

known as Skyten Marketing Sdn
Bhd) (“TISB”)
Merit Idea Sdn Bhd Malaysia Investment holding 100 100

notes to the
Effective interest
in equity
Held by Merit Idea Sdn Bhd
Metropolitan TV Sdn Bhd (“8TV”) Malaysia Commercial television broadcasting 100 100
Held by Hot FM
Perintis Layar Sdn Bhd Malaysia Investment holding 100 100
One FM Radio Sdn Bhd Malaysia Commercial radio broadcasting 99.6 99.6
Kool FM Radio Sdn Bhd Malaysia Commercial radio broadcasting 100 100
Held by Perintis Layar Sdn Bhd
Max-Airplay Sdn Bhd Malaysia Commercial radio broadcasting 100 100
Held by NSTP
Print Towers Sdn Bhd Malaysia Newspaper printing and distribution 98.18 98.17
Business Times (Malaysia) Sdn Bhd Malaysia Dormant 98.18 98.17
Marican Sdn Bhd Malaysia Dormant 90.82 90.81
New Straits Times Sdn Bhd Malaysia Dormant 98.18 98.17
NSTP e-Media Sdn Bhd Malaysia Dormant 98.18 98.17
Shin Min Publishing (Malaysia) Malaysia Dormant 87.97 87.96

Sdn Bhd
The New Straits Times Properties Malaysia Property management services 98.18 98.17
Sdn Bhd

Effective interest
in equity
Held by Jupiter Outdoor Network
Sdn Bhd
Calcom Sdn Bhd Malaysia Dormant 100 100
Lokasi Sejagat Sdn Bhd Malaysia Dormant 100 100
Held by BTO
UPD Sdn Bhd Malaysia Outdoor advertising 100 100
The Right Channel Sdn Bhd (“TRC”) Malaysia Outdoor advertising 100 100
Kurnia Outdoor Sdn Bhd (“Kurnia”) Malaysia Outdoor advertising and display production 100 100
Jupiter Outdoor Network Sdn Bhd Malaysia Dormant 100 100
Big Tree Productions Sdn Bhd Malaysia Production of outdoor advertising display 100 100
Uniteers Outdoor Advertising Malaysia Advertising contracting and agents, sale of 100 100
Sdn Bhd advertising space
Gotcha Sdn Bhd Malaysia Outdoor advertising 100 100
Eureka Outdoor Sdn Bhd Malaysia Dormant 100 100
Anchor Heights Sdn Bhd Malaysia Dormant 100 100
Big Tree Seni Jaya Sdn Bhd (“BTSJ”) Malaysia Outdoor advertising 60 60
Held by Alternate Records Sdn Bhd
Booty Studio Productions Sdn Bhd Malaysia Dormant 60 60

notes to the
Effective interest
in equity
Held by TRC
MMC-AD Sdn Bhd Malaysia Dormant 100 100
Media Master Industries (M) Sdn Bhd Malaysia Dormant 100 100
Held by Kurnia
Kurnia Outdoor Productions Sdn Bhd Malaysia Production of outdoor advertising display 100 100
Held by Lazim Juta Sdn Bhd
Strategic Media Asset Mgmt Co Ltd Malaysia Dormant 100 100
Held by MPD
Rev Media Group Sdn Bhd Malaysia Investment holding 100 100
Held by RMGSB
Rev Social Malaysia Sdn Bhd Malaysia Digital publishing and social media content 100 100
sharing platform
Rev Digital Sdn Bhd Malaysia Digital publishing 100 100
Rev Lifestyle Sdn Bhd Malaysia Digital publishing 100 100
The Vocket Sdn Bhd Malaysia Digital publishing 52 52
Held by Rev Social Malaysia Sdn Bhd
Rev Social International Sdn Bhd Malaysia Digital publishing 100 100

(a) Transfer of subsidiaries within the Group
(i) On 4 August 2021, the Company transferred its entire shareholding of 1,800,000 ordinary shares in STMB Properties,
representing its entire issued and paid-up share capital, to STMB for a cash consideration of RM0.3 million.
(ii) On 25 November 2021, Jupiter Outdoor Network Sdn Bhd transferred its entire shareholding of 2 ordinary shares in
TISB, representing its entire issued and paid up capital, to STMB for a cash consideration of RM1.00.
The above transactions did not have any material effect to the Group.
(b) Acquisition of additional interest in subsidiaries
(i) On 28 December 2021, the Company purchased 15,000 ordinary shares of NSTP from a minority shareholder of NSTP
for a total cash consideration of RM12,750.
The purchase did not have a material effect to the Group and Company during the financial year.
(ii) On 1 September 2020, STMB entered into a share sale and purchase agreement with a minority shareholder of WOWSHOP
to purchase 21,070,000 ordinary shares in WOWSHOP for a total cash consideration of RM5.0 million. Following the
acquisition, STMB’s equity interest in WOWSHOP increased from 51% to 100%.
Immediately prior to the purchase, the carrying amount of the existing 49% non-controlling interest in WOWSHOP was
RM1.6 million. The Group recognised a decrease in non-controlling interests of RM1.6 million and a decrease in equity
attributable to owners of the Company of RM3.4 million during the previous financial year.
The effect of the above transactions on the Group’s equity attributable to the owners of the Company is summarised as follows:
Group
2021 2020
RM’000 RM’000
Carrying amount of non-controlling interests acquired 7 1,593
Consideration paid to non-controlling interests (13) (5,000)
Differences on acquisition recognised in accumulated losses (6) (3,407)

notes to the
(c) Subsidiaries of the Company that have material non-controlling interests (“NCI”) to the Group
Set out below are the summarised financial information of subsidiaries of the Company with NCI, which, in the opinion of the
Directors, are material to the Group.
Proportion of equity interest held by NCI:
2021 2020
% %
NCI percentage of ownership interest in equity:
- NSTP group 1.82 1.83
- BTSJ 40.0 40.0
2021 2020
RM’000 RM’000
Carrying amount of NCI:
- NSTP group 3,733 3,687
- BTSJ (12,854) (9,662)
- Other subsidiaries with immaterial NCI 1,598 2,128
(7,523) (3,847)
The summarised financial information of these subsidiaries is provided below. This information is based on amounts before
intercompany elimination.
WOWSHOP* NSTP group BTSJ

RM’000 RM’000 RM’000
Summarised statements of comprehensive income
2021
Revenue - 138,692 9,351

Net profit/(loss) and total comprehensive income/(loss) for the
financial year - 2,919 (7,979)
2020
Revenue 205,373 149,601 11,040

Net profit/(loss) and total comprehensive income/(loss) for the
financial year 7,499 (26,678) (6,975)

(c) Subsidiaries of the Company that have material non-controlling interests (“NCI”) to the Group (continued)
The summarised financial information of these subsidiaries is provided below. This information is based on amounts before
intercompany elimination.
NSTP group BTSJ

RM’000 RM’000
Summarised statements of financial position
2021
Non-current assets 198,400 56,388

Current assets 119,981 9,034
Non-current liabilities (34,717) (43,962)
Current liabilities (96,600) (53,594)
Net assets/(liabilities) 187,064 (32,134)
2020
Non-current assets 242,104 67,362

Current assets 99,913 8,938
Non-current liabilities (50,783) (53,840)
Current liabilities (107,089) (46,615)
Net assets/(liabilities) 184,145 (24,155)
WOWSHOP* NSTP group BTSJ

RM’000 RM’000 RM’000
Summarised cash flow information
2021
Net cash flow generated from operating activities - 12,999 8,858

Net cash flow generated from investing activities - 7,896 87
Net cash flow used in financing activities - (29,013) (6,322)
Net (decrease)/increase in cash and cash equivalents - (8,118) 2,623
2020
Net cash flow generated from operating activities 4,956 20,356 4,643
Net cash flow generated from/(used in) investing activities 127 (624) (1,510)
Net cash flow used in financing activities - (3,970) (8,250)
Net increase/(decrease) in cash and cash equivalents 5,083 15,762 (5,117)
* The summarised statement of comprehensive income and summarised cash flows information of WOWSHOP is up until
1 September 2020, being the date of the acquisition of the remaining non-controlling interest by STMB, as disclosed in
Note 16(b).

notes to the
(d) Impairment assessment on investment in subsidiaries
As of the year end, the market capitalisation of the Company is lower than the net assets value. This indicates an impairment
may exist on the Company’s investments in subsidiaries. The Company has performed the following impairment assessment
on its investments.
Due to the inherent uncertainty arising from the Covid-19 pandemic, the recoverable amount of the investments are determined
using the FVLCS method applying the income approach of present value technique. The projections cover a five (5) year period
with terminal values. The fair value measurement was categorised as a Level 3 fair value based on inputs in the valuation
technique used.
The valuation technique uses a set of cash flows that represents the probability-weighted average of all possible future cash
flows expected to be generated from the investment, adjusting for average revenue growth rates, average EBITDA margins,
terminal growth rate and discount rate. In determining the value of each key assumption, the management used the approved
budget for 2022 as well as external market data. The inputs used in the valuation technique represent the market participants’
expectations of the highest and best use of the investment.
In the previous financial year, except for Hot FM, the recoverable amounts of the investments were determined using the VIU
method, applying a discounted cash flow model using cash flow projections covering a five (5) year period and terminal values.
The cash flows are derived based on the approved budgeted cash flows for 2021 and projections for a period of subsequent
four (4) years, based on management’s plans.
For Hot FM, in the previous financial year, the recoverable amount was determined using the FVLCS method based on the fair
value of broadcasting licenses attributable to Hot FM and its subsidiaries.
(i) STMB
The Group’s television broadcasting platform has seen a better than expected result during the year. The Group’s initiatives
to introduce Omnia as a one-stop advertising solution in the financial year 2020 and offerings of attractive advertising
incentives have gained traction and garnered a robust reception from the advertisers in 2021. This is further driven by the
reopening of the economy which has greatly increased advertisers’ demand for television advertising such that the medium
has become the driver of the traditional advertising expenditure market’s growth. As a result, the investment’s recoverable
amount has improved to RM504.0 million and a reversal of impairment of RM124.9 million is recorded.
The key assumptions used are as follows:
2021 2020
Average revenue (decline)/growth (1%)-1% (10%)
EBITDA margin 0%-2% 14%
Terminal growth rate 0%-1% 0%
Discount rate 11%-12% 15%

(d) Impairment assessment on investment in subsidiaries (continued)
(i) STMB (continued)
The sensitivity analysis of each of these key assumptions for the current financial year with all other variables being held
constant are as follows:
2021
Decrease in
recoverable
amount
RM’million
Decrease in revenue growth rate by 1% 56.1
Decrease in EBITDA margin by 5% 29.3
Decrease in terminal growth by 1% 24.7
Increase in discount rate of 1% 33.5
The sensitivity analysis of each of these key assumptions for the previous financial year with all other variables being
held constant are as follows:
2020
Decrease in
recoverable
amount
RM’million
Decrease in revenue growth rate by 1% 9.7
Decrease in EBITDA margin by 1% 31.1
Decrease in terminal growth by 1% 6.8
(ii) BTO
Despite the reopening of the economy during the year, overall Outdoor advertising remained sluggish as the increase in
trend for digital displays is nullified by the softer than expected demand for static displays which make up the majority
of the Group’s Outdoor platform assets. The Outdoor platform is still affected by the lower traffic observed in particular
on the highways where most of the platform’s display billboards are located. As a result, the investment’s recoverable
amount has reduced to RM83.1 million and an impairment of RM120.6 million is recognised.
2021 2020
Average revenue growth for digital structures 3%-12% 2%
Average revenue growth for static structures 0%-8% 2%
Terminal growth rate 2% 0%
Discount rate 11%-12% 12.7%

notes to the
(ii) BTO (continued)
The sensitivity analysis of each of these key assumptions with all other variables being held constant are as follows:
2021 2020
Decrease in Decrease in
recoverable recoverable
amount amount
RM’million RM’million
Decrease in revenue growth rate of 1% 18.1 12.8
Decrease in EBITDA margin of 1% 1.1 9.1
Decrease in terminal growth of 1% 0.8 8.2
Increase in discount rate of 1% 1.6 13.1
(iii) Hot FM
The key assumptions used in the calculations are as follows:
2021 2020
Average revenue growth 1% 0%
EBITDA margin (51%)-35% -
From the assessment performed, the investment is not impaired as the recoverable amounts exceed the carrying
amounts included in the financial statements.
Based on the sensitivity analysis performed, the Directors concluded that no reasonable change in the base case
assumptions would cause the carrying amounts of the CGU to exceed its recoverable amounts.
(iv) NSTP
2021 2020
Average digital revenue growth 2% 7%
Average print revenue growth (26%) (35%)
Terminal growth rate 0%-1% 0%-1%
Discount rate 16%-18% 14%-17%
The estimated fair values of land and buildings based on independent external valuations are deemed as present fair
values of the assets and have been included as part of the recoverable amounts of the Print business in the terminal
periods amounting to RM93.5 million (2020: RM125.5 million).

(iv) NSTP (continued)
From the assessment, the Company’s investment in NSTP is not impaired as the recoverable amount exceeds the
carrying amount reported in the financial statements.
2021 2020
amount amount
Decrease in revenue growth rate of 1% 0.3 0.2
Decrease in EBITDA margin of 1% 4.7 0.1
Increase in discount rate of 1% 2.6 5.9
(v) MPD
2021
Average revenue growth 3%-20%
EBITDA margin 12%-20%
Terminal growth rate 0%-3%
Discount rate 10%
From the assessment, the Company’s investment in MPD is not impaired as the recoverable amount exceeds the carrying
amount reported in the financial statements.
The impairment assessment includes an impact assessment of changes in key assumptions.
2021
Decrease in
recoverable
amount
RM’million
Decrease in revenue growth rate of 1% 5.7
Decrease in EBITDA margin of 1% 8.6
Decrease in terminal growth of 1% 13.1

notes to the
(vi) PWS
During the financial year, the Group completed the business restructuring of PWS by transferring its content and
programme production operation to STMB. As such, the Company recognised an impairment charge of RM3.5 million
which represented the entire carrying amount of its investment in PWS. The impairment charge had been recorded in
“impairment in non-current assets” in the Company’s statement of comprehensive income.
(vii) PWD
During the previous financial year, the Group restructured the business of PWD by transferring its content and programme
sales and distribution business to STMB. As such, the Company recognised an impairment charge of RM44.4 million
which represented the entire carrying amount of its investment in PWD. The impairment charge had been recorded in
“impairment in non-current assets” in the Company’s statement of comprehensive income.
17 ASSOCIATES
Group
2021 2020
RM’000 RM’000
Unquoted investments 2,700 2,700
Share of post-acquisition results and reserves (262) (22)
2,438 2,678
Less: Accumulated impairment losses (1,197) -
1,241 2,678
The amount recognised in the statement of comprehensive income is as follows:
Group
2021 2020
RM’000 RM’000
Share of results of associates:
- Share of loss and total comprehensive loss (240) (151)

17 ASSOCIATES (CONTINUED)
The Group’s equity interests in the associates and their respective principal activities are as follows:
Group effective
interest in equity
2021 2020
Name of company Country of incorporation Principal activities % %
Held by NSTP
Asia Magazines Limited Hong Kong Dissolved - 26.41^
Held by RMGSB
Monster Scape Sdn. Bhd. (“MSSB”) Malaysia Digital publishing 25 25
Maxoom Sdn. Bhd. (“Maxoom”) Malaysia Digital publishing 20 20
^ Effective interest via 98.17% interest in NSTP.
The Directors do not consider the investment in associates to be material to the Group.
There are no contingent liabilities relating to the Group’s interest in the associates.
(a) Impairment assessment on investment in associates
During the financial year, the Group had undertaken an impairment assessment of its investment in MSSB mainly attributable
to MSSB’s loss for the financial year. Based on the recoverable amount estimated using the FVLCS calculations, an impairment
charge of RM1.2 million was made. The discount rate used for the calculations was 10.53%. The impairment charge had been
recorded in “impairment of non-current assets” in the statement of comprehensive income.
(b) Members’ voluntary winding-up of an associate during the financial year
On 8 June 2021, Asia Magazines Limited, an associate of the Group, was dissolved via a members’ voluntary winding-up
pursuant to Section 231 of the Hong Kong Companies (Winding up and Miscellaneous Provisions) Ordinance (Cap. 32). The
dissolution did not have a significant impact to the Group during the financial year.
(c) Restrictions on associates
MSSB and Maxoom both cannot distribute their profits without the consent from all of their respective directors.

notes to the
18 INTANGIBLE ASSETS
Arising from business combinations Acquired separately

Computer
Brands software
and Outdoor Outdoor and
digital Publishing concession concession Programme Film software
Goodwill publishing rights rights rights rights production development
(Indefinite (Indefinite (Indefinite (Indefinite (Definite (Definite (Definite (Definite
Group life) life) life) life) life) life) life) life) Total
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
At 1 January
2021 183,140 76,301 60,493 39,446 1,292 22,228 2,301 1,938 387,139
Additions - - - - - 93,290 22 523 93,835
183,140 76,301 60,493 39,446 1,292 115,518 2,323 2,461 480,974
Amortisation
of intangible
assets and
programming
rights costs - - - - (264) (89,867) (2,080) (1,198) (93,409)
Impairment
during the
financial year (3,000) - - - - - - - (3,000)
Write-offs - - - - - - (69) - (69)
At 31 December
2021 180,140 76,301 60,493 39,446 1,028 25,651 174 1,263 384,496
At 1 January
2020 183,140 76,301 60,493 39,446 1,556 25,216 7,298 2,439 395,889
Additions - - - - - 86,406 1,188 980 88,574
183,140 76,301 60,493 39,446 1,556 111,622 8,486 3,419 484,463
Amortisation
of intangible
assets and
programming
rights costs - - - - (264) (89,394) (6,185) (1,481) (97,324)
At 31 December
2020 183,140 76,301 60,493 39,446 1,292 22,228 2,301 1,938 387,139

18 INTANGIBLE ASSETS (CONTINUED)
(a) Impairment assessments for intangible assets with indefinite useful lives
Intangible assets with indefinite useful lives are tested for impairment on an annual basis. Included in intangible assets are
goodwill, acquired publishing rights, brands and digital publishing and outdoor advertising concession rights. These assets
are deemed to have indefinite useful lives as they are renewable with minimum cost to the Group and there is no foreseeable
limit to the period over which the assets are expected to generate net cash inflows for the Group.
The carrying amounts of intangible assets allocated to the Group’s cash generating unit (‘CGU’) are as follows:
Publishing
rights, Outdoor
brands and advertising
digital concession
Group Goodwill publishing rights Total
RM’000 RM’000 RM’000 RM’000
At 1 January 2021 183,140 136,794 39,446 359,380
Impairment charge for the financial year (3,000) - - (3,000)
At 31 December 2021 180,140 136,794 39,446 356,380
Represented by:
At 31 December 2021
Outdoor Media 110,084 - 39,446 149,530

Digital Media 51,974 76,301 - 128,275
Print Media - 60,493 - 60,493
Audio 18,082 - - 18,082
180,140 136,794 39,446 356,380
At 31 December 2020
Outdoor Media 113,084 - 39,446 152,530

Digital Media 51,974 76,301 - 128,275
Print Media - 60,493 - 60,493
Audio 18,082 - - 18,082
183,140 136,794 39,446 359,380

notes to the
(a) Impairment assessments for intangible assets with indefinite useful lives (continued)
(i) Impairment assessments for intangible assets represented by Outdoor Media
Despite the reopening of the economy during the year, overall Outdoor advertising remained sluggish as the increase in
trend for digital displays is nullified by the softer than expected demand for static displays which make up the majority
of the Group’s Outdoor platform assets. The Outdoor platform is still affected by the lower traffic observed in particular
on the highways where most of the platform’s display billboards are located. As a result, an impairment of RM3.0 million
is recognised on the goodwill of the Outdoor Media CGU.
Due to the inherent uncertainty arising from the Covid-19 pandemic, the recoverable amount of the CGU is determined
using the FVLCS method applying the income approach. The projections cover a five (5) year period with terminal values.
The fair value measurement was categorised as a Level 3 fair value based on inputs in the valuation technique used.
The valuation technique uses a set of cash flows that represents the probability-weighted average of all possible
future cash flows expected to be generated from the Outdoor Media. In determining the value of each key assumption,
management used the historical data of Outdoor Media in combination with management budget for 2022 and external
market data where available. The inputs used in the valuation technique are assumed to represent the market
participants’ expectation of the highest and best use of the cash-generating unit.
In the previous financial year, the recoverable amount was determined using the VIU method applying a discounted cash
flow model using cash flow projections from approved management budget for 2021 and covering a subsequent four
(4) year period for Outdoor Media with terminal values. The cash flows are derived based on the approved budgeted
cash flows for 2021 and projections for a period of subsequent four (4) years, based on management’s plans, reflecting
management’s expectation of revenue growth, operating costs and EBITDA.
2021 2020
Average revenue growth for digital structures 3%-12% 2%
Average revenue growth for static structures 0%-8% 2%
Terminal growth rate 2% 0%
The FVLCS does not include BTSJ as the company was not part of the acquisition of Outdoor Media. Hence, it is not part
of the cash-generating unit.
2021
Decrease in
recoverable
amount
RM’million
Decrease in average revenue growth rate by 1% 19.3
Decrease in average EBITDA margin by 1% 1.1
Decrease in average terminal growth by 1% 8.7
Increase in average discount rate by 1% 12.2

(i) Impairment assessments for intangible assets represented by Outdoor Media (continued)
In the previous financial year, there was no reasonable change in the base case assumptions would cause the carrying
amounts of the CGU to exceed its recoverable amounts.
(ii) Impairment assessments for intangible assets represented by Print Media
The FVLCS has been determined using the Relief from Royalty (“RFR”) valuation using the average royalty rates
benchmarked against licensed publications in the similar industry. Due to the inherent uncertainty arising from the
Covid-19 pandemic, the FVLCS calculations apply a set of discounted cash flows that represents the probability-weighted
average of all expected future cash flows. The fair value measurement was categorised as a Level 3 fair value based on
inputs in the valuation technique used.
The cash flow projections were based on an approved management budget for 2022 with reference to market data
and covered a subsequent four (4) years with terminal values reflecting market participant’s expectation of revenue
growth of the cash-generating unit. The inputs used in the valuation technique are assumed to represent the market
2021 2020
Average digital revenue growth 3% - 7% 7%
Average print revenue decline (20%) - (44%) (35%)
Digital business RFR rate 16% 16%
Print business RFR rate 10% 10%
Terminal growth rate 0% - 1% 0% - 1%
Discount rate 9% - 11% 7% - 8%
From the assessment performed, the CGU is not impaired as the recoverable amounts exceed the carrying amounts
included in the financial statements.
2021 2020
amount amount
Decrease in average revenue growth rate by 1% 3.2 3.4
Decrease in average terminal growth of 1% 2.6 4.8
Increase in average discount rate of 1% 2.5 8.3

notes to the
(iii) Impairment assessments for intangible assets represented by Digital Media
The FVLCS has been determined using the RFR valuation using the average royalty rates benchmarked against licensed
publications in the similar industry. Due to the inherent uncertainty arising from the Covid-19 pandemic, the FVLCS
calculations apply a set of discounted cash flows that represents the probability-weighted average of all expected
future cash flows. The fair value measurement was categorised as a Level 3 fair value based on inputs in the valuation
technique used.
The cash flow projections were based on an approved management budget for 2022 with reference to market data
and covered a subsequent four (4) years with terminal values reflecting market participant’s expectation of revenue
growth of the cash-generating unit. The inputs used in the valuation technique are assumed to represent the market
In the previous financial year, the recoverable amount was determined using the VIU method applying a discounted
cash flow model using cash flow projections covering a five year (5) period and terminal values. The cash flows were
derived based on the approved budgeted cash flows for 2021 and projections for a period of subsequent four (4) years
reflecting management’s expectation of revenue growth, operating costs and EBITDA. The change from the VIU method
of discounted cash flows to the FVLCS method of RFR valuation was made to better reflect market participants’
expectation of the value of the cash-generating unit.
2021 2020
Average revenue growth rate 3%-20% 3%
Digital business RFR rate 16% -
Average EBITDA margin - 12.5%
From the assessment performed, the CGU is not impaired as the recoverable amounts exceed the carrying amounts
included in the financial statements.
In the previous financial year, there was no reasonable change in the base case assumptions would cause the carrying
amounts of the CGU to exceed its recoverable amounts.
(iv) Impairment assessments for intangible assets represented by Audio CGU
Due to the inherent uncertainty arising from the Covid-19 pandemic, the recoverable amount of the CGU is determined
using the FVLCS method applying the income approach. The projections cover a five (5) year period with terminal values.
The fair value measurement was categorised as a Level 3 fair value based on inputs in the valuation technique used.

(iv) Impairment assessments for intangible assets represented by Audio CGU (continued)
The valuation technique uses a set of cash flows that represents the probability-weighted average of all possible future
cash flows expected to be generated from the Audio CGU. In determining the value of each key assumption, management
used the approved budget for 2022 and external market data. The inputs used in the valuation technique are assumed
to represent the market participants’ expectation of the highest and best use of the cash-generating unit.
In the previous financial year, the recoverable amount was determined using the FVLCS method applying a discounted
future cash flow model with reference to the fair value of broadcasting licenses attributable to Audio CGU for a period
of five (5) years. The change in FVLCS method from fair value of broadcasting licenses to probability-weighted expected
cash flows was made to better incorporate the uncertainties surrounding the business.
The key assumptions used in the calculations are as follows:
2021 2020
Average revenue growth 1% -
Average EBITDA margin (51%)-35% -
Terminal growth rate 0%-2% 0.0%
Discount rate 9%-10% 8.5%
As a result of the impairment assessment, Audio CGU is not impaired as the recoverable amounts exceed the carrying
amounts included in the financial statements.
19 DEFERRED TAXATION
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against current
tax liabilities and when the deferred taxes relate to the same tax authority. The following amounts, determined after appropriate
offsetting, are shown in the statement of financial position:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Deferred tax assets:
- To be realised after more than 12 months 10,064 7,083 - -
- To be realised within 12 months 4,319 4,501 - -
14,383 11,584 - -
Deferred tax liabilities:

- To be settled after more than 12 months (37,288) (37,501) - -
- To be settled within 12 months - - - -
(37,288) (37,501) - -
(22,905) (25,917) - -

notes to the
19 DEFERRED TAXATION (CONTINUED)
During the financial year, deferred tax assets have been recognised for Media Prima Omnia Sdn Bhd, STMB, 8TV and MPD as there
are evidence that these entities will be able to generate future taxable profits which will be available against which the temporary
differences can be utilised.
The movement during the financial year relating to deferred tax is as follows:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
At 1 January (25,917) (24,908) - -
Credited/(charged) to profit or loss (Note 11):
- Property, plant and equipment 7,159 2,991 22 (67)
- Intangible assets (1,538) 1,356 - -
- Allowances and provisions 1,327 (807) (322) (88)
- Unused tax losses (2,418) (160) - -
- Unabsorbed capital allowances (7,824) 2,289 - -
- Advance billings and contract liabilities 6,914 (5,580) - -
- Right-of-use assets 8,801 17,329 300 155
- Lease liabilities (9,409) (18,427) - -
3,012 (1,009) - -
At 31 December (22,905) (25,917) - -
Deferred tax assets (before offsetting):

- Property, plant and equipment 4 - - -
- Allowances and provisions 23,257 21,930 86 408
- Unused tax losses 71 2,489 - -
- Advance billings and contract liabilities 8,830 1,916 - -
- Lease liabilities 30,895 40,304 - -
- Unabsorbed capital allowances 624 8,448 - -
63,681 75,087 86 408
Offsetting (49,298) (63,503) (86) (408)
Deferred tax assets (after offsetting) 14,383 11,584 - -
Deferred tax liabilities (before offsetting):

- Intangible assets (36,580) (35,042) - -
- Property, plant and equipment (24,055) (31,210) (86) (108)
- Right-of-use assets (25,951) (34,752) - (300)
(86,586) (101,004) (86) (408)
Offsetting 49,298 63,503 86 408
Deferred tax liabilities (after offsetting) (37,288) (37,501) - -

19 DEFERRED TAXATION (CONTINUED)
The amount of capital allowances, deductible temporary differences and unused tax losses (which have ten (10) years of expiry
period) for which no deferred tax asset is recognised in the statement of financial position is as follows:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Unused tax losses 585,685 529,539 74,836 38,801
Unabsorbed capital allowances 136,725 111,134 760 -
Deductible temporary differences 59,609 109,822 5,979 31,147
Unabsorbed reinvestment allowances 238,299 238,299 - -
1,020,318 988,794 81,575 69,948
Deferred tax assets not recognised at 24% 244,876 237,311 19,578 16,788
The expiry of the Group and Company’s tax losses according to year of assessment (“YA”) is summarised below:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
- 2025 - 359,632 - 16,626
- 2026 - 145,381 - 22,175
- 2027 - 24,526 - -
- 2028 361,989 - 16,626 -
- 2029 137,911 - 22,175 -
- 2030 26,096 - - -
- 2031 59,689 - 36,035 -
585,685 529,539 74,836 38,801
No deferred tax assets are recognised from the above due to uncertainty of their recoverability. Under the Malaysia Finance Act 2021
which was gazetted on 31 December 2021, the existing time limit to carry forward unutilised tax losses has been extended to ten (10)
consecutive years (2020: seven (7) consecutive years) of assessment. Accordingly, any accumulated unutilised tax losses brought
forward from YA 2018 can be carried forward for 10 consecutive years of assessment (i.e: from YA 2018 to 2028).
The unabsorbed reinvestment allowances are allowed to be carried forward for utilisation up to seven (7) consecutive YAs from
the first year after the end of the incentive period. If the incentive period has expired prior to YA 2019, accumulated unabsorbed
reinvestment allowances brought forward from YA 2018 shall be allowed to be utilised for another seven (7) consecutive YAs i.e.
from YA 2019 to YA 2025. Any amount which remains unutilised by YA 2025 shall be disregarded from YA 2026. All of the Group’s
unabsorbed reinvestment allowances will expire in YA 2026.
The availability of unutilised tax losses for offsetting against future taxable profits of the respective subsidiaries in Malaysia are
subject to no substantial changes in shareholdings of those subsidiaries under the Income Tax Act, 1967 and guidelines issued by
the tax authority.

notes to the
20 FINANCIAL ASSETS AT FAIR VALUE THROUGH OTHER COMPREHENSIVE INCOME (“FVOCI”)
Group
2021 2020
RM’000 RM’000
At 1 January/At 31 December 688 688
The Group have irrevocably elected the non-trading equity securities above at initial recognition to present its fair value changes in
OCI. The Group considers this classification to be more relevant as these instruments are not held for trading purposes.
The changes in fair value of the financial assets during the financial year are not material.
Fair value
2021 2020
RM’000 RM’000
Club memberships:
Tropicana Golf & Country Resort 440 440
Saujana Resort (M) Berhad 248 248
21 INVENTORIES
Group
2021 2020
RM’000 RM’000
Raw materials and consumables 14,317 23,770
Goods held for resale 659 327
14,976 24,097
22 TRADE AND OTHER RECEIVABLES
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Non-current:
Deposits (Note (a)) 132,054 - 770 -
Prepayments (Note (a)) 10,710 - - -
142,764 - 770 -
Less: Loss allowance on deposits (4,000) - - -
138,764 - 770 -

22 TRADE AND OTHER RECEIVABLES (CONTINUED)
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Current:
Trade receivables 203,661 228,335 - -
Contract assets (Note (b)) 14,373 12,857 - -
Less: Loss allowance (57,895) (67,670) - -
160,139 173,522 - -
Less: Advanced billings (1,539) (2,770) - -
158,600 170,752 - -
Amounts due from other related parties 2,000 3,293 - -

Amounts due from associates 459 - - -
Deposits - 22,755 - 819
Prepayments 20,425 18,880 1,893 3,092
Contract cost assets (Note (c)) 1,448 - - -
Other receivables 23,934 23,727 1,524 1,596
Less: Loss allowance for other receivables (7,429) (6,415) (9) (9)
40,837 62,240 3,408 5,498
199,437 232,992 3,408 5,498
Total 338,201 232,992 4,178 5,498
The credit terms of the trade receivables, amounts due from associates and amounts due from other related parties range up to 60
days (2020: 60 days).
The amounts due from associates and other related parties are denominated in Ringgit Malaysia, unsecured, repayable based on
contractual terms and bear no interest.
(a) Non-current deposits and prepayments
Included in the non-current deposits and prepayments of the Group are deposits, down payments and prepayment of
incidental costs for the acquisition of a property, plant and equipment. The acquisition of the property, plant and equipment
was completed after the reporting period as disclosed in Note 37(a) to the financial statements.
In addition, the non-current deposits of the Group and Company include deposits for the rental and utilities of premises and
outdoor display sites, and employee medical insurance facilities that are expected to be recovered within a period exceeding
one (1) year.

notes to the
22 TRADE AND OTHER RECEIVABLES (CONTINUED)
(b) Movement of contract assets net of loss allowances charged during the financial year were as follows:
Group
2021 2020
RM’000 RM’000
At 1 January 12,857 18,263
Increases as a result of services performed and goods delivered but yet to be billed 61,714 27,999
Transfer to receivables (60,198) (33,405)
At 31 December 14,373 12,857
Contract assets have increased in line with the higher contract activities during the year.
(c) Contract cost assets
Cost to fulfil a contract primarily comprises of cost to produce advertisement content and sponsored programmes
commissioned by advertising customers for broadcast on the Group’s television stations. The amortisation of contract
fulfilment costs charged to the Group’s statement of comprehensive income amounted to RM24.9 million (2020: RM9.2
million).
23 AMOUNTS DUE FROM/(TO) SUBSIDIARIES
Company
2021 2020
RM’000 RM’000
Current
Amounts due from subsidiaries (Note (a)) 131,800 109,346
Less: Loss allowance (21,947) (43,040)
109,853 66,306
Amounts due to subsidiaries (Note (b)) (101,319) (89,539)

Intercompany loans payable (Note (c)) (6,448) (8,454)
(107,767) (97,993)
Non-current
Intercompany loans payable (Note (c)) (161,952) (189,421)
(a) The amounts due from subsidiaries are denominated in Ringgit Malaysia, unsecured, interest free and are repayable based
on contractual term. The credit terms of amounts due from subsidiaries range from 60 days to 120 days (2020: 60 days to 120
days).
(b) The amounts due to subsidiaries are denominated in Ringgit Malaysia, unsecured, repayable based on contractual term and
bear no interest. The credit terms of amounts due to subsidiaries range from 60 days to 120 days (2020: 60 days to 120 days).

23 AMOUNTS DUE FROM/(TO) SUBSIDIARIES (CONTINUED)
(c) Intercompany loans payable
On 1 December 2020, the Company converted an amount due to STMB of RM100.0 million into an unsecured loan due to STMB.
The loan will mature on 30 November 2025 and is repayable in entirety on its maturity date. The effective interest rate of the
term loan is 3.86% per annum. The loan contains an option for early repayment.
On 28 December 2018, the Company obtained a RM254.0 million unsecured loan for working capital purposes from NSTP. The
loan will mature on 31 December 2023 and is repayable in entirety on its maturity date. The effective interest rate of the term
loan is 3.86% per annum. The loan contains an option for early repayment.
The reconciliation of intercompany loans payable arising from financing activities and the movement on loss allowances for
amounts due from subsidiaries are detailed in Note 26 and Note 31(b) respectively.
24 DEPOSITS, CASH AND BANK BALANCES
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Cash and bank balances 31,494 33,892 1,175 542
Deposits with licensed banks 310,127 269,891 61,554 125,175
Deposits, cash and bank balances 341,621 303,783 62,729 125,717
Less: Restricted deposits (15,465) (12,480) (12,280) (12,280)
Cash and cash equivalents 326,156 291,303 50,449 113,437
The deposits, cash and bank balances are denominated in Ringgit Malaysia.
The interest and profit rates for bank balances and deposits ranged from 1.66% to 2.12% (2020: 1.75% to 3.35%) per annum for the
Group and Company.
Bank balances which are not available for use by the Group and Company at the end of the financial year includes deposits with
licensed banks, amounting to RM15.5 million (2020: RM12.5 million) and RM12.3 million (2020: RM12.3 million) respectively. These
restricted deposits have been placed by the Group and Company for the payment of interest and borrowings as well as security for
the borrowings.
25 NON-CURRENT ASSETS HELD FOR SALE
The details of non-current assets held for sale are as follows:
Group
2021 2020
RM’000 RM’000
Investment properties 11,576 225

notes to the
25 NON-CURRENT ASSETS HELD FOR SALE (CONTINUED)
The movements of non-current assets held for sale as follows:
Group
2021 2020
RM’000 RM’000
At 1 January 225 225
Transfer to property, plant and equipment (Note (a)) (225) -
Transfer from investment properties (Note (b)) 11,576 -
At 31 December 11,576 225
(a) Transfer to property, plant and equipment
During the financial year, a freehold property classified as a non-current asset held for sale was transferred to property, plant
and equipment as the disposal was no longer highly probable as at 31 December 2021.
(b) Transfer from investment properties
During the financial year, The New Straits Times Properties Sdn Bhd, an indirect subsidiary of the Company, entered into
a sale and purchase agreement to dispose a piece of leasehold property. The disposal is expected to be completed in the
financial year ending 31 December 2022.
26 BORROWINGS
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Non-current:
Secured
- Term loan (Note (a)) 50,053 79,583 50,053 79,583
- Islamic term loan (Note (b)) 70,020 - - -
120,073 79,583 50,053 79,583
Current:
Secured
- Term loan (Note (a)) 32,500 32,500 32,500 32,500
Unsecured
Banker’s acceptance (Note (c)) 1,061 13,402 - -
33,561 45,902 32,500 32,500
153,634 125,485 82,553 112,083
(a) Term loan
On 10 March 2020, the Company obtained a term loan facility of up to RM180.0 million from a licensed bank, which bears an
interest rate of 1.65% above the licensed bank’s cost of funds. The loan is repayable by quarterly instalments and will mature
on 12 September 2024. The effective interest rate of the term loan is 5.54% per annum.

26 BORROWINGS (CONTINUED)
(a) Term loan (continued)
The term loan is secured by a charge over certain property, plant and equipment and investment properties of the Group as
disclosed in Note 13 and Note 15 to the financial statements and a charge over a bank deposit of the Company.
(b) Islamic term loan
On 23 December 2021, STMB Properties an indirect subsidiary of the Company, obtained a term loan facility of up to RM120.0
million from a licensed Islamic bank, which bears a profit rate of 1.75% above the licensed Islamic bank’s cost of funds. The
repayment of the loan commences in three years after the initial drawdown of the facility and will mature on 23 December
2033. The effective profit rate of the term loan is 3.96% per annum.
The term loan is secured by a charge over certain property, plant and equipment of the Group which was acquired by the Group
after the reporting period as disclosed in Note 37 to the financial statements and a charge over a bank deposit of the Group.
The term loan is also secured by corporate guarantees from STMB, the immediate parent company of STMB Properties, and
the Company.
The licensed Islamic bank from which STMB Properties obtained the term loan is a related party by virtue of the relationship
as disclosed in Note 34(a)(iv) to the financial statements.
(c) Banker’s acceptance
The Group had banker’s acceptance facilities with a term of up to 6 months. The facilities’ effective interest rate is 2.51% to
2.52% (2020: 3.78%) per annum and are repayable in entirety on its maturity date.
Reconciliation of liabilities arising from financing activities
The table below details changes in the Group and Company’s liabilities arising from financing activities including both cash
and non-cash changes. Liabilities arising from financing activities are those for which cash flows were, or future cash flows
will be, classified in the Group and Company’s statement of cash flows as cash flows from financing activities.
Non-cash movement
At 1 At 31
January Cash Accretion of December
2021 flows interest Others 2021
RM’000 RM’000 RM’000 RM’000 RM’000
Group
Borrowings 125,485 21,154 6,995 - 153,634
Company
Borrowings 112,083 (36,350) 6,820 - 82,553

Intercompany loans payable
(Note 23) 197,875 - 7,260 (36,735) 168,400

notes to the
26 BORROWINGS (CONTINUED)
Non-cash movement
At 1 At 31
January Cash Accretion of December
2020 flows interest Others 2020
RM’000 RM’000 RM’000 RM’000 RM’000
Group
Borrowings 4,688 117,230 3,567 - 125,485
Company
Borrowings - 109,107 2,976 - 112,083

Intercompany loans payable (Note 23) 215,725 (75,000) 6,475 50,675 197,875
27 TRADE AND OTHER PAYABLES
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Trade payables 28,193 44,051 - -
Amounts due to associates - 464 - -
Amounts due to other related parties 3,933 7,772 - -
Other payables (Note (a)) 69,396 74,856 3,726 7,092
Accrued expenses and liabilities (Note (b)) 265,466 236,271 8,468 5,881
Provision for termination benefits (Note (c)) 7,923 10,359 1,629 2,065
Contract liabilities (Note (d)) 48,070 70,816 407 27,930
422,981 444,589 14,230 42,968
Credit terms of trade payables normally range from no credit to 90 days (2020: no credit to 90 days).
The amounts due to associates and other related parties are denominated in Ringgit Malaysia, unsecured, repayable based on
contractual term and bear no interest.
(a) Deferred and contingent consideration from investments in subsidiaries and associates
During the previous financial year, the Group paid RM0.8 million and RM0.2 million of the respective deferred considerations
on the investments in TVSB, an indirect subsidiary of the Company, and Maxoom, an associate of the Group.
(b) Accrued expenses and other liabilities
(i) Included in accrued expenses of the Group are road reserve occupancy fees payable to the Malaysian Highway Authority
(“MHA”) for rental of outdoor structural space within the MHA’s jurisdiction. At the end of the financial year, the fees
payable amounted to RM47.0 million (2020: RM42.4 million).
(ii) Included in accrued expenses of the Group and Company are employee incentives payable amounted to RM38.8 million
and RM3.3 million respectively (2020: RM13.5 million and RM0.6 million respectively).

27 TRADE AND OTHER PAYABLES (CONTINUED)
(b) Accrued expenses and other liabilities (continued)
(iii) Included in accrued expenses of the Group is an amount due to a corporate shareholder of a subsidiary of RM11.8
million (2020: RM11.8 million) arising from an outdoor advertising revenue-share arrangement. The amount due to a
corporate shareholder of a subsidiary is denominated in Ringgit Malaysia, unsecured, repayable based on contractual
term and bear no interest.
(iv) Included in accrued expenses of the Group are accruals related to programme rights, content production, revenue-
share payment accruals and other accruals incurred as part of the Group’s normal course of operations.
(c) Provision for termination benefits
Movement of provision for termination benefits during the financial year were as follows:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
At 1 January 10,359 23,872 2,065 1,716
Net (reversal)/charge during the financial year (2,436) (13,513) (436) 349
At 31 December 7,923 10,359 1,629 2,065
(d) Movement of contract liabilities during the financial year were as follows:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
At 1 January 70,816 68,290 27,930 776
Contract liabilities remaining after net of revenue
recognised during the financial year 48,070 70,816 - 27,930
Contract liabilities utilised by subsidiaries - - (27,523) -
Revenue recognised that was included in the
contract liabilities balance at the beginning of
the financial year (70,816) (68,290) - (776)
At 31 December 48,070 70,816 407 27,930
Contract liabilities of the Group have decreased mainly due to rendering of advertising services relating to the contract
liabilities carried forward from the previous year, as well as due to lower advance payments from customers received during
the year.
Contract liabilities of the Company have decreased mainly due to the transfer of contract liabilities to subsidiaries upon
rendering of advertising services by subsidiaries during the year.

notes to the
28 SHARE CAPITAL
Group and Company

2021 2020
Number Number
of shares Amount of shares Amount
‘000 RM’000 ‘000 RM’000
Ordinary shares
Issued and fully paid
At 1 January/31 December 1,109,199 1,524,735 1,109,199 1,524,735
29 OTHER RESERVES
Other reserves comprise the cumulative net change in the fair value of financial assets designated at FVOCI until the assets are
derecognised.
Group
2021 2020
RM’000 RM’000
At 1 January/At 31 December 4 4
30 FINANCIAL INSTRUMENTS BY CATEGORY
The table below provides an analysis of financial instruments categorised as follows:
(a) Amortised cost (“AC”)

(b) Fair value through other comprehensive income (“FVOCI”)
2021
AC FVOCI Total
Financial assets RM’000 RM’000 RM’000
Group
Trade and other receivables excluding prepayments, statutory refundables,

contract cost assets, non-refundable deposits and contract assets 159,191 - 159,191
Deposits, cash and bank balances 341,621 - 341,621
Financial assets at fair value through other comprehensive income - 688 688
Total 500,812 688 501,500

30 FINANCIAL INSTRUMENTS BY CATEGORY (CONTINUED)
2021 (continued)
AC FVOCI Total
Company
Trade and other receivables excluding prepayments, statutory refundables,

non-refundable deposits and contract assets 1,515 - 1,515
Amounts due from subsidiaries 109,853 - 109,853
Total 174,097 - 174,097
Group Company
Financial liabilities at amortised cost RM’000 RM’000
Trade and other payables excluding statutory liabilities and contract liabilities 364,729 13,272
Borrowings 153,634 82,553
Amounts due to subsidiaries - 269,719
Lease liabilities 152,042 -
Total 670,405 365,544
2020
AC FVOCI Total
Group
Trade and other receivables excluding prepayments, statutory refundables

and contract assets 198,205 - 198,205
Financial assets at fair value through other comprehensive income - 688 688
Total 501,988 688 502,676
Company
Trade and other receivables excluding prepayments, statutory refundables

and contract assets 667 - 667
Amounts due from subsidiaries 66,306 - 66,306
Total 192,690 - 192,690

notes to the
30 FINANCIAL INSTRUMENTS BY CATEGORY (CONTINUED)
2020 (continued)
Group Company
Financial liabilities at amortised cost RM’000 RM’000
Trade and other payables excluding statutory liabilities and contract liabilities 362,376 15,004
Borrowings 125,485 112,083
Amounts due to subsidiaries - 287,414
Lease liabilities 185,081 1,349
Total 672,942 415,850
The following financial assets and financial liabilities are subject to offsetting:
Gross
amounts of
recognised
financial
Gross liabilities
amounts of set-off in the
recognised statement
financial of financial Net
Company assets position amount
RM’000 RM’000 RM’000
Financial assets
2021
Amounts due from subsidiaries 630,981 (521,128) 109,853
2020
Amounts due from subsidiaries 630,296 (563,990) 66,306
Financial liabilities
2021
Amounts due to subsidiaries 790,847 (521,128) 269,719
2020
Amounts due to subsidiaries 851,404 (563,990) 287,414

31 FINANCIAL RISK MANAGEMENT
The Group and Company’s activities expose it to a variety of financial risks, including:
(a) Market risks
(i) foreign currency exchange risk – risk that the value of a financial instrument will fluctuate due to changes in foreign
exchange rates
(ii) fair value interest rate risk – risk that the value of a financial instrument will fluctuate due to changes in market interest
rates
(iii) cash flow interest rate risk – risk that future cash flows associated with a financial instrument will fluctuate. In the
case of a floating rate debt instrument, such fluctuations result in a change in the effective interest rate of the financial
instrument, usually without a corresponding change in its fair value
(iv) price risk – risk that the value of a financial instrument will fluctuate as a result of changes in market prices, whether
those changes are caused by factors specific to the individual instrument or its issuer or factors affecting all instrument
traded in the market
(b) Credit risk – risk that one party to a financial instrument will fail to discharge a contractual obligation and cause the other
party to incur a financial loss
(c) Liquidity risk (funding risk) – risk that an entity will encounter difficulty in raising funds to meet commitments associated with
financial instruments
The Group and Company’s overall financial risk management programme focuses on the unpredictability of financial markets and
seeks to minimise potential adverse effects on the financial performance of the Group and Company. Financial risk management
is carried out through risk reviews, internal control systems, insurance programmes and adherence to the Group and Company’s
financial risk management policies. The Directors regularly reviews these risks and approves the treasury policies, which covers
the management of these risks.
(i) Foreign currency exchange risk
The Group operates nationally but some of its revenue and cost are exposed to foreign exchange risk arising from
various currency exposures, primarily with respect to the US Dollar. Revenue from certain sale of content are exposed
to foreign currency exchange risk. The main costs with such exposure are programme rights, newsprint, licenses and
software services.
The Group monitors the foreign currency market closely to ensure optimal levels of inventories are purchased when
prices are favourable to mitigate purchase requirement when prices are unfavourable.

notes to the
31 FINANCIAL RISK MANAGEMENT (CONTINUED)
The Group and Company’s activities expose it to a variety of financial risks, including: (continued)
(a) Market risks (continued)
(i) Foreign currency exchange risk (continued)
The currency exposure of financial assets and financial liabilities of the Group that are not denominated in the functional
currency of the respective companies are set out below. If the Ringgit Malaysia (“RM”) had weakened or strengthened by
10% against the foreign currencies for which the financial instruments are denominated in, with all other variables remain
unchanged, profit/(loss) for the financial year would have been higher or lower by the following amounts:
Impact of changes in exchange

Foreign currency denominated rate to profit and loss/
in financial instruments equity (net of tax)
RM RM
weaken by strengthen by
Receivables Payables 10% 10%
RM’000 RM’000 RM’000 RM’000
2021
US Dollar 17,212 (1,218) (1,216) 1,216
2020
US Dollar 2,775 (1,742) (103) 103
Foreign currency risk for the Group which have a foreign currency other than US Dollar are not material and hence,
sensitivity analysis is not presented. No sensitivity analysis is performed for Company level as it has no balance
denominated in foreign currency.
(ii) Cash flow and fair value interest rate risk
The Group and Company’s interest rate risk arises from its interest bearing financial instruments that could impact fair
value and future cash flows due to fluctuations in market interest rates. The Group’s policy is to maintain appropriate
level of borrowings in fixed and floating rate instruments to ensure that some level of predictability in cash flows are
preserved while ensuring that the Group and Company maintain its cost of debt and gearing ratio at healthy levels within
the limits of any covenants.

The Group and Company’s activities expose it to a variety of financial risks, including: (continued)
(a) Market risks (continued)
(ii) Cash flow and fair value interest rate risk (continued)
Exposure to interest rate risk
The interest rate profile of the Group and Company’s significant interest-bearing financial instruments, based on
carrying amounts as at the end of the financial year were:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Fixed rate instruments
Financial assets:
- Deposits, cash and bank balances 341,621 303,783 62,729 125,717
Financial liabilities:
- Borrowings 1,061 13,402 - -
- Intercompany loans payable - - 168,400 197,875
Floating rate instruments
Financial liabilities:
- Borrowings 152,573 112,083 82,553 112,083
The financial assets are not sensitive to interest rate changes. A 30.0% change in the interest rates of the financial
liabilities with floating interest rates at the end of the financial year would have affected the Group and Company’s profit
or loss and equity by RM0.5 million (2020: RM0.2 million). This analysis assumes that all other variables, in particular
foreign currency rates remained constant.
(iii) Price risk
The Group is exposed to price risk because of investments held by the Group classified on the consolidated statement of
financial position as FVOCI. No financial instruments or derivatives have been employed to hedge this risk as the risk is
deemed to be insignificant. The Group is not exposed to commodity price risk.

notes to the
(b) Credit risk
Credit risk arises from deposits with banks and financial institutions, contract assets, financial assets carried at AC and
FVOCI.
Trade receivables and contract assets
Credit risk for trade receivables and contract assets is managed by each entity who is responsible for managing and analysing
the credit risk for each of their new clients before standard payment and delivery terms and conditions are offered. The
exposure to credit risk is monitored on an on-going basis.
As at the end of the reporting period, the maximum exposure to credit risk arising from trade receivables and contract assets
are represented by the carrying amounts in the statement of financial position. The Group holds bank guarantees and deposits
placed by customers as collateral to reduce its credit risk.
The Group has no significant concentration of credit risk as it trades with a large number of customers who are nationally and
internationally dispersed. Due to these factors, the Group believes that no additional credit risk beyond amounts allowed for
collection losses is inherent in the Group’s trade receivables.
The Group applies MFRS 9 simplified approach to measure ECL which uses a lifetime expected loss allowance for all trade
receivables and contract assets.
The expected loss rates are based on the payment profiles of sales over a period of 1 year before the reporting date and the
corresponding historical credit losses experienced within this period. The historical loss rates are adjusted to reflect current
and forward-looking information on macroeconomic factors affecting the ability of the customers to settle the receivables. The
Group has identified the financial institutions’ average lending rate and inflation as the most relevant factor, and accordingly,
adjust the historical loss rates based on expected changes in these factors. During the financial year, there was a reversal
of loss allowance due to an improvement in overall collection of trade receivable balances which was not anticipated in the
previous financial year’s assessment.
On that basis, the loss allowance was determined as follows for both trade receivables and contract assets:
Average
Individual expected Collective
Group Gross impairment loss rate impairment Net
RM’000 RM’000 % RM’000 RM’000
2021
Not past due 74,450 - 1% 1,906 73,354
Past due 1 to 3 months 65,010 - 2% 1,348 63,662
Past due 4 to 6 months 6,006 214 14% 638 5,154
Past due 7 to 12 months 5,339 421 33% 1,322 3,596
Past due more than 12 months 52,856 8,746 100% 44,110 -
203,661 9,381 48,514 145,766
Trade receivables 203,661 9,381 48,514 145,766

Contract assets 14,373 - - 14,373
218,034 9,381 48,514 160,139

(b) Credit risk (continued)
Trade receivables and contract assets (continued)
Average
Individual expected Collective
Group Gross impairment loss rate impairment Net
RM’000 RM’000 % RM’000 RM’000
2020
Not past due 69,544 - 3% 1,891 67,653
Past due 1 to 3 months 88,720 - 4% 3,723 84,997
Past due 4 to 6 months 9,805 592 35% 2,881 6,332
Past due 7 to 12 months 12,217 3,913 86% 6,621 1,683
Past due more than 12 months 48,049 5,637 100% 42,412 -
228,335 10,142 57,528 160,665
Trade receivables 228,335 10,142 57,528 160,665

Contract assets 12,857 - - 12,857
241,192 10,142 57,528 173,522
Contract assets are expected to be recoverable within 30 days.
The closing allowances for trade receivables and contract assets reconcile to the opening loss allowances as follows:
Group 2021 2020

RM’000 RM’000
At the beginning of the financial year 67,670 86,981
Net (reversal)/increase in loss allowance (8,180) 10,829
Receivables written-off (1,595) (30,140)
At the end of the financial year 57,895 67,670
Other receivables and deposits
The Group and Company use the three stages approach for deposits and other receivables which reflect their credit risk
and how the loss allowances are determined for each of those stages. The Group and Company determine the probability of
default for these deposits and other receivables considering historical data and macroeconomic information (such as market
interest rates). Refer to Note 2(y)(iv) for accounting policy on impairment on financial assets.

notes to the
Other receivables and deposits (continued)
The following table contains an analysis of the credit risk exposure of other receivables for which an ECL allowance is
recognised. The gross carrying other receivables disclosed below also represents the Group’s and Company’s maximum
exposure to credit risk on these assets:
Basis for Estimated Carrying

recognition gross carrying amount
of ECL amount at Loss (net of ECL
ECL rate provision default allowance provisions)
RM’000 RM’000 RM’000
Group
2021
Performing 0% 12-month ECL 144,559 - 144,559
Non-performing 100% Lifetime ECL 11,429 (11,429) -
Total 155,988 (11,429) 144,559
2020
Non-performing 100% Lifetime ECL 6,415 (6,415) -
Total 46,482 (6,415) 40,067
Company
2021
Non-performing 100% Lifetime ECL 9 (9) -
Total 2,294 (9) 2,285
2020
Total 2,415 (9) 2,406

Other receivables and deposits (continued)
The closing loss allowance for other receivables and deposits reconciles to the opening loss allowance as follows:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
At the beginning of the financial year 6,415 12,954 9 9
Net increase in loss allowance 5,045 14 - -
Receivables written-off (31) (6,553) - -
At the end of the financial year 11,429 6,415 9 9
Amounts due from other related parties and associates
The Group provides advertising and printing services to its related parties and associates. As at the end of the financial year,
the maximum exposure to credit risk is represented by their carrying amounts in the statement of financial position.
These balances are not secured by any collateral or supported by any other credit enhancements.
The Group uses the three stages approach for amounts due from related parties which reflect their credit risk and how the
loss allowances are determined for each of those stages. The Group determines the probability of default for these amounts
due from related parties and associates individually using internal information available. Refer to Note 2(y)(iv) for accounting
policy on impairment on financial assets.
The following table contains an analysis of the credit risk exposure of amounts due from other related parties and associates
for which no ECL allowance is recognised. The gross carrying amount disclosed below also represents the Group’s maximum
exposure to credit risk on these assets:
Estimated
Basis for gross Carrying
recognition carrying amount
ECL of ECL amount at Loss (net of ECL
Group rate provision default allowance provision)
RM’000 RM’000 RM’000
2021
2020

notes to the
Amounts due from subsidiaries
Amounts due from subsidiaries mainly comprise of advances and payments on behalf. The Company monitors the results of
the subsidiaries on an individual basis regularly. As at the end of the financial year, the maximum exposure to credit risk is
represented by their carrying amounts in the statement of financial position.
The Company use the three stages approach for amounts due from subsidiaries which reflect their credit risk and how
the loss allowances are determined for each of those stages. The Company determines the probability of default for these
amounts due from subsidiaries individually using internal information available. Refer to Note 2(y)(iv) for accounting policy on
impairment on financial assets.
The following table contains an analysis of the credit risk exposure of amounts due from subsidiaries for which an ECL
allowance is recognised. The gross carrying amount of amounts due from subsidiaries disclosed below also represents the
Company’s maximum exposure to credit risk on these assets:
Estimated
Basis for gross Carrying
recognition carrying amount
ECL of ECL amount at Loss (net of ECL
Company rate provision default allowance provision)
RM’000 RM’000 RM’000
2021
Under performing 32% Lifetime ECL 67,893 (21,630) 46,263
Total 131,800 (21,947) 109,853
2020
Under performing 41% Lifetime ECL 103,098 (42,723) 60,375
Total 109,346 (43,040) 66,306

Amounts due from subsidiaries (continued)
The closing loss allowance for amounts due from subsidiaries reconciles to the opening loss allowance as follows:
Under- Non-
Company performing performing Total
RM’000 RM’000 RM’000
2021
At the beginning of the financial year 42,723 317 43,040
Net reversal of loss allowance (21,093) - (21,093)
At the end of the financial year 21,630 317 21,947
2020
At the beginning of the financial year 42,742 298 43,040
Net (reversal)/increase in loss allowance (19) 19 -
At the end of the financial year 42,723 317 43,040
Cash and cash equivalents
Credit risk arises from cash and cash equivalents and deposits with banks and financial institutions. As at the end of the
reporting period, the maximum exposure to credit risk is represented by the carrying amounts in the statement of financial
position.
For banks and financial institutions, only independently rated parties with a minimum rating of “A” are accepted. The Group
seeks to invest cash assets safely and profitably. The Group and Company consider the risk of material loss in the event of
non-performance by a financial counterparty to be unlikely as these financial institutions have low credit risks. In addition, the
Group and Company have no significant concentration of credit risk except that the majority of its deposits are placed with a
major financial institution in Malaysia.
(c) Liquidity risk
The objectives of the Group and Company liquidity risk management policies is to ensure the Group and Company have
enough cash to meet operational and financing needs as and when they fall due, availability of funding by keeping committed
credit lines and meet external covenants compliance. The Group and Company monitor rolling forecasts of the Group and
Company’s liquidity requirements.
The table below analyses the Group and Company’s non-derivative financial liabilities into relevant maturity groupings based
on the remaining period at the statements of financial position date to the contractual maturity date. As the amounts included
in the table are contractual undiscounted cash flows, these amounts will not reconcile to the amounts disclosed on the
statement of financial position for borrowings, debt instruments and trade and other payables.

notes to the
(c) Liquidity risk (continued)
Between
Less than 1–5 More than Carrying
1 year years 5 years Total amount
RM’000 RM’000 RM’000 RM’000 RM’000
Group
2021
Trade and other payables 364,729 - - 364,729 364,729
Borrowings 38,976 73,001 71,317 183,294 153,634
403,705 73,001 71,317 548,023 518,363
2020
Borrowings 51,732 84,500 - 136,232 125,485
414,108 84,500 - 498,608 487,861
Company
2021
Amounts due to subsidiaries 107,767 179,996 - 287,763 269,719
Borrowings 35,277 53,856 - 89,133 82,553
156,316 233,852 - 390,168 365,544
2020
Amounts due to subsidiaries 99,434 198,400 - 297,834 287,414
Borrowings 36,230 84,500 - 120,730 112,083
150,668 282,900 - 433,568 414,501
Financial guarantee contracts
The Company provides an unsecured financial guarantee to a licensed bank in respect of a borrowing facility granted to a
subsidiary.
A corporate guarantee with a nominal amount of RM71.3 million (2020: Nil) was provided by the Company to a licensed bank
in respect of a borrowing facility of its subsidiary. As at the reporting date, there was no indication that the subsidiary would
default on repayment.
The financial guarantee has not been recognised by the Company as their fair values on initial recognition are insignificant.

(d) Capital risk management
The Group’s and Company’s objectives when managing capital are to safeguard the Group’s ability to continue as a going
concern in order to provide returns for shareholders and benefits for other stakeholders and to maintain an optimal capital
structure to reduce the cost of capital.
For the purposes of sustaining or changing the capital structure, the Group may adjust the amount of dividends paid to
shareholders of the Company.
The capital structure of the Group and Company consists of debts and total equity, comprising issued share capital, other
reserves and accumulated losses.
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Total debts 305,676 310,566 82,553 113,432
Total equity 624,616 573,067 708,152 652,093
Total capital 930,292 883,633 790,705 765,525
The Group and Company monitor capital on the basis of the gearing ratio. This ratio is calculated as debt divided by total equity.
Debt is calculated as total borrowings and lease liabilities, including “current and non-current” as shown in the statement of
financial position. Total equity is calculated as “equity” as shown in the statement of financial position.
The Group and Company are subject to certain externally imposed capital requirements in the form of loan covenants. The
Group and Company monitor the gearing ratio and compliance with loan covenants based on the terms of the loan agreements.
The Group and Company have complied with the capital requirements imposed by its lenders as at financial year end.
The gearing ratios as at 31 December are as follows:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Total debts 305,676 310,566 82,553 113,432
Total equity 624,616 573,067 708,152 652,093
Gearing ratio 0.49 0.54 0.12 0.17

notes to the
32 FAIR VALUE
(a) Fair value
The carrying amounts of cash and cash equivalents, short term receivables and payables approximate fair values due to the
relatively short term nature of these financial instruments.
The fair values of financial liabilities categorised as level 2 in the fair value hierarchy, together with the carrying amounts
shown in the statement of financial position, are as follows:
2021 2020
Carrying Carrying
amount Fair value amount Fair value
RM’000 RM’000 RM’000 RM’000
Group
Borrowings 153,634 153,607 125,485 125,558
Company
Amounts due to subsidiaries 168,400 166,779 197,875 197,875

Borrowings 82,553 83,527 112,083 112,156
(b) Fair value hierarchy
The table below analyses financial instruments carried at fair value, by valuation method. The different levels have been
defined as follows:
• Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities.
• Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either
directly (i.e. as prices) or indirectly (i.e. derived from prices).
• Level 3: Inputs for the assets or liability that are not based on observable market data (unobservable inputs).
Assets measured at fair value
Group Level 1 Level 2 Level 3 Total

RM’000 RM’000 RM’000 RM’000
2021
Financial assets at FVOCI - 688 - 688
2020
Financial assets at FVOCI - 688 - 688

33 SIGNIFICANT NON-CASH TRANSACTIONS
The significant non-cash transactions during the financial year were as follows:
Group
2021 2020
RM’000 RM’000
Goods and services received through contra arrangements with customers 1,004 25
Property, plant and equipment obtained through contra arrangement with customers 876 -
Company
2021 2020
RM’000 RM’000
Settlement of intercompany loan payable through balance offsetting 36,735 49,325
The conversion of amount due to a subsidiary into an intercompany loan payable of RM100.0 million during the previous financial
year is disclosed in Note 23(c) to the financial statements.
34 SIGNIFICANT RELATED PARTY DISCLOSURES
(a) Identities of related parties
For purposes of these financial statements, parties are considered to be related to the Group and Company if the Group and
Company has the ability, directly or indirectly, to control the party or exercise significant influence over the party in making
financial and operating decisions, or vice versa, or where the Group and Company and the party are subject to common control
or common significant influence. Related parties may be individuals or other entities.
Related parties include:
(i) Direct and indirect subsidiaries of the Company as disclosed in Note 16;
(ii) Associates of the Group as disclosed in Note 17;
(iii) Key management personnel which are those persons having authority and responsibility for planning, directing and
controlling the activities of the Group, directly or indirectly, including any director (whether executive or otherwise) of
the Group; and
(iv) Companies related by virtue of a common major shareholder with a deemed significant influence over the Company
(“Other related parties”).

notes to the
34 SIGNIFICANT RELATED PARTY DISCLOSURES (continued)
(b) Key management compensation
Key management personnel of the Company are the Executive Directors, Non-Executive Directors and the senior management
of the Company. Summary of the key management compensation is set out below:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
- Fees 338 544 338 425
- Basic salaries, bonus and other remunerations 8,139 11,593 1,673 2,441
- Allowances 2,115 2,184 1,065 745
- Defined contribution retirement plan 1,022 1,755 241 278
11,614 16,076 3,317 3,889
Estimated monetary value of benefits-in-kind 64 93 26 26
Included in the key management compensation is Directors’ remuneration as disclosed in Note 10 to the financial statements.
(c) Significant transactions between related parties
In addition to the transactions detailed elsewhere in the financial statements, the Group and Company had undertaken the
following transactions with related parties during the financial year:
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Subsidiaries
- Management fees - - 7,667 39,054
- Dividend receivable - - 60,019 20,020
- Rental cost payable - - (3,268) (4,232)
- Finance cost on intercompany loans - - (7,260) (6,475)
Associates
- Advertising commissions (1,848) (2,338) - -

34 SIGNIFICANT RELATED PARTY DISCLOSURES (continued)
(c) Significant transactions between related parties (continued)
In addition to the transactions detailed elsewhere in the financial statements, the Group and Company had undertaken the
following transactions with related parties during the financial year: (continued)
Group Company
2021 2020 2021 2020
RM’000 RM’000 RM’000 RM’000
Companies related by virtue of a common major
shareholder with a deemed significant influence
over the Company
- Sale of advertisements 8,573 7,042 - -
- Newspaper printing and distribution services 12,550 8,941 - -
- Rental income receivable 223 - - -
- Television transmission services (25,000) (25,240) - -
- Advertising commissions (4,739) - - -
- Outdoor display cost (245) - - -
- Finance cost on borrowings (69) - - -
- Transaction costs on borrowings (601) - - -
(d) Significant related party balances
In addition to the significant related party balances disclosed in Note 22, 23, 26 and 27 to the financial statements, the Group
has the following balances with related parties:
Group
2021 2020
RM’000 RM’000
Companies related by virtue of a common major shareholder with a deemed
significant influence over the Company
- Deposits with a licensed bank 2,988 -

notes to the
35 CAPITAL COMMITMENTS
Group
2021 2020
RM’000 RM’000
Capital commitments, approved but not contracted for at the end of the reporting period:
- Property, plant and equipment 42,552 30,397
- Intangible assets 138,773 140,912
181,325 171,309
Capital commitments, approved and contracted for at the end of the reporting period:
- Property, plant and equipment 54,777 9,483
- Intangible assets 10,736 3,003
65,513 12,486
246,838 183,795
36 CONTINGENT LIABILITIES
The Group is a defendant in 17 (2020: 19) legal suits with contingent liabilities amounting to approximately RM3.9 million (2020:
RM5.6 million) as at 31 December 2021. The legal suits mainly consist of claims on defamation.
The approximate contingent liabilities include unliquidated damages. The estimated figure for unliquidated damages for defamation
claims (being the highest number of claims) is based on the current trend of damages awarded by the courts (approximately RM0.1
million to RM0.3 million per claim). On a prudent basis, an estimate of RM0.3 million for each defamation suit is regarded as
potential exposure.
Based on the above and after taking appropriate legal advice, no provision has been made in the financial statements of the Group
as at the date of this report. The Directors are of the opinion that the outcome of the legal suits against the Group will not have a
material impact on the financial position of the Group.
37 SIGNIFICANT EVENTS AFTER THE REPORTING PERIOD
(a) Major acquisition of property, plant and equipment
On 3 September 2021, STMB Properties, a wholly-owned indirect subsidiary of the Company, had entered into a sale and
purchase agreement with PNB Development Sdn Berhad for the acquisition of two pieces of freehold land held under title
no. GERAN 31811, Lot 443 and GERAN 31812, Lot 444, Seksyen 96A, Bandar Kuala Lumpur, Daerah Kuala Lumpur, Wilayah
Persekutuan Kuala Lumpur, measuring a total of approximately 151,814 square feet and the buildings erected thereon
(“Bangsar Property”), for a total purchase consideration of RM156.4 million.
The acquisition of the Bangsar Property had been completed on 20 January 2022 in accordance with the sale and purchase
agreement.

37 SIGNIFICANT EVENTS AFTER THE REPORTING PERIOD (CONTINUED)
(b) Termination of leases
The Bangsar Property was leased by NSTP, a 98.18% directly-held subsidiary of the Company, from PNB Development Sdn.
Berhad prior to the acquisition as disclosed in Note 37(a) to the financial statements. The lease was terminated on 20 January
2022 via a deed of termination pursuant to the completion of the acquisition of the Bangsar Property by STMB Properties. As at
the date of termination, the carrying amount of the right-of-use asset and lease liability attributed to the lease of the Bangsar
Property of RM22.4 million and RM25.6 million respectively shall be derecognised by the Group.
38 DIVIDENDS
On 23 February 2022, the Board of Directors approved the payment of a single tier dividend of 1.5 sen per ordinary share amounting
to RM16,637,989. The financial statements for the current year do not reflect this dividend.
39 RESTATEMENT
The Group has restated its previously reported statement of cash flows for the financial year ended 31 December 2020, where cash
flow activities that give rise to long-term assets should be classified as cash flows arising from investing activities rather than
operating activities.
The following tables detail the adjustments for each affected individual line item in the statements of cash flows. Line items that
were not affected by the changes have not been included. As a result, the sub-totals and totals disclosed cannot be recalculated
from the numbers provided.
Reconciliation of Statements of Cash Flows
Financial year ended 31.12.2020

As
previously As
reported Adjustment restated
RM’000 RM’000 RM’000
STATEMENT OF CASH FLOWS (EXTRACT)
Changes in working capital:
Programme-related assets (87,594) 64,663 (22,931)
Cash flows generated from operations 4,406 64,663 69,069
Net cash flows generated from operating activities 1,606 64,663 66,269
Intangible assets
- Additions (980) (64,663) (65,643)
Net cash flows used in investing activities (4,520) (64,663) (69,183)
The above adjustment does not have material impact on the statements of comprehensive income and statements of financial
position.

Statement By
Directors
Pursuant To Section 251(2) Of The Companies Act 2016
We, Datuk Seri (Dr) Syed Hussian bin Syed Junid and Mohd Rafiq bin Mat Razali, two of the Directors of Media Prima Berhad, do hereby
state that, in the opinion of the Directors, the financial statements set out on pages 112 to 219 are drawn up so as to give a true and fair
view of the financial position of the Group and of the Company as at 31 December 2021 and financial performance of the Group and of
the Company for the financial year ended 31 December 2021 in accordance with Malaysian Financial Reporting Standards, International
Financial Reporting Standards and the requirements of the Companies Act 2016.
Signed on behalf of the Board of Directors in accordance with their resolution dated 9 March 2022.
DATUK SERI (DR) SYED HUSSIAN BIN SYED JUNID MOHD RAFIQ BIN MAT RAZALI
GROUP CHAIRMAN GROUP MANAGING DIRECTOR
Petaling Jaya
Statutory
Declaration
Pursuant To Section 251(1) Of The Companies Act 2016
I, Rosli bin Sabarudin, the Officer primarily responsible for the financial management of Media Prima Berhad, do solemnly and sincerely
declare that the financial statements set out on pages 112 to 219 are, in my opinion, correct and I make this solemn declaration
conscientiously believing the same to be true, and by virtue of the provisions of the Statutory Declarations Act, 1960.
ROSLI BIN SABARUDIN
Subscribed and solemnly declared by the abovenamed at Petaling Jaya, Malaysia on 9 March 2022, before me.
COMMISSIONER FOR OATHS

Independent
Auditors’ Report
To The Members of Media Prima Berhad
(Incorporated In Malaysia)
Registration No. 200001030368 (532975-A)
REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS
Our opinion
In our opinion, the financial statements of Media Prima Berhad (“the Company”) and its subsidiaries (“the Group”) give a true and fair
view of the financial position of the Group and of the Company as at 31 December 2021, and of their financial performance and their cash
flows for the financial year then ended in accordance with Malaysian Financial Reporting Standards, International Financial Reporting
Standards and the requirements of the Companies Act 2016 in Malaysia.
What we have audited
We have audited the financial statements of the Group and of the Company, which comprise the statements of financial position as at
31 December 2021 of the Group and of the Company, and the statements of comprehensive income, statements of changes in equity
and statements of cash flows of the Group and of the Company for the financial year then ended, and notes to the financial statements,
including a summary of significant accounting policies, as set out on pages 112 to 219.
Basis for opinion
We conducted our audit in accordance with approved standards on auditing in Malaysia and International Standards on Auditing. Our
responsibilities under those standards are further described in the “Auditors’ responsibilities for the audit of the financial statements”
section of our report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Independence and other ethical responsibilities
We are independent of the Group and of the Company in accordance with the By-Laws (on Professional Ethics, Conduct and Practice) of
the Malaysian Institute of Accountants (“By-Laws”) and the International Ethics Standards Board for Accountants’ International Code of
Ethics for Professional Accountants (including International Independence Standards) (“IESBA Code”), and we have fulfilled our other
ethical responsibilities in accordance with the By-Laws and the IESBA Code.
Our audit approach
As part of designing our audit, we determined materiality and assessed the risks of material misstatement in the financial statements of
the Group and of the Company. In particular, we considered where the Directors made subjective judgements; for example, in respect of
significant accounting estimates that involved making assumptions and considering future events that are inherently uncertain. As in all
of our audits, we also addressed the risk of management override of internal controls, including among other matters, consideration of
whether there was evidence of bias that represented a risk of material misstatement due to fraud.
We tailored the scope of our audit in order to perform sufficient work to enable us to provide an opinion on the financial statements as
a whole, taking into account the structure of the Group and of the Company, the accounting processes and controls, and the industry in
which the Group and the Company operate.
Key audit matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements
of the Group and of the Company for the current financial year. These matters were addressed in the context of our audit of the financial
statements of the Group and of the Company as a whole, and in forming our opinion thereon, and we do not provide a separate opinion
on these matters.

independent
auditors’ report
to the members of Media Prima Berhad
REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (CONTINUED)
Key audit matters (continued)
Key audit matters How our audit addressed the key audit matters
Impairment assessment on goodwill and intangible assets with
indefinite life
The Group has goodwill of RM180.1 million and intangible assets We have assessed management’s impairment assessments and
with indefinite life of RM176.2 million as at 31 December 2021. our procedures included the following:
An impairment charge of RM3.0 million has been recorded by • Discussed and assessed the assumptions used by management
management in relation to Outdoor Media goodwill in the current in the cash flows projections, in particular, the revenue growth
financial year because the recoverable amounts of the Cash rate, growth rate for costs, terminal growth rate and EBITDA
Generating Unit (“CGU”) are lower than the carrying value. margin by comparing with business plans, historical results
and market data;
No further impairment charge has been recorded by management
for the other CGUs. • Assessed the reliability of management’s forecast through the
review of past trends of actual financial performances against
The recoverable amounts of the CGUs were based on the previous forecasted results;
probability weighted approach to determine the expected cash
flows, which require judgement on the part of management in • Performed sensitivity analysis on discount rates to evaluate
valuing the relevant CGUs and significant estimates involved the impact on the impairment assessment; and
in deriving the recoverable amounts, in particular, the revenue
growth rate, growth rate for costs, terminal growth rate and • Assessed the adequacy and reasonableness of the disclosures
Earnings Before Interest, Taxation, Depreciation and Amortisation in the financial statements.
(“EBITDA”) margin and hence, an area of focus for us.
Based on our procedures, we noted no significant exceptions.
Refer to Note 2(e), Note 2(f) in the summary of significant
accounting policies, Note 3(a) in the critical accounting estimates
and judgements and Note 18 to the financial statements.
Impairment assessment on investment in subsidiaries
Management performed impairment assessments of investments We have assessed management’s impairment assessments and
in subsidiaries. As a result, a net impairment reversal of RM0.9 our procedures included the following:
million had been made in respect of Media Prima Berhad’s
investment in its subsidiaries as stated in Note 16 to the financial • Discussed and assessed the assumptions used by management
statements. in the cash flows projections, in particular, the revenue growth
rate, growth rate for costs and EBITDA margin by comparing
This is an area of focus as the recoverable amount of the with business plans, historical results and market data;
investments is determined based on the probability weighted
approach to determine the expected cash flows, which require • Assessed the reliability of management’s forecast through the
judgement on the part of management estimation of the future review of past trends of actual financial performances against
financial performance and key assumptions used, in particular, previous forecasted results;
the revenue growth rate, growth rate for cost, EBITDA margin and
valuation of buildings. • Performed sensitivity analysis on discount rates to evaluate
the impact on the impairment assessment; and
Refer to Note 2(b)(vi), Note 2(f) in the summary of significant
accounting policies, Note 3(a) in the critical accounting estimates • Assessed the adequacy and reasonableness of the disclosures
and judgements and Note 16 to the financial statements. in the financial statements.
Based on our procedures, we noted no significant exceptions.

Information other than the financial statements and auditors’ report thereon
The Directors of the Company are responsible for the other information. The other information comprises of Directors’ Report, Statement
on Risk Management and Internal Control, Audit Committee Report and Risk Management Committee Report, which we obtained prior
to the date of this auditors’ report, and other sections of the 2021 Annual Report, which is expected to be made available to us after that
date. Other information does not include the financial statements of the Group and of the Company and our auditors’ report thereon.
Our opinion on the financial statements of the Group and of the Company does not cover the other information and we do not express any
form of assurance conclusion thereon.
In connection with our audit of the financial statements of the Group and of the Company, our responsibility is to read the other information
and, in doing so, consider whether the other information is materially inconsistent with the financial statements of the Group and of the
Company or our knowledge obtained in the audit or otherwise appears to be materially misstated.
If, based on the work we have performed on the other information that we obtained prior to the date of this auditors’ report, we conclude
that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this
regard.
Responsibilities of the Directors for the financial statements
The Directors of the Company are responsible for the preparation of the financial statements of the Group and of the Company that
give a true and fair view in accordance with Malaysian Financial Reporting Standards, International Financial Reporting Standards and
the requirements of the Companies Act 2016 in Malaysia. The Directors are also responsible for such internal control as the Directors
determine is necessary to enable the preparation of financial statements of the Group and of the Company that are free from material
misstatement, whether due to fraud or error.
In preparing the financial statements of the Group and of the Company, the Directors are responsible for assessing the Group’s and the
Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern
basis of accounting unless the Directors either intend to liquidate the Group or the Company or to cease operations, or have no realistic
alternative but to do so.
Auditors’ responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements of the Group and of the Company as a whole
are free from material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our opinion. Reasonable
assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with approved standards on auditing
in Malaysia and International Standards on Auditing will always detect a material misstatement when it exists. Misstatements can arise
from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of these financial statements.
As part of an audit in accordance with approved standards on auditing in Malaysia and International Standards on Auditing, we exercise
professional judgement and maintain professional scepticism throughout the audit. We also:
(a) Identify and assess the risks of material misstatement of the financial statements of the Group and of the Company, whether due
to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and
appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than
for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of
internal control.

independent
auditors’ report
to the members of Media Prima Berhad
Auditors’ responsibilities for the audit of the financial statements (continued)
(b) Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s and of the Company’s internal
control.
(c) Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures
made by the Directors.
(d) Conclude on the appropriateness of the Directors’ use of the going concern basis of accounting and, based on the audit evidence
obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s or
on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw
attention in our auditors’ report to the related disclosures in the financial statements of the Group and of the Company or, if such
disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our
auditors’ report. However, future events or conditions may cause the Group or the Company to cease to continue as a going concern.
(e) Evaluate the overall presentation, structure and content of the financial statements of the Group and of the Company, including
the disclosures, and whether the financial statements of the Group and of the Company represent the underlying transactions and
events in a manner that achieves fair presentation.
(f) Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group
to express an opinion on the financial statements of the Group. We are responsible for the direction, supervision and performance
of the group audit. We remain solely responsible for our audit opinion.
We communicate with the Directors regarding, among other matters, the planned scope and timing of the audit and significant audit
findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide the Directors with a statement that we have complied with relevant ethical requirements regarding independence, and
to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where
applicable, actions taken to eliminate threats or safeguards applied.
From the matters communicated with the Directors, we determine those matters that were of most significance in the audit of the
financial statements of the Group and of the Company for the current financial year and are therefore the key audit matters. We describe
these matters in our auditors’ report unless law or regulation precludes public disclosure about the matter or when, in extremely rare
circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so
would reasonably be expected to outweigh the public interest benefits of such communication.
OTHER MATTERS
This report is made solely to the members of the Company, as a body, in accordance with Section 266 of the Companies Act 2016 in
Malaysia and for no other purpose. We do not assume responsibility to any other person for the content of this report.
PRICEWATERHOUSECOOPERS PLT NURUL A’IN BINTI ABDUL LATIF

LLP0014401-LCA & AF 1146 02910/02/2023 J
Chartered Accountants Chartered Accountant
Kuala Lumpur
9 March 2022

Statistics of
Shareholdings
As At 31 March 2022
Total Number of Issued Shares : 1,109,199, 286

Class of Share : Ordinary Shares
No. of Shareholders : 22,008
Voting Rights : One (1) vote per Ordinary Share
DISTRIBUTION OF SHAREHOLDINGS
As At 31 March 2022
No. of % of No. of % of
Size of Shareholdings Shareholders Shareholders Shares Issued Shares
1 - 99 5,064 23.01 189,853 0.02
100 - 1,000 8,226 37.38 3,897,625 0.35
1,001 - 10,000 6,606 30.02 24,192,985 2.18
10,001 - 100,000 1,766 8.02 55,077,065 4.96
100,001 to less than 5% of issued shares 343 1.56 327,098,017 29.49
5% and above of issued shares 3 0.01 698,743,741 63.00
Total 22,008 100.00 1,109,199,286 100.00
STATEMENT OF DIRECTORS’ INTEREST

As At 31 March 2022
Direct Holdings Indirect Holdings

No. of % of No. of % of
No. Name of Directors Shares Issued Shares Shares Issued Shares
1 Datuk Seri (Dr) Syed Hussian bin Syed Junid 6,099,995 0.55 100,000 0.01
2 Mohd Rafiq bin Mat Razali 300,000 0.03
3 Raja Datuk Zaharatin binti Raja Zainal Abidin - - - -
4 Abdullah bin Abu Samah - - - -
5 Dato’ Sivananthan A/L Shanmugam - - - -
6 Datin Azalina binti Adham 867 - - -
6,400,862 0.58 100,000 0.01

statistics of
shareholdings
as at 31 march 2022
Substantial Shareholders
As At 31 March 2022
No. Name of Shareholders No. of % of Issued

Shares Shares
1. Aurora Mulia Sdn. Bhd. 353,815,941 31.90
2. Cimsec Nominees (Tempatan) Sdn Bhd 222,711,000 20.08
CIMB For JAG Capital Holdings Sdn Bhd (PB)
3. Hsbc Nominees (Asing) Sdn Bhd 122,216,800 11.02
Morgan Stanley & Co. International PLC (Firm A/C)
698,743,741 63.00
Top 30 securities account holders

As At 31 March 2022
No. Name of Shareholders No. of Shares % of Issued

Shares
1 Aurora Mulia Sdn. Bhd. 353,815,941 31.90
2 Cimsec Nominees (Tempatan) Sdn Bhd 222,711,000 20.08

Cimb For Jag Capital Holdings Sdn Bhd (Pb)
3 Hsbc Nominees (Asing) Sdn Bhd 122,216,800 11.02

Morgan Stanley & Co. International Plc (Firm A/C)
4 Citigroup Nominees (Asing) Sdn Bhd 25,740,900 2.32

Gsco Llc For Blackwell Partners Llc (Series A)
5 Midf Amanah Investment Nominees (Tempatan) Sdn Bhd 23,305,800 2.10

Pledged Securities Account For Leasing Corporation Sdn Bhd (Cts-Lcs0001c)

Macquarie Bank Limited (Main)

Exempt An For Citibank New York (Norges Bank 19)
8 Lee See Jin 14,663,200 1.32

Tntc For Sagacia Fund Lp

Tntc For Dirnad Fund Lp
11 Chin Chin Seong 9,244,200 0.83


Shares
12 Chin Chin Seong 8,236,800 0.74
13 Public Invest Nominees (Asing) Sdn Bhd 6,350,800 0.57

Pledged Securities Account For Muhamad Aloysius Heng (M)
14 Public Nominees (Tempatan) Sdn Bhd 6,300,000 0.57

Pledged Securities Account For Chan Shiann Gwo (E-Tsa)
15 Syed Hussian Bin Syed Junid 6,099,995 0.55
16 Rhb Nominees (Tempatan) Sdn Bhd 5,222,214 0.47

Telekom Malaysia Berhad
17 Maybank Nominees (Tempatan) Sdn Bhd 5,000,000 0.45

Pledged Securities Account For Erwin Selvarajah A/L Peter Selvarajah
18 Yeoh Yew Choo 4,599,400 0.41
19 Chew Saw Bee 4,200,000 0.38
20 Nur Aliyah Binti Abdullah 4,092,100 0.37
21 Uob Kay Hian Nominees (Asing) Sdn Bhd 3,831,756 0.35

Exempt An For Uob Kay Hian Pte Ltd (A/C Clients)

Tntc For Diakrisis Fund Lp
23 Chehan Prasanna Richard Perera 3,500,000 0.32
24 Amsec Nominees (Tempatan) Sdn Bhd 3,419,900 0.31

Pledged Securities Account For Chin Chin Seong
25 Cgs-Cimb Nominees (Tempatan) Sdn Bhd 2,626,100 0.24

Pledged Securities Account For Mohd Nazasli Bin Abdul Aziz (My1484)
26 Duclos Sdn Bhd 2,500,000 0.23
27 Cgs-Cimb Nominees (Tempatan) Sdn Bhd 2,200,000 0.20

Pledged Securities Account For Tee Kuang Yik (My3963)

statistics of
shareholdings
as at 31 march 2022

Shares
J.p. Morgan Securities Plc
29 Alliancegroup Nominees (Tempatan) Sdn Bhd 2,000,000 0.18

Pledged Securities Account For Erwin Selvarajah A/L Peter Selvarajah (7006509)
30 Hsiao Mei Ling 2,000,000 0.18

Total 911,489,343 82.19

List of
Top 10 Properties
Net book
value as at
Date of Built-up Land Age of 31 December
last area area building 2021
No Properties Type Tenure valuation (Sq. ft.) (Sq. ft.) Description (years) (RM’000)
1. Lot PLO 02, T2 & T3, Leasehold 60 years 2021 152,238 183,823 Former 34 12,570
Kawasan Perindustrian (Expiry:2040) Regional
Senai, 81400 Senai, Johor Printing Plant
Lot PLO 3, Kawasan Leasehold 60 years 174,240 16 2,861
Perindustrian Bebas, (Expiry:2043)
81400 Senai, Johor
2. No 323 (Plot 325), Leasehold 60 years 2021 136,880 157,185 Regional 35 8,849
Prai Industrial Estate, (Expiry:2039) Printing Plant
13600 Seberang Prai,
Pulau Pinang
No 322 (Plot 324), Leasehold 60 years 2021 87,076 13 3,024
Prai Industrial Estate, (Expiry:2035)
13600 Seberang Prai,
Pulau Pinang
3. Lot 33, Lebuh Sultan Leasehold 99 years 2021 138,583 251,875 Warehouse 14 11,576
Mohamad 1, Jalan Lebuh (Expiry:2105)
1, Kawasan Perindustrian
Bandar Sultan Sulaiman,
Pelabuhan Klang Utara,
42000 Klang, Selangor
4. Lot 7 & 9, Jalan Jurubina Freehold - 2021 80,739 80,062 Broadcasting 25 10,359
U1/18, Seksyen U1, Studio
Hicom Glenmarie Park,
40150 Shah Alam, Selangor
5. 33, Jalan Sultan Ahmad Freehold - 2021 7,883 13,771 Office Block 28 6,145
Shah, 10050 George Town,
Pulau Pinang
6. Lot 1024, KM13, Freehold - 2021 32,779 64,305 Condominium 22 3,744
Mukim Sri Rusa, Batu 8 3/4,
Jalan Pantai Teluk Kemang,
71050 Port Dickson,
Negeri Sembilan
7. Kawasan Perindustrian Ajil, Freehold 60 years 2021 88,459 630,444 Former 13 2,824
21800 Hulu Terengganu, (Expiry:2061) Regional
Terengganu Printing Plant
8. Flat 108, 4 Whitehall Court, Leasehold 99 years 2021 865 0 Residential 37 2,460
London SW1A 2 EP, (Expiry:2086) Apartment
United Kingdom
9. Lot 91, 92 & 93 Leasehold 99 years 2021 11,020 3,498 Office Block 38 1,082
Kompleks Alor Setar, (Expiry:2083)
05100 Alor Setar, Kedah
10. No. 1107-U, Jalan Pejabat, Freehold - 2021 6,270 1,636 Office Block 30 1,039
20200 Kuala Terengganu,
Terengganu

Group
Directory
MEDIA PRIMA BERHAD REV MEDIA GROUP

Balai Berita Bangsar The Basecamp, 3rd Floor, North Wing, Sri Pentas,
31, Jalan Riong, Bangsar No 3, Persiaran Bandar Utama,
59100 Kuala Lumpur Bandar Utama, 47800 Petaling Jaya,
Tel : 1 300 30 0672 Selangor Darul Ehsan.
Fax : +603 2283 0353 Tel : +603 7621 3333
Email : communications@mediaprima.com.my Fax : +603 7710 3876
Website : www.mediaprima.com.my Website : www.revmedia.my
MEDIA PRIMA OMNIA WOWSHOP SDN BHD

Balai Berita Bangsar Level 1, Balai Berita, Anjung Riong,
31, Jalan Riong, Bangsar No 31, Jalan Riong, 59100 Bangsar,
59100 Kuala Lumpur Kuala Lumpur, Malaysia
Website : www.mediaprimaomnia.my Hotline : 1 800 18 0808
Fax : +603 2280 0044
Website : www.wowshop.com.my
MEDIA PRIMA TELEVISION NETWORKS

(SISTEM TELEVISYEN MALAYSIA BERHAD)
AND PRIMEWORKS STUDIOS SDN BHD BIG TREE OUTDOOR SDN BHD
Sri Pentas, No 3, Persiaran Bandar Utama, 2nd Floor, Balai Berita, Anjung Riong
Bandar Utama, 47800 Petaling Jaya, 31, Jalan Riong, Bangsar
Selangor Darul Ehsan. 59100 Kuala Lumpur
Tel : +603 7726 6333 Tel : +603 7729 3889
Website : www.tonton.com.my Fax : +603 7729 3999
Website : www.primeworks.com.my Website : www.bigtree.com.my
THE NEW STRAITS TIMES PRESS (M) BERHAD MEDIA PRIMA AUDIO
Balai Berita, Anjung Liku (SYNCHROSOUND STUDIO SDN BHD)
31, Jalan Riong, Bangsar PH, North Wing, Sri Pentas,
59100 Kuala Lumpur No 3, Persiaran Bandar Utama,
Tel : 1 300 22 6787 (Local) Bandar Utama, 47800 Petaling Jaya,
+603 2056 9499 (International) Selangor Darul Ehsan.
Classifieds : 1 300 808 123 Office : +603 7710 5022
Fax : +603 2282 1428 Studio : +603 7710 8822
Email : NSTPCorpComm@mediaprima.com.my Fax : +603 7710 7098
Website : www.nstp.com.my Website : www.mediaprima.audio

Corporate
Information
Board of Directors
Audit Committee Members
Datuk Seri (Dr) Syed Hussian bin Syed Junid Abdullah bin Abu Samah
Group Chairman Chairman of the Committee/
Mohd Rafiq bin Mat Razali Raja Datuk Zaharaton binti Raja Zainal Abidin
Group Managing Director Member of the Committee/
Senior Independent Non-Executive Director
Raja Datuk Zaharaton binti Raja Zainal Abidin Datin Azalina binti Adham
Senior Independent Non-Executive Director Member of the Committee/

Independent Non-Executive Director Group Company Secretary
Jessica Tan Say Choon
(MAICSA 7057849)
Dato’ Sivananthan A/L Shanmugam SSM Practicing Certificate No. 202008003070
Registered Office
Datin Azalina binti Adham
Media Prima Berhad
Registration No.: 200001030368 (532975-A)
Balai Berita, Anjung Riong,
No. 31, Jalan Riong, Bangsar,
59100 Kuala Lumpur.
Tel : 1300 300 672
Fax : +603 – 2282 0806
Auditors
PricewaterhouseCoopers PLT
(LLP0014401-LCA & AF 1146)
Level 10, 1 Sentral, Jalan Rakyat,
Kuala Lumpur Sentral, P.O. Box 10192,
50706 Kuala Lumpur.
Tel : +603 – 2173 1188
Fax : +603 – 2173 1288
Registrar
Boardroom Share Registrars Sdn Bhd
Registration No.: 199601006647 (378993-D)
11th Floor, Menara Symphony,
No. 5 Jalan Prof. Khoo Kay Kim,
Seksyen 13, 46200 Petaling Jaya,
Selangor Darul Ehsan
Tel : +603 – 7890 4700
Fax : +603 – 7890 4670

AGM Information
Notice of 21st Annual General Meeting

MEDIA PRIMA BERHAD
[Registration No : 200001030368 (532975-A)]
(Incorporated in Malaysia)
NOTICE IS HEREBY GIVEN that the Twenty-First (21st) Annual General Meeting (“AGM”) of MEDIA PRIMA BERHAD (“the Company”) will be
held on a fully virtual basis through live streaming and Remote Participation and Electronic Voting (“RPEV facilities”) which are available
at https://meeting.boardroomlimited.my (Domain Registration No. with MYNIC - D6A357657) on Friday, 27 May 2022 at 9.30 a.m. for the
transaction of the following business:-
ORDINARY BUSINESS
1. To receive the Audited Financial Statements for the financial year ended 31 December 2021 and the Reports Please refer to
of the Directors and Auditors thereon. Explanatory Note 1
2. To re-elect Datuk Seri (Dr) Syed Hussian bin Syed Junid who retires in accordance with Article 20.3 of the Resolution 1
Company’s Constitution and being eligible, has offered himself for re-election.
3. To re-elect Datin Azalina binti Adham who retires in accordance with Article 20.8 of the Company’s Resolution 2
Constitution and being eligible, has offered herself for re-election.
4. To approve the payment of Directors’ fees of RM337,520.55 for the financial year ended 31 December 2021. Resolution 3
5. To approve the payment of Directors’ benefits of up to RM1,400,000.00 for the period from 28 May 2022 until Resolution 4
the next AGM of the Company.
6. To re-appoint Messrs PricewaterhouseCoopers PLT as Auditors of the Company and to authorise the Board Resolution 5
of Directors to determine their remuneration.
SPECIAL BUSINESS
To consider and if thought fit, to pass the following Resolutions, with or without modifications: -
ORDINARY RESOLUTIONS
7. Authority to Allot and Issue Shares
“THAT subject to Sections 75 and 76 of the Companies Act 2016 and approvals of the governmental and/ Resolution 6
or regulatory authorities, where such approval is necessary, the Directors be and are hereby given full
authority to allot and issue shares in the Company, at any time, and upon such terms and conditions and
for such purposes at the Directors may, in their absolute discretion deem fit, provided that the aggregate
number of shares issued pursuant to this resolution does not exceed ten per centum (10%) of the total
number of issued shares of the Company for the time being and that the Directors be and are hereby given
full authority to obtain the approval for the listing of and quotation for the additional shares so issued on
Bursa Malaysia Securities Berhad and that such authority shall continue to be in force until the conclusion
of the next annual general meeting of the Company”.
8. Proposed Renewal of Existing Shareholders’ Mandate and Proposed New Shareholders’ Mandate for
Recurrent Related Party Transactions of a Revenue or Trading Nature
"THAT subject to the provisions of the Main Market Listing Requirements ("MMLR") of Bursa Malaysia Resolution 7
Securities Berhad, approval be and is hereby given to the Company and its subsidiary companies (collectively
"Media Prima Group") to renew the existing shareholders’ mandate and to grant new shareholders’
mandate for recurrent related party transactions (“RRPTs”) of a revenue or trading nature with the related
parties (“Proposed Shareholders’ Mandate”) as set out in Section 2.2 of the Circular to Shareholders dated
29 April 2022.

AGM Information
THAT the Proposed Shareholders’ Mandate is subject to the following:
(a) the transactions are in the ordinary course of business and are on terms not more favourable to the
related parties than those generally available to the public;
(b) disclosure is made in the Annual Report of the aggregate value of transactions conducted pursuant
to the Proposed Shareholders’ Mandate during the financial year where aggregate value is equal to
or exceeds the applicable prescribed threshold under the MMLR and/or the relevant Practice Notes;
and
(c) annual renewal and such approval shall, unless revoked or varied by the Company in a general
meeting, continue in force until the conclusion of the next Annual General Meeting of the Company
or the expiration of the period within which the next Annual General Meeting is to be held pursuant
to Section 340 of the Companies Act 2016 (but shall not extend to such extension as may be allowed
pursuant to Section 340 of the Companies Act 2016, whichever is earlier.
AND THAT the Directors be and are hereby authorised to complete and execute all such acts and things
(including such documents as may be required) to give effect to the transactions contemplated and/or
authorised by this Ordinary Resolution.”
9. To transact any other business of which due notice has been given.
BY ORDER OF THE BOARD
TAN SAY CHOON (MAICSA 7057849)

SSM Practising Certificate No. 202008003070
Kuala Lumpur
29 April 2022
Notes :
1. The 21st AGM of the Company will be conducted on a fully virtual basis via Remote Participation and Electronic Voting facilities (collectively referred
hereinafter as “RPEV” or “Virtual AGM”).
2. An online meeting platform can be recognised as the meeting venue or place under Section 327(2) of the Companies Act 2016 provided that the online
platform is located in Malaysia. With the RPEV facilities, this will facilitate and enable all shareholders to participate fully in the proceedings by audio
and/or video capabilities without the need to be physically present at the Meeting venue, which is advantageous given the current circumstances
relating to Covid-19 and best health practices.
3. Only members whose names appear in the Record of Depositors on 20 May 2022 (“General Meeting Record of Depositors”) shall be entitled to
participate in the 21st AGM.
4. A member of the Company who is entitled to attend and vote at this meeting is entitled to appoint not more than two (2) proxies to attend and vote
in his stead. A proxy may but need not be a member of the Company. There shall be no restriction as to the qualification of the proxy.
5. Where a member appoints two (2) proxies, the appointment shall be invalid unless the proportion of the shareholdings to be represented by each
proxy is specified.
6. Where a member of the company is an exempt authorised nominee which holds ordinary shares in the Company for multiple beneficial owners in
one securities account (“omnibus account”), there is no limit to the number of proxies which the exempt authorised nominee may appoint in respect
of each omnibus account it holds.

AGM Information
notice of 21st annual general meeting
MEDIA PRIMA BERHAD

7. The instrument appointing a proxy shall be in writing under the hand of the appointer or of his attorney duly appointed under a power of attorney. In
the case of a corporation, it shall be executed under its Common Seal or signed by its attorney duly authorised in writing or by an officer on behalf
of the corporation.
8. Duly completed Proxy Form must be deposited at Boardroom Share Registrars Sdn Bhd office at Ground Floor or 11th Floor, Menara Symphony,
No. 5 Jalan Prof. Khoo Kay Kim, Seksyen 13, 46200 Petaling Jaya, Selangor Darul Ehsan, Malaysia not less than 48 hours before the time set
for holding the meeting or any adjournment thereof. Alternatively, the form of proxy can be deposited electronically through Boardroom Smart
Investor Online Portal at https://investor.boardroomlimited.com/ before the proxy form lodgement cut-off time as mentioned above. Please follow
the procedures provided in the Administrative Details for the 21st AGM in order to register, participate and vote.
Explanatory Notes:-
1. Audited Financial Statements for financial year ended 31 December 2021
The Audited Financial Statements are laid in accordance with Section 340(1)(a) of the Companies Act 2016 for discussion only. They do not require
shareholders’ approval and hence, will not be put for voting.
2. Resolution 1 and 2: Re-election of Directors pursuant to the Company’s Constitution
The Nomination & Remuneration Committee and the Board have reviewed the performance of each Director subject for re-election, through the
annual Board Assessment, and are satisfied with the performance, contribution and effectiveness of the Directors, Datuk Seri (Dr) Syed Hussian bin
Syed Junid and Datin Azalina binti Adham
Datuk Seri (Dr) Syed Hussian bin Syed Junid who retires pursuant to Article 20.3 of the Company’s Constitution, has offered himself for re-election
at the 21st AGM. Datin Azalina binti Adham who retires pursuant to Article 20.8 of the Company’s Constitution, has offered herself for re-election at
the 21st AGM.
Both the two Directors standing for re-election have abstained from deliberations and decisions on their own eligibility to stand for re-election at the
21st AGM of the Company.
Raja Datuk Zaharaton binti Raja Zainal Abidin who retires pursuant to Article 20.3 of the Company’s Constitution has indicated to the Company that
she would not be seeking re-election at the 21st AGM. Hence, she shall retire as Director at the conclusion of the 21st AGM.
3. Resolution 3: Directors’ Fees
The fees for the Directors as set out below has been implemented since Financial Year (“FY”) 2010 and the Board had agreed that the Directors’ Fees
in respect of FY 2021 be maintained as follows:-
Non-Executive Group Chairman RM75,000 per annum

Non-Executive Director (“NED”) RM60,000 per annum
The payment of the Directors Fees in respect of the FY 2021 will only be made if the proposed Resolution 3 has been approved at the 21st AGM of the
Company.
4. Resolution 4: Payment of Directors’ benefits
The payment of Directors’ benefits comprise the meeting allowance and other emoluments and benefits to the Directors such as insurance and
medical and other claimable benefits including reimbursable expenses incurred in the course of carrying out their duties as Company Directors.
The total amount of benefits payable to the Directors is estimated to be up to RM1,400,000.00 (from 28 May 2022 to the next AGM in 2023), taking
into account various factors which include amongst others, the number of scheduled board meetings and board committee meetings as well as the
number of Directors involved in these meetings.
The payment of the benefits to the Directors will be made on a monthly basis and/or as and when incurred if the proposed Resolution 4 has been
passed at the 21st AGM. The Board is of the view that it is fair and equitable for the Directors to be paid the Directors’ remuneration (excluding
Director’s fees) on a monthly basis and/or as and when incurred, given that they have duly discharged their responsibilities and provided their
services to the Company and the Group throughout the said period.
5. Resolution 5: Re-appointment of Auditors
Based on the External Auditors Evaluation result for the Financial Year under review, the Board Audit Committee and Board are satisfied with the
quality of service, adequacy of resources provided, communication, independence, objectivity and professionalism demonstrated by the External
Auditors, Messrs PricewaterhouseCoopers PLT (“PwC”), in carrying out their duties. Being satisfied with PwC’s performance, the Board recommends
their re-appointment for shareholders’ approval at the forthcoming AGM.

AGM Information
6. Resolution 6: Authority to Directors to Allot and Issue Shares

The proposed resolution is a general mandate from the shareholders of the Company in accordance with Section 75 and 76 of the Companies Act
2016 for Directors to allot and issue new shares in the Company of up to an amount not exceeding 10% of the total number of issued shares of the
Company for the time being for such purposes as the Company may deem fit in the best interest of the Company including for any possible fund
raising for the Company’s working capital requirements and strategic investments.
The Resolution, if approved, will give the Company and its Directors the mandate and flexibility to allot and issue shares in the Company for possible
fund raising initiatives without the need to seek shareholders’ approval via a general meeting subsequent to this 21st AGM, which may delay the
capital raising initiatives and incur relevant cost in organising the general meeting.
7. Resolution 7: Proposed Renewal of Existing Shareholders’ Mandate and Proposed New Shareholders’ Mandate for Recurrent Related Party
Transactions of a Revenue or Trading Nature (“Proposed Shareholders’ Mandate”).
The Proposed Shareholders’ Mandate, if passed, will enable the Media Prima Group to enter into RRPTs of a revenue or trading nature, which are
necessary for the day-to-day operations of the Media Prima Group, undertaken in the ordinary course of business and at arm’s length basis and on
normal commercial terms which are not more favorable to the related parties than those generally available to the public and are not detrimental
to the minority shareholders of the Company.
Details of the Proposed Shareholders’ Mandate are set out in the Circular to Shareholders dated 29 April 2022. This authority, unless revoked or
varied at a general meeting, will expire at the conclusion of the next AGM of the Company.
8. Personal Data Privacy Notice:

By registering for the remote participation and electronic voting or submitting an instrument appointing a proxy(ies), attorney(s) and/or representative(s)
to attend, participate and vote at the 21st AGM and/or any adjournment thereof, a member of the Company :
(i) consents to the collection, use and disclosure of the member’s personal data by the Company (or its agents) for the purpose of the processing
and administration by the Company (or its agents) of proxy(ies), attorney(s) and/or representative(s) appointed for the 21st AGM (including
any adjournment thereof) and the preparation and compilation of the attendance lists, minutes and other documents relating to the 21st AGM
(including any adjournment thereof), and in order for the Company (or its agents) to comply with any applicable laws, listing rules, regulations
and/or guidelines (collectively, the “Purposes”),
(ii) warrants that where the member discloses the personal data of the member’s proxy(ies), attorney(s) and/or representative(s) to the Company
(or its agents), the member has obtained the prior consent of such proxy(ies), attorney(s) and/or representative(s) for the collection, use and
disclosure by the Company (or its agents) of the personal data of such proxy(ies), attorney(s) and/or representative(s) for the Purposes, and
(iii) agrees that the member will indemnify the Company in respect of any penalties, liabilities, claims, demands, losses and damages as a result
of the member’s breach of warranty.

AGM Information
Statement Accompanying
Notice of Annual General Meeting
Directors who are standing for re-election at the Twenty-First (21st) Annual General Meeting of Media Prima Berhad are: -
(i) Datuk Seri (Dr) Syed Hussian bin Syed Junid (Resolution 1)
(ii) Datin Azalina binti Adham (Resolution 2)
The details of the above Directors who are seeking re-election are set out in the “Board of Directors’ Profile” which appear from pages
65 to 68 of the Annual Report.
The details of Directors’ interests in the securities of the Company are set out in the “Statement of Directors’ Interest” which appear on
page 225 of the Annual Report.

Proxy Form
MEDIA PRIMA BERHAD
CDS Account No
Number of Ordinary Share(s) held
I/We __________________________________________________________________________________________________________________________
(FULL NAME OF SHAREHOLDER AS PER NRIC / CERTIFICATE OF INCORPORATION IN CAPITAL LETTERS)
NRIC No. / Company No. ______________________________________________ of ___________________________________________________________________
___________________________________________________________________________________________________________________________________________
(FULL ADDRESS)
being a member of MEDIA PRIMA BERHAD hereby appoint:
First Proxy
Proportion of shareholdings
Full Name of Proxy in capital letters Number of shares Percentage (%)
NRIC Number
Email address/ tel no
and/or failing him/her,
Second Proxy
Proportion of shareholdings
Full Name of Proxy in capital letters Number of shares Percentage (%)
NRIC Number
Email address/ tel no
or failing him/her the Chairman of the Meeting as my/our proxy to attend and vote for me/us on my/our behalf at the Twenty-First (21st) Annual General Meeting
(“AGM”) of MEDIA PRIMA BERHAD (“the Company”) to be held on a fully virtual basis through live streaming and Remote Participation and Electronic Voting (“RPEV
facilities”) which are available at https://meeting.boardroomlimited.my (Domain Registration No. with MYNIC - D6A357657) on Friday, 27 May 2022 at 9.30 a.m. and at any
adjournment thereof, on the following resolutions referred to in the Notice of 21st AGM. My/our proxy is to vote as indicated below :-
Resolution No RESOLUTIONS FOR AGAINST

Resolution 1 To re-elect Datuk Seri (Dr) Syed Hussian bin Syed Junid as Director of the Company.
Resolution 2 To re-elect Datin Azalina Binti Adham as Director of the Company.
Resolution 3 To approve the payment of Directors’ fees of RM337,520.55 for the financial year ended 31 December 2021.
To approve the payment of Directors’ benefits of up to RM1,400,000.00 for the period from 28 May 2022 until
Resolution 4 the next AGM of the Company.
To re-appoint Messrs PricewaterhouseCoopers PLT as Auditors of the Company and to authorise the Directors
Resolution 5 to determine their remuneration.
Resolution 6 To approve the proposed Authority to Allot and Issue Shares.
To approve the Proposed Renewal of Existing Shareholders’ Mandate and Proposed New Shareholders’
Resolution 7 Mandate for Recurrent Related Party Transactions of a Revenue or Trading Nature.
Please indicate with an “X” in the appropriate space how you wish your vote to be cast. If you do not indicate how you wish your proxy to vote on any resolution, the proxy
shall vote as he thinks fit, or at his discretion, abstain from voting.
Dated this …................ day of …………………………... 2022 ______________________________________

Signature of Member / Common Seal
Notes :
1. The 21st AGM of the Company will be conducted on a fully virtual basis via Remote Participation and Electronic Voting facilities (collectively referred hereinafter as “RPEV” or “Virtual AGM”).
2. An online meeting platform can be recognised as the meeting venue or place under Section 327(2) of the Companies Act 2016 provided that the online platform is located in Malaysia. With the RPEV facilities,
this will facilitate and enable all shareholders to participate fully in the proceedings by audio and/or video capabilities without the need to be physically present at the Meeting venue, which is advantageous
given the current circumstances relating to Covid-19 and best health practices.
3. Only members whose names appear in the Record of Depositors on 20 May 2022 (“General Meeting Record of Depositors”) shall be entitled to participate in the 21st AGM.
4. A member of the Company who is entitled to attend and vote at this meeting is entitled to appoint not more than two (2) proxies to attend and vote in his stead. A proxy may but need not be a member of the
Company. There shall be no restriction as to the qualification of the proxy.
5. Where a member appoints two (2) proxies, the appointment shall be invalid unless the proportion of the shareholdings to be represented by each proxy is specified.
6. Where a member of the company is an exempt authorised nominee which holds ordinary shares in the Company for multiple beneficial owners in one securities account (“omnibus account”), there is no limit
to the number of proxies which the exempt authorised nominee may appoint in respect of each omnibus account it holds.
7. The instrument appointing a proxy shall be in writing under the hand of the appointer or of his attorney duly appointed under a power of attorney. In the case of a corporation, it shall be executed under its
Common Seal or signed by its attorney duly authorised in writing or by an officer on behalf of the corporation.
8. Duly completed Proxy Form must be deposited at Boardroom Share Registrars Sdn Bhd office at Ground Floor or 11th Floor, Menara Symphony, No. 5 Jalan Prof. Khoo Kay Kim, Seksyen 13, 46200 Petaling
Jaya, Selangor Darul Ehsan, Malaysia not less than 48 hours before the time set for holding the meeting or any adjournment thereof. Alternatively, the form of proxy can be deposited electronically
through Boardroom Smart Investor Online Portal at https://investor.boardroomlimited.com/ before the proxy form lodgement cut-off time as mentioned above. Please follow the procedures provided in the
Administrative Details for the 21st AGM in order to register, participate and vote.
Personal Data Privacy Notice :

By submitting an instrument appointing a proxy(ies) and/or representative(s), the Member accepts and agrees to the personal data privacy terms set out in the Notice of 21st AGM dated 29 April 2022
Please fold here to seal
STAMP
Media Prima Berhad

Registration No : 200001030368 (532975 A)
c/o The Registrar

Boardroom Share Registrars Sdn Bhd
Registration No. 199601006647 (378993-D)
11th Floor, Menara Symphony,
No. 5 Jalan Prof. Khoo Kay Kim, Seksyen 13,
46200 Petaling Jaya,
Selangor Darul Ehsan
Please fold here to seal

MEDIA PRIMA BERHAD
20001030368(532975-A)
www.mediaprima.com.my Balai Berita,

Anjung Riong
31, Jalan Riong, Bangsar, 59100,
Kuala Lumpur, Malaysia

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Inside this

74 Corporate Governance 107 Directors’ Responsibility 225 Statistics of AGM Information

Malaysians identify create value for all.

2 Media Prima Berhad

Junisa Binti Jaafar

Azlan Abdul Aziz

Jessica Tan Say Choon

Nor Arzlin Binti Redzwan

Sere Mohammad Bin Mohd Kasim

Shahidir Bin Hasbullah

television, print, Media Prima.

home advertising, more than 15 million people each month.

Visit www.mediaprima.com.my or Twitter @mpbtalk | Facebook @mediaprimabhd |

4 Media Prima Berhad

100% 100% tonton

Times 98% 100% MOBILE

Press The New Straits Print Towers Sdn Bhd

Annual Report 2021 5

Group Managing Director

Group Finance TV NETWORKS & WOWSHOP Media Prima Audio

Group Corporate GROUP IT Group Corp Admin

6 Media Prima Berhad

Risk Management Committee

Group Corporate Governance,

NSTP REV Media Group BIG TREE OMNIA

Group HR Group Secretarial Group Legal &

Annual Report 2021 7

We Are  Shirley Chew

I manage the funds under

 Keshrinder Singh Kuldip Singh

8 Media Prima Berhad

I have been with Media Prima

 Anis Zuhaili Rozilah  Sasha Bashir

I am responsible for maintaining

2021 was a very

10 Media Prima Berhad

101.7 points. The last time the CSI broke

Likewise, businesses have also begun

This upswing in confidence from both

Annual Report 2021 11

and Governance) Investors. We believe

The IMF projects the global economy

12 Media Prima Berhad

We have taken meaningful steps to

We will also ramp up our sales operations

The National Tech Association of Malaysia

Annual Report 2021 13

aim for further growth with WOWSHOP

We will continue to focus on doing what we

Tribute and thanks

I would like to express our appreciation

I would like to extend my utmost

14 Media Prima Berhad

February JUNE OCTOBER

17 February 1 June 1 October

Annual Report 2021 15

My job is to provide the best service and ensure

 Jemsul bin Othman  Wong Loke Tung

I profile the offerings of

I am fortunate to have Media Prima and the news team.

We Are Shirley Chew

Keshrinder Singh Kuldip Singh

Anis Zuhaili Rozilah Sasha Bashir

Jemsul bin Othman Wong Loke Tung

Sylvia Singaraim My roles are in Business