A Multi-Award Winning Developer & Contractor

April 1993Founded as Naim Cendera Sdn. Bhd. (NCSB) 1995Landmark development in Tudan, Miri (now known as Bandar Baru Permyjaya) July 2003Acquired by Naim Cendera Holdings Bhd for RM million Sept 2003Listed on Bursa Malaysia Main Board at Market Capitalization of RM325.0 million (RM1.30 per share) March 2009Name changed from Naim Cendera Holdings Berhad to Naim Holdings Berhad

KUCHING (402) BINTULU (406) MIRI (359) SIBU (64) KUALA LUMPUR (123) TOTAL STAFF: 1354 (01/04/15) TOTAL STAFF: 1354 (01/04/15)

CONSTRUC- TION 38% PROPERTY 16% PROPERTY INVESTMENT 5% ANY OTHER BUSINESS 6% SUPPORT SERVICES 11% CORPORATE SERVICES 1%

RIVERIA (2003)BANDAR BARU PERMYJAYA (1995) DESA ILMU (1999)

UPGRADING OF KING'S ROAD, FIJI MRT PROJECT (KLANG VALLEY) BENGOH DAM (SARAWAK) DEWAN UNDANGAN NEGERI (SARAWAK)

BAKUN-SIMILAJAU TRANSMISSION LINE, PKG A & B (SARAWAK) KUCHING FLOOD MITIGATION PROJECT, PHASE 1 (SARAWAK) SABAH OIL & GAS TERMINAL (SABAH) PETRONAS LNG TRAIN 9 PROJECT (BINTULU, SARAWAK)

Source: Kelly Services Malaysia Year

From Operating Profit (i.e. 5% - 10%) Operating Profit – Profit of the group, excluding those associates and joint ventures GROUP PERFORMANCE RESULTS% OF BONUS FUND Minimum (50%-75%)5.0% Threshold (75%)7.0% Meet (100%)9.0% Exceed (120%)9.5% High (150%)10.0%

PERFORMANCE MANAGEMENT (Final Performance Rating) PERFORMANCE MANAGEMENT (Final Performance Rating) appraisee Performance ORGANIZATION PERFORMANCE DEPARTMENT PERFORMANCE WorkCompetency Other Contributions Personal Performance KPI Framework 3 to 8 KPIs Compliance Standard Core Skill, Behavior Non Work-Related Contributions 3 to 5 Selected Department KPIs Financial, Customer Internal Process, Learning & Growth Financial, Customer Internal Process, Learning & Growth Examples Net Profit Total Cost/ Revenue Customer Loyalty Rating On Time, In Spec Delivery Employee Productivity Selected Corporate KPIs The Final Performance Rating will be used to determine the Bonus to be given Work Competency Other Contributions KPI Framework 3 to 8 KPIs Compliance Standard Core Skill, Behavior PERSONAL PERFORMANCE 60%30%10% 65%30%5%

* WORK PERFORMANCE COMPETENCY PERFORMANCE PERFORMANCE FRAMEWORK FRONT PAGE SUMMARY OTHER CONTRIBUTIONS DEVELOPMENT PLAN TRAINING PLAN

Poor Target Poor Target Meet Target Meet Target High Performance Target High Performance Target Below Target Below Target Stretch Target Stretch Target

LTI PLAN FOR NAIM HOLDINGS SENIOR MANAGEMENT ALL MANAGEMENT LEVELS PSU ALL NON-EXECUTIVE LEVELS RSU RCP  Vesting: Graded (equal vesting over 3 years)  Payout Vehicle: Cash  Duration: 3 years  Tranches: Annual  Vesting: Graded (equal vesting over 3 years)  Payout Vehicle: Shares  Duration: 3 years  Performance Condition: - NA  Tranches: Annual  Vesting: Cliff (based on performance at the end of 3 years)  Payout Vehicle: Shares  Duration: 3 years  Performance condition: ‒Earnings/PBT ‒ROE  Tranches: Annual

A Multi-Award Winning Developer & Contractor