SUSTAINABILITY AND ENVIRONMENT, SOCIAL AND GOVERNANCE (ESG) REPORT OF MALAYSIAN PUBLIC LISTED COMPANIES by DPA50173: PROFESSIONAL ETHICS MDM AZREEN AZRIANA BINTI AZHAM DAT 5A C A S E S T U D Y
PBB GROUP BERHAD Page 03 TELEKOM BERHAD MALAYSIA Page 07 LOTUS KFM BERHAD Page 14 MAYBANK BANKING BERHAD Page 19 CONTENTS TABLE OF
PPB Group Berhad (“PPB”) is an investment holding and property investment company listed on the Main Market of Bursa Malaysia Securities Berhad, The Malaysian stock exchange. Incorporated in Malaysia in 1968, the PPB Group today is a conglomerate with total assets and market capitalisation of RM28.93 billion and RM24.81 billion respectively as at 31 December 2022. PPB is headquartered in Kuala Lumpur, Malaysia and have operations in China, Vietnam, Indonesia, Thailand and Singapore with about 4,900 employees in the Malaysian operations. Address: 12th Floor, UBN Tower, No.10 Jalan P Ramlee, 50250 Kuala Lumpur, Malaysia Email: [email protected] Telephone: 603 - 2726 0088 Fax (Corporate Affairs): 603 - 2726 0198 Fax (General Line): 603 - 2726 0099 PPB GROUP BERHAD Company Background
ENVIRONMENTAL The Group recognises the importance of environmental protection, climate action and biodiversity conservation for the sustainability of the business and strives to: •Comply with all applicable environmental and biodiversity related regulations; •Consider ESG practices in decision-making processes and activities; •Improve operational efficiency to minimise environmental and climate impact; •Conduct assessment for biodiversity or environmental impacts arising from our operations when required, as well as mitigate disturbance to the habitat and wildlife; •Educate and promote environmental and biodiversity awareness among stakeholders. Engineering and Utilities CWM Group provides holistic solutions, advanced technologies and professional management services in water, sewage, and drainage sectors and has a track record of more than 140 water and sewage projects with a combined contract value in excess of RM3.3 billion. Sewage Treatment Design, construct, operate and maintain centralised sewage treatment plants and sludge treatment plants for the sewage authorities. Design and construct sewage network and network pumping stations. Wafter Engineering Design, construct, operate and maintain municipal water supply facilities covering intake, pumping stations, treatment, delivery and supply network. Flood Mitigation Provide turnkey solutions for flood mitigation schemes.
SOCIAL PPB Group Berhad seek to promote diversity and inclusion. They have a zero-tolerance policy against discrimination in any form and their employees are provided with equal career opportunities regardless of race, religion or gender. Their workforce is relatively diverse, with women well represented at management level, and the diverse nature of Malaysian society reflected. EMPLOYEES’ WELL-BEING IN THEIR WORKPLACES The employees are the driving force of a strong business and that an engaged workforce delivers value to our stakeholders. We drive employee engagement through various touchpoints which include leadership by example,safe and conducive work environment, bonding opportunities, fair and consistent performance assessment, role and performance-based rewards, career development opportunities and employee welfare. TRAINING Employees in all divisions receive training in areas relevant to their function. For the food-related and manufacturing segments, extensive training is provided on hygiene, food safety and handling (including HACCP), occupational health standard enhancement and workplace safety. Practical on-the-job learning is supplemented with segment-specific training, such as chemical handling and biosecurity for the livestock farming division, and effluent treatment and food allergen awareness training for the bakery division. UPHOLDING LABOUR PRACTICES AND EMPLOYEE RIGHTS The Group is committed to treating its employees fairly, with dignity and respect, and has zero-tolerance against discrimination in any form. Employees have access to a grievance mechanism to raise concerns related to workplace practices. There were no instances of child labour, forced labour or human rights violations reported during the current period. All the employees have legal contracts and they do not employ any person below the age of 16.
The BoD is guided by the Board Charter and the principles of the Malaysian Code of Corporate Governance ("MCCG"). The Charter outlines the roles and responsibilities of the BoD.The Group practises non-discrimination and inclusivity when considering candidates for director or management positions, and selection is made based on performance, experience and merits. Group Anti-Bribery and Corruption Policy and Procedures (“ABAC P&Ps”) GOVERNANCE PPB’s corporate governance provides a structure for decision making and accountability to uphold ethical practices and promotes sustainability across all businesses. Strong corporate governance supported by various group-wide measures, procedures and policies also play a role in effective risks management, which is crucial in the face of growing concerns around climate change and social inequality. In line with the Malaysian Anti-Corruption Commission Act 2009 (“MACC”), the Group has developed comprehensive ABAC P&Ps that assert the Group’s zero-tolerance approach to all forms of bribery and corruption and lists the ABAC principles for managing bribery and corruption risks. Whistleblowing Policy and Procedures This policy provides a channel for individuals, including personnel in the Group, business associates and members of the public to report any incidents of negligence or malpractice. It is designed to offer protection to whistleblowers who disclose such concerns provided the disclosure is made in good faith and with the reasonable belief of the whistleblowers making the disclosure that it shows malpractice or impropriety. The identity of the whistleblower making the allegation may be kept confidential so long as it does not hinder or frustrate any investigation. To incorporate a culture of ethics and integrity within the workforce, the directors and employees are guided by the various policies, which include the Code of Conduct and Ethics ("the Code"). New employees are briefed on the Code and provided with relevant policies and supporting documents during the onboarding process.
Telekom Malaysia, more fondly known as TM is a government-linked company which is responsible for the development and growth of the telecommunications of the country. It is a public-listed company in Bursa Malaysia under the stock code 4863. It started out as the national telco company where it offered fixed line, radio and television broadcasting services to the entire country. With impending changes in the telecommunications industry and market demands, TM has since moved out of the conventional offerings, now becoming the largest broadband services provider of the country. On top of that, TM still provides fixed line services as well as more current offerings like network services, pay-TV and data services . TELEKOM BERHAD MALAYSIABACKGROUND OF THE COMPANY
ENVIRONMENTAL Environmental Quality While there is a lot of emphasis on the climate agenda, TM must not overlook other environmental issues like air quality, noise pollution and the availability of natural resources. Staying true to their commitment, TM are adopting a comprehensive approach to protecting the environment. TM has introduced a series of carbon emission targets that align with both national and global goals. To achieve these targets, TM is intensifying their efforts in reducing energy use, and investing in green technology. TM is also collaborating with Mega-Partners and key suppliers to exchange ideas and adopt new technologies that support a more green and circular economy. Several activities have been introduced in line with environmental protection Legal & Regulatory Requirements Chemical Control Guidelines Compliance risk identification and assessment on DOE, DOSH and Suruhanjaya Tenaga legal requirements Guideline for chemicals used by the organisation, involving or in relation to any environmental, occupational health and safety issues. TELEKOM TOWER
Carbon Emission TM is on track to achieving their targets through the adoption of renewable energy and implementing energy-reduction initiatives. The scope of our zero-carbon efforts is based on three (3) scopes: Scope 1: Direct emissions from fuel consumption This year, TM calculated the carbon emissions from fuel consumption using the IPCC Guidelines for National Greenhouse Gas Inventories, 2006. Scope 2: Indirect emissions from electricity consumption TM calculated the carbon emissions equivalent of the electricity used according to the Fourth Biennial Update Report Under the United Nations Framework Convention on Climate Change by The Ministry of Natural Resources, Environment and Climate Change Malaysia. Scope 3: Indirect emissions from other activities TM cover two (2) key dimensions for Scope 3: Air Travel - The flights taken by TM employees for business-related matters, which is calculated using the Civil Aviation Organisation (ICAO) Carbon Emissions Calculator. Waste Production - Solid waste data collected from our operations are vonverted into carbon emissions following the Intergovernmental Panel on CLimate Change (IPCC) Guidelines for National GHG Inventories, 2006.
TM is a human-centred organisation that relies on people to create value for people. The success of their journey is supported by their dedicated workforce, loyal supply chain partners and local communities. Employee engagement and well-being Culture of inclusivity, high performance and growth Group Human Capital Management (GHCM) team works to create a workforce who will not only drive TM towards success but also a workforce that is well prepared. This includes treating employees with fairness and respect and providing them with the necessary resources and support to succeed in their careers. Their approach to employees include: Fostering a positive work environment where employees feel motivated and empowered to do their best work. This involves things like open communication, opportunities for feedback and input and support for worklife balance. Compensation and benefit offered is fair and competitive. Promoting #IniCaraKita values and creating a culture where all employees feel valued and respected. FAIR EMPLOYMENT & ENGAGEMENT 02 SOCIAL
02 TM adopt a hands-on approach, mobilising both financial and non-financial resources to maximise positive impacts. TM focus on economic recovery, sustainable livelihood and welfare for marginalised communities, including women, special needs individuals, senior citizens and the B40 group. Their impact in social empowerment is driven through YTM and MMU. YTM spearheads TM Group’s corporate responsibility initiatives across environmental, social, economic and governance contexts. As a foundation, YTM aims to address pressing social issues among targeted marginalised communities in Malaysia. For the past 28 years, YTM has been shaping future leaders through its scholarship programmes. In 2021, YTM embarked on a transformation journey (YTM 2.0) to drive greater social impact for Malaysia as a whole, beyond education. Our new approach is threefold: to enlighten promising individuals with greater literacy, uplift marginalised communities and promote arts, culture and heritage through museum placemaking activities. By supporting these communities, TM promote inclusivity and shared prosperity, which contributes to Malaysia’s overall socio-economic progress. Therefore, TM need to create an ecosystem that benefits all segments of society. Social programmes also provide the employees with an added sense of ownership and fulfillment, while contributing to talent attraction and retention. COMMUNITY DEVELOPMENT
Strong governance over ethics and integrity is a fundamental tool in nation building aspirations. It ensures that TM conducts their business in a way that safeguards the rights and interests of all their stakeholders, thus contributing to sustainable value creation. Corporate governance enhances stakeholder trust and their reputation which in turn helps build their customer base, attract and retain employees, and become a more attractive investment proposition to drive their growth and ambitions forward. The corporate governance is built on a strong foundation of TM’s Core values (KRISTAL), which is cascaded throughout their lines of business and is an expected practice by their workers within the operations. TM protect the integrity of the business and value creation through robust policies and guidelines, as shown below: Code of Conduct & Business Ethics and Anti-corruption Guide No Gift Policy Acts as a primary reference for employees when dealing with internal and external stakeholders, ensuring all interactions are conducted in an open, honest and ethical manner. Articulates the strict rule against offering or accepting gifts from any of their stakeholders, including their suppliers, to maintain the integrity of the business relationships. GOVERNANCE
THEIR APPROACH TM ensures that the Group is managed in an ethical, transparent and accountable manner by having strong governance processes and structures in place. TM protects the integrity of the business and value creation through a strong foundation of policies and guiding principles. The corporate governance system is designed to promote ethical behaviour, accountability, transparency and stakeholder value. It is built on the TRUST Principles: • Top-Level commitment • Risk assessment • Undertake control measures • Systematic review, monitoring & enforcement • Training & communication Through these principles, TM continue to take steps to cultivate awareness and put anti-corruption monitoring and corrective measures in place, while creating a culture ofintegrity within TM through various initiatives. Zero-tolerance approach to all forms of corruption Disclosure on anticorruption (OACP and ABMS) and corporate governance agenda TM’s ESG Commitments: 1. 2.
COMPANY BACKGROUND Our holding company, Lotus KFM Berhad ( "LKFM" or "the Company" ) is principally engaged in flour milling and trading in its related products. The two main sources of revenue comprise of milling of wheat flour and trading of tapioca flour. LOTUS KFM BERHAD Founded in 1984 and known as Kuantan Flour Mills ( KFM ) then, the Company grew rapidly in the next 25 years before experiencing headwinds that affected its operation in 2015, when the Company was classified as an affected listed issuer under paragraph 2.1 of Practice Note 17. On 28 November 2019, it had successfully completed its regularisation plan which was approved by Bursa Malaysia Securities Berhad ( "Bursa Securities" ) on 11 January 2019. Registration No. 198401007083 (119598-P)
The Group's operations continue to comply with local environmental laws and regulations. This policy is properly communicated to all employees. They are encouraged to be proactive and forthcoming in managing and reporting environmental related issues and complaints. The Management will continue to review and improve the current environmental management system and practices. ENVIRONMENTAL Responsible waste management and disposal Flour dust from the production process is recycled and re-milled to ensure a proper method of disposing of production waste from its process To recycle used engine oil by disposing of it to a registered waste oil company for recycling The efficient use of energy, water and raw materials in our operations The emphasis of work culture on " Go Green " policy at the workplace E N V I R O N M E N T A L
01 Medical benefits Regularly updating human resources policies and staff benefits Encouraging a healthy and building camaraderie among staff by providing support for social activities Equal employment opportunity in terms of gender and ethnicity across all levels of employment EMPLOYEES’ WELFARE AND WELL-BEING LKFM acknowledges the importance of enabling and maintaining a conducive and inclusive work environment for its employees. Hence, employees of different backgrounds, gender, age and ethnicity are given fair opportunities for career growth, performance evaluation and compensation programme which commensurate with their rank, roles and responsibilities. In fulfilling its responsibility as a caring employer, LKFM places great emphasis on building long lasting relationships with its employees. SOCIAL TRAINING AND DEVELOPMENT 02 TRAINING AND DEVELOPMENT To engage in external training workshops for staff on both technical related skills and soft management skills Quality sharing sessions across the Group to inculcate a quality mindset to achieve a high-level of customer satisfaction New employees will participate in new employees’ orientation as well as on-site visits to get clear insights into the Group’s operations S O C I A L
03 The setting up of the Occupational Safety and Health Committee to initiate various health and safety programme to enhance employees’ awareness at work place Compliance with applicable safety, health and environmental laws andregulations Necessary tools and protective gear are provided to employees where needed to ensure that they are adequately protected at work place Ensuring a safe workplace with 24 hours’ security surveillance SAFE, HEALTHY AND CONDUCIVE WORK ENVIRONMENT 04 RECREATIONAL, SPORTS AND LEISURE ACTIVITIES The Group encourages its employees to participate in sports and recreational activities in order to cultivate a good work - life balance culture. This would lead to a more productive workforce team and develop a caring, harmonious, cohesive and vibrant team - spirit based working environment. 05 RETENTION, TALENT MANAGEMENT AND SUCCESSION PLANNING The Group recognises the importance of retaining key employees as one of the critical components for the success of its business. In line with this, competitive remuneration packages are in place and regularly reviewed to attract, retain and motivate the right talents within the Group. The Group has always emphasized fair equal employment practices. Succession planning is put in place for critical positions to ensure sustainability in terms of continuous effective and efficient operations within the Group and a healthy leadership pipeline. We will continue to groom and retain a diverse and robust talent pool and right grooming to ensure our employees are ready to meet future succession planning and development as well as being adaptable to change. S O C I A L
The Board believes that sustainable business practices are essential to the creation of long - term value and that running the business in a responsible manner is intrinsically tied to achieving operational excellence. In terms of structural oversight over sustainability including strategies, priorities and targets, it is reposed at the Board level with Management being responsible for operational execution with respect to Environmental, Social and Governance factors as part of the Group's corporate strategy. As fiduciary to the Company's shareholders, the Board is focused on maintaining exemplary corporate governance practices, which include a commitment to ethics, integrity and corporate responsibility. The Board also ensures the Company's internal and external stakeholders are well informed on the sustainability strategies, priorities, targets as well as overall performance which the Sustainability Statement has provided a detailed articulation in this Annual Report. The Board on 20 August 2021 reviewed, revised, and approved the relevant amendments by incorporating the assessment of the Board's understanding of sustainability issues in the annual performance evaluation that are critical to the Company's performance. G O V E R N M E N T SUSTAINABILITY GOVERNANCE GOVERNMENT
Maybank is Malaysia's largest bank by market capitalisation and total assets and one of the largest banks in Southeast Asia, with total assets exceeding US$203 billion and a net profit of US$1.98 billion for 2019. Maybank is also ranked 106th in The Banker's 2020 Top 1000 World Banks (as of July 2020) and 349th in the Forbes Global 2000 Leading Companies (as of May 2020). Maybank is the largest public listed company on Bursa Malaysia, the Malaysian stock exchange, with a market capitalisation of US$23.7 billion as of 31 December 2019. Maybank's Islamic banking arm, Maybank Islamic, is the largest Islamic bank in ASEAN and Malaysia in terms of assets, and was named 2020’s Global Islamic Bank of the Year by The Banker. Maybank's network spans across all 10 ASEAN nations as well as key Asian countries and global financial centres, with a network of 2,600 retail banking branches worldwide and more than 43,000 employees. Maybank was founded by Singaporean business tycoon Tan Sri Khoo Teck Puat (who died in 2004) & Oei Tjong Ie. The company was led by President and CEO Tan Sri Amirsham Abdul Aziz from 1994 until March 2008 after which he was appointed Minister in the Prime Minister's Department in-charge of the Economic Planning Unit, a post he held until April 2009. Tan Sri Abdul Wahid Omar was President & CEO of Maybank Group from May 2008 to June 2013. On 1 May 2022, Dato' Khairussaleh Ramli was appointed as President & CEO of Maybank Group. MAYBANK BANKING BERHAD START WITH
The Group has identified and established our position in six industries - Palm Oil, Forestry & Logging, Construction & Real Estate, Power, Oil & Gas and Mining & Quarrying. We also have a No Deforestation, No New Peat, No Exploitation (NDPE) stance for the Group which applies to all relevant sectors, including but not limited to palm oil, forestry and logging industries. On deforestation, this includes forest reserves, primary forests and environmentally sensitive areas, whilst for exploitation, this covers forced labour, child labour as well as minimal wage requirements. NDPE is viewed as a fundamental component for sustainable practices, given the adverse impact such activities have on our customers, the community and the environment. As such, the Group will not extend new financing facilities to customers that are not aligned to this stance. We recognise that food security and safety are crucial elements in addressing our sustainability agenda. An important contributor to this is the palm oil industry which is widely used throughout the global food supply chain. In view of this, we need to ensure that the industry is managed responsibly and this is reflected as part of our NDPE stance of which we will not finance activities where we believe are or could lead to a significantly adverse impact on the environment, surrounding communities and labour. This applies to all business segments within the Group that extend any form of financing to the palm oil supply chain. Over and above this, clients are subject to or at minimum required to have a time-bound commitment to meet requirements such as local or international sustainable palm oil certification, zero burning practices, best practices on existing peat, climate change, biodiversity and Free, Prior and Informed Consent (FPIC), amongst others. ENVIRONMENTAL PALM OIL
FORESTRY & LOGGING We believe the forestry industry is a necessity for sustainable development - both locally and globally. Besides the provision of livelihoods, well managed forests contribute to the stabilisation of the global climate system, regulate water cycles, provide a natural habitat and supports rural community development. Therefore, we will not finance activities which we believe are or could lead to a significantly adverse impact on the environment, surrounding communities and labour. This applies to all business segments within the Group that extend any form of financing to the forestry and logging value chain. The Group has zero tolerance towards illegal logging and trading of illegal timber and we are guided by a number of national and regional principles through certification and licensing requirements. Furthermore, clients are subject to or at minimum required to have a timebound commitment to meet requirements such as biodiversity protection as well as FPIC of indigenous people and local communities.
POWER We believe that the power sector is essential for inclusive economic growth and sustainable human development. We hold firm to the principles of working with our clients, other relevant organisations and countries within the region to explore the use of cleaner and more efficient energy as well as to plan and build together, more environmentally friendly energy sources. In this regard, we are committed to not financing new greenfield coal or oil fired power plants and power value chain business activities classified as unacceptable under Maybank’s ESG Risk Classification. This includes corporate lending, project financing as well as advisory services such as arranging, syndicating, fundraising and underwriting. The Group will, however, support clients who are committed to, stop the building of new coal fired power plants where more sustainable alternatives are available, reduce reliance on coal power, transition towards sustainable energy mix, practices or economic activities and aim for carbon neutrality by 2050. We believe this approach provides all relevant parties the opportunity to transition responsibly and positively in the near to medium-term, without impeding the economic progress of developing nations.
We recognise that construction and real estate are the main drivers for economic growth and is the engine of social sustainability. Therefore, it is crucial that we strike a balance between environmental and social imperatives and economic growth. We will actively engage with our clients to drive the adoption of sustainability practices with low carbon emissions in all project developments that we are in or plan to be involved with. This applies to all business segments within the Group that extend any form of financing to the sector. In addition, we intend to avoid potential ESG risks from transactions or projects associated with poor ESG practices. We recognise that the oil & gas industry is a key contributor to the GDP for the Group’s home markets. With Maybank’s geographical footprint being largely in developing economies in ASEAN, any immediate stop to oil and gas financing would have economic and social impacts to the region. In view of this, the Group requires that clients have sustainable business processes or practices in place and are working towards ESG commitments, including plans to improve their existing ESG practices, particularly on, specific areas such as emissions, water management and biodiversity protection. Clients are also strongly encouraged to showcase basic ESG disclosures by 2025. These requirements are applicable to the entire industry’s value chain. We also intend to engage our existing clients to discuss and support their transition plan towards sustainable business practices, with Maybank helping them to progress towards achieving meaningful decarbonisation in line with the goals of the Paris Agreement or net zero carbon emissions by 2050. CONSTRUCTION & REAL ESTATE OIL & GAS
MINING The Group’s exposure to coal-fired power plants are primarily in ASEAN and in countries with relatively low electrification rates and where long term electricity security and reliability is important. Therefore, we are cognisant that any immediate stop to coal financing would have severe economic and social impacts to these countries. However, we will not finance coal and coal mining support, radioactive materials, deep sea mining, riverine and shallow marine sites that are not suitable for tailings disposal, mountain top removal and other techniques that are not consistent with principles and standards of international codes. We will also avoid financing new borrowers who are engaged in thermal coal and thermal coal related activities; derive a material amount of their annual revenue from thermal coal; and do not have any existing relationship with Maybank Group. For existing clients, we will not provide new financing for thermal coal mining and its related activities. This includes new general purpose financing which can be fungible. With the recent COP26 commitment to phase down unabated coal, we will also look to ultimately divest from coal-related ventures.
SOCIAL Value for Our Employees: Holistic employee experience encompassing a conducive work environment that empowers creative thinking, embraces diversity, prioritises employees’ well-being, and enables work-life integration through flexible work arrangements. Caring for our employees Managing the health, safety and wellbeing of our employees through policies, processes, initiatives and labour standards that promote a positive work environment and improve work-life balance. Embodying sustainability within our workforce Developing a sustainability culture within the organisation through training programmes, incentive systems and volunteerism opportunities, so that our employees are empowered to drive sustainable change. Diversity, equity and inclusion Ensuring that diversity, equity and inclusion is reflected throughout our culture, by maintaining a workplace where all employees are treated fairly, with dignity and without discrimination. Talent attraction, development and engagement Engagement, recruitment and retention of employees with relevant skills, and the investment in and development of a talent pool of employees and leadership.
We want to further strengthen our foundation in governance, ethics, trust and transparency to reflect the highest commitment to diversity, inclusion, equity, and privacy. GOVERNANCE MAKE YOUR OWN 01 GROUP'S BOARD OF DIRECTORS 02 Chaired by the Group Chairman and includes other members of the Board and GPCEO. Oversees sustainability strategy, governance structure, priorities and targets, integration of sustainability considerations across the Group, among others. BOARD SUSTAINABILITY COMMITTEE 03 EXCO SUSTAINABILITY COMMITTEE 04 CHIEF SUSTAINABILITY OFFICER Chaired by the GPCEO and includes other EXCO members and permanent invitees. Steers the Group's sustainability strategy in line with the Group's Sustainability Agenda, monitors and advises on sustainability-related action plans and issues, among others. REPORTS TO REPORTS TO REPORTS TO
01 Compensation, accountability, independence and diversity of the company’s Board and senior management, and sustainability governance/incentives at Board and senior management level. BOARD AND EXECUTIVE COMPENSATION, INDEPENDENCE AND DIVERSITY 02 Frameworks, policies and practices that uphold high standards of ethics, integrity, transparency and accountability throughout our business and operations, to maintain stakeholders’ trust in the organisation (e.g. zero-tolerance culture towards bad conduct including corruption and bribery, sound grievance mechanisms, ensuring the fair treatment of customers and clients, providing accurate and adequate information about our products and services, etc.). ETHICAL, TRANSPARENT AND ACCOUNTABLE BUSINESS
03 Assessing and managing risks, and ensuring a strong compliance culture throughout the organisation to prevent major disruptions that may harm economies and societies at large. SOUND RISK MANAGEMENT AND COMPLIANCE 04 Efforts to ensure high ESG standards in the supply chain through relevant policies and supplier engagement practices as well as approaches to diversify suppliers to include underrepresented groups (e.g. disabled, women-owned, local community businesses). SUSTAINABLE SUPPLY CHAIN 05 Responsible collection, use, storage and protection of data to safeguard employees’ and customers’ right to privacy (e.g. from cyber attacks). PRIVACY, DATA SECURITY AND RESPONSIBLE USE OF TECHNOLOGY
06 Ensuring that efforts to drive public policy development and influence industry best practices are in alignment with our sustainability strategy. PUBLIC POLICY AND ADVOCACY 07 Approaches, policies and due diligence processes to ensure respect for and protection of human rights for stakeholders throughout our value chain and business activities. SUPPORTING HUMAN RIGHTS
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