TELEKOM MALAYSIA 28/07/2025 1
DISCLAIMER PAGE This e-handbook is prepared as part of DCE3100 course requirements. The content in this handbook is created using open-source information that is publicly accessible via the search engine or permission has been obtained by the respective company to use the information released to create this handbook. Please note that this is not an official document. This handbook is created for the purpose of class assignment. By no means the creators of this handbook intend to use or publish this as an official document of claiming affiliation with the respective company. Course information DCE3100 Computer Applications in Human Resources Development (HRD) Sem 2 (2023-2024) Faculty of Educational Studies, University Putra Malaysia This project is guided and supervised by Dr. NorDahlia Binti Umar Baki. 2
Designer team Muhammad Aniq Farhan bin Suhaimi 223411 Aidil Hazami Bin Ab Wahab 225744 Muhammad Afnan Bin Fauzi 225945 Muhammad Amirul Hafizi Bin Mohd Sulong 225256 Muhammad Irfan Hakimi bin Mohd Yusri 224755 3
TABLE OF CONTENTS 02 Introduction Organization chart Material matters Market trends Capitals Strategy Tm product 03 Sustainability Risk CSR ABOUT US OUR SUSTAINABILITY JOURNEY 24 25 31 5 7 8 9 10 11 12 01 Training & Development Diversity, Equity & Inclusion Salary Administration Fair employment Benefits of Fair Employment Health & Safety Health & Safety Governance THE CONTRACT EMPLOYMENT 13 16 19 20 21 22 23
As Malaysia’s national telecommunications provider, TM is a trusted institution committed to enable Digital Malaysia and life made easier for a better Malaysia. TM is committed to providing the best customer experience with innovative and reliable solutions to meet our customers’ needs. As a responsible nation-builder and corporate citizen, TM will continue to serve the nation and enable Malaysia’s digital and socio economic aspirations through our connectivity, solid network infrastructure and solutions. TM will establish the ecosystem for a digital society, digital businesses and digital government via our unparalleled connectivity and world class infrastructure as well as through our key corporate responsibility initiatives: education, environment and community. TM GENERAL BUSINESS PRINCIPLE 5
OUR VISION To make life and busOineUssReaVsiIeSr,I fOorNa better Malaysia OUR MISSION We deliver Life Made Easier: • To customers, through converged lifestyle communication experiences • To businesses, by collaborating with and supporting them with integrated solutions • To the nation, by supporting socio-economic development through education, innovation & social initiatives OUR BRAND PROMISE & TAGLINE Life Made Easier OUR GUIDING VALUES KRISTAL • Total Commitment to Customers • Uncompromising Integrity • Respect and Care ORGANISING PRINCIPLE TELEKOM MALAYSIA BERHAD 6
ORGANISATION CHART TELEKOM MALAYSIA BERHAD 7
MATERIAL MATTERS Our strategic decisions focus on Economic, Environmental, Social, and Governance (EESG) factors that impact sustainable value creation. These factors influence stakeholder decisions and our long-term growth. By addressing these key issues, we create inclusive, integrated, and sustainable value for our stakeholders. We identify these important issues through a materiality determination process, which we last conducted in 2022. TM carries out this process every three years to keep our focus relevant and timely. M2 Customer Experience M3 Network Stability & Quality M4 Affordability & Inclusivity M5 Community Development M6 Environmental Quality Innovation & M Technology 1 M8 Fair Employment M9 Health & Safety M10 Learning & Development M11 Sustainable Supply Chain M12 Responsible Communication M7 Carbon Emissions TELEKOM MALAYSIA BERHAD 8
Sustainable Factor Policy & Regulatory Developments Changing Customer Expectations Changing Landscape & Competition Growing market for digital solutions that address sustainability priorities of customers MARKET TRENDS KEY MARKET TRENDS HOW DID IT IMPACT OUR APPROACH Regulators are shifting their focus from broadband coverage to affordability Escalating costs influencing demand for essential services Convergence and blurring of industries with new entrants in the market Established a holistic framework to enable sustainable growth amongst our customers and the community, while ensuring business resilience across our value chain Maintained dedicated support for Government policies, including the fiberisation plan (JENDELA), nationwide 5G rollout and the launch of Pakej RAHMAH for Unifi fixed broadband and Mobile Offered cost-effective broadband bundles including streaming services Refocused from selling products to developing platform ecosystems TELEKOM MALAYSIA BERHAD 9
1 2 CompanyName TELEKOM MALAYSIA BERHAD Stock Name Telekom Date Announced 2 JANUARY 2022 Category General Announcement Reference No TM-020102-43441 Capitals Telekom Malaysia Berhad has several subsidiaries with varying capital structures. Here are some of the key capital-related details: Purpose of Acquisition The companies were acquired as specific purpose vehicles for the establishment of independent subsidiaries for TM ServiceCo and TM Multimedia, being the Strategic Business Units of TM, in line with TM's corporate restructuring plan that was announced to the Exchange on 19 January 2001. Acquisition of the said companies is expected to enhance focus on the management of TM's core business and support services. The said acquisition is not expected to have any immediate or material impact on the consolidated earnings of TM for the financial year ending 31 December 2001 and the consolidated net tangible assets per share of TM. 1.TM Facilities Sdn Bhd : Authorised share capital: RM100,000.00 Paid-up capital: RM2.00 (divided into 2 ordinary shares of RM1.00 each). 2.TM Net Sdn Bhd: Authorised share capital: RM100,000.00 Paid-up capital: RM2.00 (divided into 2 ordinary shares of RM1.00 each). 3.Average Invested Capital: For the first quarter ended March 31, 2007: RM5,472.7 million. 4.Weighted Average Cost of Capital (WACC): For the first quarter ended March 31, 2007: 8.34%. Financial Impact Announcement info 10
Realigning our strategy : Going Digital for Life/Business Made Easier 7 Guiding Principles and 4 Key Programmes to crate value through digitalization 1.Customer Experience 2.Process Optimisation 3.Analytic and Omni-Channel 4.New adjacent/digital oppurtunities Wave 1 : Customer Journey Improvement 11
TELEKOM MALAYSIA PRODUCT SMARTER LIVING SMARTER BUSINESS SMARTER CITIES SMARTER COMMUNITIE 12 SMARTER NATION
Target : 4.25 (85%) Achievement: 4.58 (92%) E1: Participants’ Satisfaction Index towards the training: E2: Participants’ Learning (knowledge & skills acquisition) achievement: Target : 85% Achievement: 91% E3: Participants’ Behavioural (learning transfer) at the workplace after the training: E4: Training Outcome/Impact on our business: Target : 20% Achievement: 26% Sales Revenue from training programmes – RM907.11 million and training cost avoidance RM5.45 million TELEKOM MALAYSIA BERHAD WHAT IS OUR APPROACH TM’s Learning & Development (L&D) adopts a holistic approach to talent development. Our focus is to reshape the workforce to become a stronger execution engine, embrace a more agile work environment and drive a high-performance culture with future-ready skills. Our training programmes are mapped to our value creation strategy and priorities, therefore ensuring they are equipped to help TM transform into a human-centred TechCo in realising our Digital Malaysia aspiration We deliver impactful employee training through our Value Programme Right Skilling (VPRS) programmes, which leverage our internal expertise from Multimedia University (MMU) and TM R&D and through collaborations with our strategic partners. The effectiveness of VPRS is evaluated according to the Kirkpatrick Training Model, covering: 13
TELEKOM MALAYSIA BERHAD HOW WE CREATED VALUE IN 2022 1 VPRS TRAINING & DEVELOPMENT PROGRAMMES 2022 The progress is shared with the Transformation Office and CHCO bi-weekly and the Transformation Office Steering Committee (TOSC) every month, ensuring strong leadership and governance over employee training and development. We help our employees develop their careers by using the Individual Development Plan (IDP), which helps them identify their strengths and areas for improvement. This enables them to improve their job performance and achieve both short- and long-term career goals. We also offer more job opportunities through improved job rotation policies and ongoing vacancies. We regularly review and assess employee performance, with 99.9% of our employees receiving a performance review in 2022. Establish clear performance evaluation criteria We have a performance management system in place that encompass performance-related activities. Communicate openly and transparently about performance expectations: We deliver continuous and real-time feedback from various stakeholders, including supervisors, their peers and customers. Foster a culture of fairness and respect We demonstrate our commitment to treating all employees fairly and with dignity by promoting diversity and inclusivity, implementing antiharassment policies and creating opportunities for open communication and feedback. Implement objective methods in making decisions We review employees’ track records and performance when deciding promotions, bonuses and salary increments. Feedback from various parties is solicited to ensure a holistic point of view when making these decisions. Upskilling and Reskilling Our Employees For 2022, TM continued its VPRS programmes to drive long-term value creation. The programmes covered key areas such as Leadership, Future Skills, Current Business Skills, Upskilling and Culture/Mindset programmes. We also launched a new elearning platform (LinkedIn Learning) to offer flexible training opportunities to our employees. Overall, we conducted a total of 959 training sessions for employees during the reporting year. 14
TELEKOM MALAYSIA BERHAD 2 Overall Performance in Training & Development We track and measure our contributions to employee development through various value creation indicators. This enables us to assess our annual progress and performance and identify areas of improvement. 15
Diversity, Equity & Inclusion HOW WE CREATED VALUE IN 2022 1 100% 2022 100% 2022 98% 2022 98% 2022 TM embraces equal opportunity with no preference for or discrimination against gender, race or physical capability of our employees. All employees have an equal right to speak, give opinions, rights to be heard through a various provided channel within the company. They are also provided equal opportunity for career advancement and promotions based on their merits and qualifications. We also offer parental benefits to our employees in support of their family commitments. This includes offering parental leave to new mothers and fathers so that they can meet the needs of their newborns. By giving them this space, they will come back to work feelingmore fulfilled, with 100% of employees returning to work after their parental leave ended in 2022. The rate of employees who returned to work after parental leave Retention rates of employees who took parental leave 2021: 100% 2020: 100% 2021: 100% 2020: 100% 2021: 99.7% 2020: 96% 2021: 99.8% 2020: 97% TELEKOM MALAYSIA BERHAD 16
2 We also ensure that the diversity of our workforce represents the diversity of our country. Our employees lead to an innovative and creative work environment, as they bring a range of experiences, backgrounds and ideas into the workplace. Protecting Worker’s Rights TM supports the need for unions in protecting the rights of workers. Collective agreements help establish strong bonds with our employees, contributing a more harmonious working relationship. Our employees have the freedom of association through unions. This allows them to take collective action according to their best interest. There are four (4) unions that have been recognised by TM: • National Union of Telecommunication Employees Peninsular Malaysia (NUTE) • Union of Telecoms Employees Sarawak (UTES) • Sabah Union of Telecom Employees (SUTE) • Sabah Union of Telecommunication Employees (SUTEN) TELEKOM MALAYSIA BERHAD 17
3 Our employees deserve to feel appreciated for their work. With this in mind, we offer our full-time employees a range of benefits and compensation that reward them for their dedication and performance. These benefits also provide support to an employee’s family, health and financial future. Ensuring Fair Compensation & Benefits COMPENSATION & BENEFITS Annual Increments & Bonus Compassionate Leave i.e. marriage, bereavement Insurance Coverage i.e. Group Term Life (GTL), Group Personal Accident (GPA) Long-Term Incentive Plan (LTIP) Internet Connectivity i.e. broadband claim, Unifi staff package, 5G subsidisation Hybrid Working Arrangement i.e. two (2) days work from anywhere. Flexible working arrangements based on request. Medical benefits Awards & Recognitions i.e. GCEO Merit Award, #IniCaraKita Award TELEKOM MALAYSIA BERHAD 18
Salary Administration 19
1 100% employees reached Fair employement Additionally, financial rewards include salary adjustments and increments based on individual performance, ensuring compensation reflects personal contributions. Bonuses are also awarded, dependent on both the company’s financial performance and individual employee’s achievements. Fostering a Safe & Respectful Workplace We ensure zero discrimination and harassment in the workplace, adhering strictly to our policies for managing misconduct. Offenders are disciplined following due process. We offer reporting channels for both employees and external parties through our whistleblower process. Reports can be made via TM’s Ethics Line (email and toll-free line) or directly to GHCM to protect confidentiality and ensure safety. We also provide extensive anti-harassment training through modules on TM Learn and LinkedIn Learning for executives, focusing on preventing workplace bullying and harassment How we created value in 2023 Engagement & well being Engagement and well-being form the foundation of a vibrant, productive workplace. At TM, we maintain meaningful dialogue and engagement programmes so our employees feel valued, supported and heard. Our engagement efforts are evident in our steady OHI scores. Although there was a minor dip in 2023, it underscores the impact of various changes and leadership dynamics on employee engagement. Our commitment to bolstering organisational health and employee engagement remains strong, with strategic initiatives poised to further elevate our OHI scores in the coming years. What we did Impact/Achievement 35% employees reached through the platform as at February 2024, targeting 75% activation rate by end 2024 Townhall & Leadership Engagement Sessions Hosted quarterly townhall sessions for transparent communication and direct engagement with leadership Comprehensive Well-being Programmes – Wellbeing360 Launched a digital wellness app BookDoc and implemented various well-being programmes, focusing on financial, environmental, physical and mental well-being 20
Fair employement Deployed Capitals: Stakeholders Affected: sustainability impact: WHAT OUR STAKEHOLDERS EXPECT Robust safety governance Safety culture & competency Safe work environment What is our approach We are committed to creating a workplace that fosters growth and fulfillment. Through a holistic approach encompassing fair policies, competitive benefits, development opportunities, a culture of respect and care, FWA and a clear sense of purpose, we ensure all team members feel engaged and empowered. Policies & Guidelines We uphold fair employment through a strong policy framework, ensuring high standards across the organisation. Through our Human Resource (HR) policies which aligns with our strategic goals, we guarantee fair and equitable treatment for all employees. All employees are able to access our HR policies via our internal portal or through direct contact with the Group Human Capital Management (GHCM) division, facilitating easy access and support. Competitive Benefits Our employee benefits are designed to support the diverse needs of our workforce, ensuring that every member feels valued and supported, both in their professional and personal lives. BENEFIT WHAT IT COVERS Wellness & Medical Paid annual leave, health screening, FWA, sick leave, mental health support (Life coach, counsellors, etc. ) and on-demand wellness application for easy health management Financial Assistance Insurance Other Benefits Housing loan, vehicle loan, computer loan Group Term Life, Group Personal Accident Staff packaage, club membership, car benefits (petrol allowance, etc) 21
Health & safety Deployed Capitals: Stakeholders Affected: sustainability impact: WHAT OUR STAKEHOLDERS EXPECT Robust safety governance Safety culture & competency Safe work environment What is our approach Ensuring the health and safety of our workforce is fundamental to our operations. Our strategy is rooted in TM’s Occupational Safety, Health and Environment (OSHE) Policy. We are committed to creating a secure work environment through collaboration with internal and external stakeholders. We also strive to make health and safety part of our everyday work. In 2023, our TM OSHE Risk Rating was assessed as Moderate, with the incident likelihood being over 20% lower than the National Incident Rate, indicating our proactive and effective measures in risk reduction and safety enhancement. OSHE ROADMAP The TM OSHE Roadmap approved in 2023, outlines our journey towards improving the work environment for all employees and stakeholders by 2026 OSHE LEADERSHIP & COMMITMENT COMPASS OSHE OPERATIONAL EXCELLENCE OSHE CORE VALUE Accentuates OSHE mission and vision as the company’s Core Value OSHE LEADER COMMUNICATION Leaders provide consistent, personalised messaging about the importance of safety and health OSHE PERSONNEL COMOETENCY Raise OSHE personnel professionalism and competences OSHE MANAGEMENT SYSTEM Remodel implementation of the OSH Management system framework and scope of certification 22
Health & safety Health & Safety Governance The governance of our health and safety initiatives is structured across multiple tiers, ensuring effective oversight and implementations: The TM OSHE Steering Committee provides startegic guidance and policy oversight whereas, our Management Committee (MC) provides strategic guidance on accidents involving fatalitiesnand actions involving legal issues TIER 1 TIER 2 OSHE Committees within specific Business Units and Subsidiaries create customised safety measures TIER 3 At the local level, OSHE Committee in Regions, States and TM facilities, along with Building $ Premise OSHE Committee (BPOCs), guarantee the implementation and compliance with safety standards at TM buildings and premises. HOW WE CREATED VALUE IN 2023 Strategic OSH Enhancements In 2023, we focused on strategic enhancements to improve workplace safety, risk minimisation and compliance with safety standards through several key initiatives Key Enhancements in 2023: Initiative What We Did KPIs for OSHE OSHE Committee & Strcuture Enhancements OSH Coordinators TM OSHE Portal Introduced and implemented OSHE KPIs across ceitical LoBs, including Group Network and Technology, Support Business division and TM One, enabling precise OSH performance monitoring a culture of safety improvement Established the Network State OSHE Committee and Regional Facilities Management OSHE Comittee to enhance OSH governance, enhancing strategic oversight and coordination of safety initiatives Appointed dedicated OSH Coordinators for State Network and Regional FM to address and manage OSH issues, thus strengtening adherence to safety protocols. Established interactive OSHE portal as a one reference to TM employees. 23
SUSTAINABILITY What Happended in 2023 The telco industry faced heightened focus on responsible business practices and its sustainability credentials. These mainly centred around managing risks related to cyber security and data privacy, supply chain, as well as ensuring the accessibility and inclusivity of communications services In light of rising energy tariffs locally, as well as the renewed global momentum post 28th United Nations Climate Change Conference (COP28) to limit the average global temperature increase to 1.5 degrees above pre-industrial levels, the telco industry continued to expedite efforts to address its carbon footprint, primarily emissions arising from network and data centres Telcos, including TM, adopted broad initiatives to increase social, economic and environmental efficiency of its business and network operations. This includes ensuring that its supply chains are resilient and sustainable. How did it Impact TM Rising demand for sustainable practices and resilient networks and operations Rising demand for solutions that address sustainability goals amongst customers and business partners How did We Respond Released the first TCFD report, two (2) years ahead of the 2025 requirement by Bursa Malaysia Increased renewable energy usage in data centres and nodes, accounting for over 11% of total energy consumption in 2023 Expanded our Sustainability Framework to explore emerging business opportunities in the sustainability market Reduced our carbon emissions by 22% compared to our 2019 baseline and reported boundaries Emphasis on driving energy efficiency and reducing carbon intensity within the network and data centre operations, as well as across supply chains Increased renewable energy usage in data centres and nodes, accounting for over 11% of total energy consumption in 2023 Enhance innovation and services that incorporate digitalisation and technology into solutions for sustainability Continuous focus on building a future-ready workforce through learning and development, health and wellbeing including mental health and ethical labour practices Strengthen governance in response to market changes and expanded partner ecosystems, with more telcos likely to seek third-party ESG ratings and industry certifications OUTLOOK 24
Enterprise Risk Management (ERM) External Factor that may pose as potential risks to TM’s business and operations: Internal Factor What We Did Evolving Nature of Cyber Threats IT & Digital Resiliency Skill & Talent Dynamics TM proactively addresses dynamic cyber threats through a robust Cyber Security Strategy and Technology Framework TM maintains effective security controls to safeguard the business ecosystem from cyber attacks Exposure to Mission Critical Business Critical (MCBC) system obsolescence Addressing vulnerabilities necessitates a phased Application Transformation and Modernization plan from 2023 to 2026 TM commits to transforming talent capabilities by embracing the Agile Way of Working and fostering digital skill development among Warga TM Strategic initiatives are undertaken to bridge talent gaps and ensure alignment with future business needs Internal Factor What We Did Economic Uncertainties Climate Change Economic uncertainties originating from the global conflicts contribute to a volatile risk environment and may have significant bearings towards economic and supply chain that led to escalation of technology cost Anticipated increase in the cost of living prompt a comprehensive reassessment of spending priorities for households, businesses and Government Strategic initiatives are in place to enhance climate change resilience and sustainability Focus areas include reducing carbon emissions, adopting ecofriendly practices and aligning with global efforts for a greener, more sustainable future Increasing Competition & Evolving Customer Needs TM sets itself apart by enhancing customer experience through strategic digitalization efforts Continuous enhancements to network and services to provide high quality services, tailored products, expanding market share and meeting the nation’s connectivity and inclusiveness requirements 25
Strategic Risk WHAT IT MEANS Challenges arising from internal and external factors, impacting the Group’s strategic objectives and long-term vision as defined by leadership. WHAT IT MEANS Delays in market entry strategies Erosion of revenue, market share and investor confidence Threats to sustainable growth IMPACT ON CAPITALS Financial Capital: Internal and external factors threaten strong returns and affect financial resources Social & Relationship Capital: Strategic plan challenges may hinder our nation building agenda and weaken stakeholder trust MITIGATION STRATEGIES Actively engage with the customers to align with the business requirement Enhance market intelligence and Go-to-Market strategy Venture into new growth areas such as cloud, smart solutions and digital services, as well as Enhance customer experience Effectively manage negative mainstream and social media sentiment TACTICAL OPPORTUNITIES Enhance regulator engagement and relationships Innovate products and services in new growth areas that are tailored to customer needs Explore untapped market through products and services innovation in new growth areas Advocate our strategic role in supporting the national agenda to maintain a strong reputation and boost credibility Strengthen partnerships and collaborations ACHIEVEMENTS Increased 63.6% Growth in Profit After Tax and Minority Interest (PATAMI) Net Promoter Score is 46 Achieved 95.4% Unifi Mobile network reach (2022: 80%) 26
WHAT IT MEANS Risks that involve day-to-day activities in TM, focusing on threats that could hinder our ability to serve customers and fulfil stakeholder obligations. WHAT IT MEANS Supply shortages impacting customer installations Unfavourable NPS scores Overruns in project timelines and costs Potential penalties and legal consequences IMPACT ON CAPITALS Financial Capital: Operational disruptions can result in significant financial losses Social & Relationship Capital: Service and operational disruptions may erode customers’ and stakeholders’ trust MITIGATION STRATEGIES Enhance supply chain resiliency through proactive supplier engagement Improve service installation and restoration plans, launch competitive product campaigns and transform retail experience and customer service culture Monitor closely commercial and strategic project through effective project governance Ensure compliance with various regulations, standards and frameworks through divisional self-declaration activities as well as communication and awareness TACTICAL OPPORTUNITIES Continuous improvement for end-to-end material supply management Strengthen operational processes for enhanced service, infrastructure delivery and restoration • Maintain and elevate customer experience, corporate reputation and stature Achieve early revenue realisation through timely project delivery Promote self-regulated compliance at divisional level ACHIEVEMENTS 98% of new fixed service subscriptions installed within four (4) days Maintained 90% compliance with Acts & Regulations 88% rate of first-time-right resolutions OPERATIONAL RISK 27
WHAT IT MEANS Financial risks that directly impact TM’s financial stability, including aspects like cash flow, debt management and overall fiscal health. WHAT IT MEANS Increase of interest rate Escalation in bad debts and collection challenges Credit rating downgrade Elevated operational and capital expenditures (Opex/Capex) Revenue shortfall Profitability deficits Forex-related additional costs IMPACT ON CAPITALS Financial Capital: Operational disruptions can result in significant financial losses MITIGATION STRATEGIES Manage capital and investment cost Continuously monitor customer credit rating and collection Operational cost management including price negotiation with vendor and suppliers Solid financials and ability to fulfil our financial commitments Enhance revenue assurance processes Implement dynamic sales campaigns TACTICAL OPPORTUNITIES Improve Accounts Receivable days through robust credit control Leverage economies of scale for competitive pricing Enhance revenue streams Restrict Forex-related expenses ACHIEVEMENTS Increase in cash and cash equivalent by 15.1% Group Account Receivable (AR) days at 42 RAM Rating Services: AAA FINANCIAL RISK 28
ACHIEVEMENTS Zero (0) data loss 90% of Unifi customers’ service faults are restored within 24 hours 95% fault-free installations WHAT IT MEANS These risks involve potential failures or disruptions in network infrastructure, information systems, or processes, including external attacks or disruptions. WHAT IT MEANS Evolving cyber threats and risks of data leakages Challenges and complexities in adopting new technologies Business operation and service disruptions that can negatively impact customer experience Missed revenue opportunities due to system inefficiencies IMPACT ON CAPITALS Financial Capital: Operational disruptions can result in significant financial losses Social & Relationship Capital: Eroded stakeholder and customer trust due to service disruptions and cyber security issues MITIGATION STRATEGIES Managing cyber security via the Cyber Security Strategic Programme including enhancing endpoint control and access authentication, liability management, cyber security baseline, compliance certification and awareness among Warga TM Fortifying our collaboration with industry and commercial partners to gain insights into new technologies Regularly test and review Business Continuity and Disaster Recovery plans TACTICAL OPPORTUNITIES Enhance resilience against technology and cyber threat disruptions Strengthen security policy, requirements and controls across the organisation Enhance the robustness of network, systems and operations through technology transformation and modernisation Technology/System Risk 29
WHAT IT MEANS Sustainability risks associated with sustainable growth for customers and community while at the same time ensuring business resilience within TM and its value chain. WHAT IT MEANS Reputational damage from unethical conduct leading to negative impact on ESG rating Operational disruptions and worker safety concerns due to natural disasters Challenges in workforce productivity and retention Dependency on a skilled workforce and challenges with new technology adoption and an ageing workforce IMPACT ON CAPITALS Financial Capital: Operational disruptions can result in significant financial losses Social & Relationship Capital: Loss of stakeholder trust due to ethical, environmental and social breaches MITIGATION STRATEGIES Establish transparent communication through public disclosure on TM’s Sustainability Vision Commitment Strengthen the ABMS and implement the OACP Implement and regularly test TM’s BCM and Disaster Recovery Plan (DRP) Foster a positive workplace through employee engagement, culture enhancement, competitive benefits and career growth opportunities TACTICAL OPPORTUNITIES Enhance our corporate reputation and stature by improving our ESG rating as well as establish a comprehensive TM’s Sustainability Framework and Roadmap to better align with evolving market, regulatory and business needs Support global and national climate commitments Enhance TM’s visibility in the ESG space and among sustainability stakeholders ACHIEVEMENTS Reduced carbon emissions by 22% compared to our 2019 baseline 32.7% reduction in overall accident cases in TM 100% completion of TCFD SUSTAINABILITY RISK 30
CSR Tree-Planting Campaign at Cyberjaya Campus INCUBATOR PROGRAMME TO PRESERVE MARINE ECOSYSTEM EQUIPS HIGHER RISK COMMUNITIES WITH DISASTER PREPAREDNESS The Corals Malaysia Incubator programme is a Corporate Responsibility initiative by Telekom Malaysia Berhad (TM) in collaboration with the Terengganu State Government, Department of Fisheries (DoF), and Yayasan Coral Malaysia (YCM). The programme aims to increase awareness of marine conservation, benefit the local fishermen community with higher incomes, and enhance local entrepreneurship and the aqua tourism industry. Over 1,200 corals have been propagated by more than 300 volunteers Stress the importance of connecting communities with local government agencies such as BOMBA, PDRM, APM, and JPS for improved disaster response. Describe the hands-on sessions for developing localized Emergency Response Plans, including water safety and practical swimming. Affirm YTM’s commitment to continuously support the community for better disaster preparedness and response through leadership and self-empowerment. MMU and Telekom Malaysia (TM) conducted a treeplanting event at the Cyberjaya campus as part of the 100 Million Trees Campaign. The initiative focuses on restoring forest connectivity as a nature-based solution to combat climate change. The event serves as an educational opportunity for students and staff to learn about and engage in environmental conservation efforts. 31