The year under review marked an important phase in the Group's journey—one defined not only by operational resilience but by our commitment to reposition Dayang for long term, sustainable value creation. While the global and domestic oil and gas services landscape continued to evolve, the Group remained steadfast in strengthening its strategic foundations, enhancing operational capabilities and preparing for emerging industry shifts.

For FY2025, the Group recorded revenue of RM938.07 million, compared with RM1.47 billion in 2024. The contraction in topline performance was driven by a lower number of contracts, lower vessel utilisation and softer charter rates. Vessel utilisation stood at 56%, compared with 65% in 2024. These outcomes reflect a cyclical moderation rather than a structural decline and they reinforce the importance of the long term transformation initiatives we have undertaken.

Despite these headwinds, our operational discipline and financial stewardship enabled the Board to declare a 1st tax exempt interim dividend in respect of financial year ended 31 December 2025 of 7 sen per share, amounting to RM81.04 million, paid in September 2025. In addition, a 2nd tax exempt interim dividend of 7 sen per share, totalling RM81.04 million, will be distributed in March 2026, underscoring our confidence in the Group's underlying fundamentals. Looking ahead, we envision Dayang not merely as a service provider, but as a strategic partner powering Malaysia's long term energy agenda. Our focus is centred on three key horizons:

1. Strengthening Core Competencies We will intensify efforts to enhance operational efficiency, strengthen cost competitiveness and ensure uncompromising safety performance. These remain the pillars upon which our long-term resilience is built.
2. Advancing Operational Excellence Through Technology The industry is entering a new era defined by digital enablement, data driven maintenance and more intelligent asset deployment. The Group is exploring strategic investments in digital tools, analytics and fleet optimisation technologies to unlock productivity gains and reduce operating costs.
3. Building a Future Ready Organisation Our long term success will be shaped by our people. We are committed to strengthening capabilities, developing future ready talent, and cultivating a culture built on innovation, accountability and shared purpose. As the sector evolves, human capital will be our greatest competitive advantage.

We remain deeply focused on capital preservation, cashflow optimisation and prudent balance sheet management. These priorities ensure that Dayang remains agile and well positioned to seize strategic opportunities—whether through fleet enhancement, operational streamlining or targeted growth initiatives that reinforce our long term competitiveness.

In addition, the Board remains committed to upholding strong corporate governance and responsible business practices across the Group. As sustainability reporting expectations continue to evolve, the Group has been progressively strengthening its internal processes and governance structures to support greater transparency in sustainability-related disclosures, including climaterelated considerations.

The challenges of FY2025 were real, but they also clarified what matters most: disciplined execution, strategic foresight and the courage to adapt. With the unwavering support of our Board, management and employees, we are building a stronger, more future ready Dayang—one that can navigate market cycles and create enduring value for shareholders.

I express my deepest appreciation to all members of the

Board, our leadership team and our dedicated workforce for their continued commitment and resilience. With this solid foundation, I am confident that the Group will continue to advance, evolve and deliver stronger results in the years ahead.

Yours sincerely,

DATUK HASMI BIN HASNAN
Executive Chairman