CFSL Integrated Report 2025

LEADERSHIP

39

Introduction

Group Overview

Strategy & Performance

Insights from the Group CEO (Continued) How is Cim Finance positioning itself to sustain growth over the long term?

What are your key priorities for FY 2026? Building on this long-term roadmap, we remain committed to being a dependable partner to all our stakeholders, and developing solutions that enhance their financial wellbeing. Our priorities for FY 2026 are clear: • Expand digital financial solutions, including scaling MoPay and embedded-finance offerings, completing the deployment of the new core lending system, and continuing to expand digital channels. • Improve SME support through better tools, processes, and partnerships. • Advance our ESG and sustainability initiatives, including responsible consumption, green mobility, and SME resilience. • Launch new products that meet market needs. • Deepen our collaboration with regulators, fintech partners, and community organisations to ensure relevance and impact. Do you have any final message to stakeholders? I would like to extend my sincere appreciation to our Board for their steady guidance, which has been instrumental in shaping our progress and strengthening our long-term direction. To our teams, thank you for your dedication and resilience throughout a year of transformation. Each milestone - whether a new digital capability, a product launch, or an operational improvement - was achieved because you embraced change, chose to collaborate, and kept our purpose at the centre of your work. To our customers and partners, we are grateful for your trust. Your expectations and insights continually challenge us to do better, and ensure our solutions create real value for the people who use them. Guided by PACE, we are fostering a culture where every decision is intentional, every action uplifts others, and our purpose remains at the heart of everything we do.

As mentioned by the Chairperson in her message, this year, the Board approved a 10-year strategic plan, structured in three-year shorter-term cycles. It anchors our long-term trajectory, while maintaining the flexibility to adapt to shifts in regulation, technology, customer behaviour, and market dynamics. At its core, our strategic plan is built around three priorities: drive business growth and scale, strengthen operational excellence, and empower our workforce. (Our strategy page 49.) Our philosophy is simple: resilience comes from consistent execution and operational discipline, but no strategy can succeed without the right people to deliver it. Investing in our talent, capabilities, and culture is central to securing Cim Finance’s future. We are focusing on embedding our purpose and PACE values – Passion, Achievement, Creativity, Engagement – into everyday behaviours. From more frequent townhalls and interactive leadership workshops to team-level engagement sessions, these initiatives are bringing more coherence, energising our teams, and ensuring every employee understands how their contributions drive our shared goals. Learning and development remain a major focus. Training hours doubled compared to last year, through structured programmes combining practical experience, digital learning, and tailored career pathways. Beyond developing skills, this approach creates opportunities for people to grow, take ownership, and step confidently into new roles. Tailored assessments and profiling have helped identify strengths and potential across the business, while leadership development initiatives continue to build a strong management bench. Seeing 207 of our colleagues receive promotions and recognition for their exceptional performance is a source of genuine pride, and a testament to the dedication, hard work, and talent that make our organisation stronger every day. (Human Capital page 57)

Investing in our talent, capabilities, and culture is central to securing Cim Finance’s future. We are focusing on embedding our purpose and PACE values – Passion, Achievement, Creativity, Engagement – into everyday behaviours.