DPA50173 SESSION : 1 2023/2024
THE TEAM MEET ALEYA MAISARAH BINTI MOHMAD NURUL JALALIAH BINTI MOHAMMED ISMAIL NURUL ERIENNA NATAZWIN BINTI HERMAN 1 8 D A T 2 1 F 1 0 0 5 1 8 D A T 2 1 F 1 0 0 9 1 8 D A T 2 1 F 1 0 5 9
INTRODUCTION 01 02 COMPANY UMW HOLDING BERHAD 03 COMPANY OLDTOWN BERHAD 04 COMAPNY PADINI BERHAD 05 COMAPANY POS MALAYSIA BHD
INTRODUCTION ESG reporting is the disclosure of environmental, social and corporate governance data. As with all disclosures, its purpose is to shed light on a company's ESG activities while improving investor transparency and inspiring other organizations to do the same. Reporting is also an effective way to demonstrate that you're meeting goals and that your ESG projects are genuine not just greenwashing, empty promises, or lip service. Since ESG reports summarize the qualitative and quantitative benefits of a company's ESG activities, investors can screen investments, align investments to their values, and avoid companies with the risk of environmental damage, social missteps or corruption.
ESG ENVIRONMENTAL SOCIAL GOVERNANCE How the company and its policies cope with the issue How the company and its policies look after society and community and confront social issues How the company and its policies confront governance issues example of environmental issues example of social issues example of governance issues carbon emssions use of natural resources waste management deforestation workforce health and safety human rights Data security Employee training diversity Board independence and diversity Shareholder rights Compensation policies
COMPANY UMW HOLDING BERHAD
TABLE OF CONTENTS BACKGROUND ENVIRONMENT SUSTAINABILITY SOCIAL SUSTAINABILITY GOVERNANCE SUSTAINABILITY 01 02 03 04
UMW’s roots began in 1917 as an auto repair shop in Orchard Road, Singapore. The business which was known then as United Motor Works quickly bloomed, making it the go-to place for auto repairs. Not long after, it managed to procure the distributorship for automotive parts under General Motors, a household name in the automotive industry in America. In 1927 the rapidly expanding business was consolidated into an establishment called United Motor Works Pte Ltd - a predecessor of the UMW Group you see today. The UMW Group has since grown into a multi million-dollar industrial conglomerate and one of Malaysia’s foremost public-listed companies. We continuously build upon our strengths in Manufacturing, Distribution and Services to expand our horizons in the Automotive, Equipment, Manufacturing & Engineering and Aerospace sectors. Our journey towards a sustainable future goes hand in hand with our practice of building strategic partnerships, inspiring vibrant ideas, nurturing potential and maintaining a high level of quality and excellence in all that we do. BACKGROUND Company
ENVIRONMENT SUSTAINABILITY Reforestation (UMW Green Shoots) The UMW Green Shoots (UGS) programme is a reforestation initiative that aims to plant 300,000 mangrove trees across the country by the end of 2023, and 3 million trees by 2050. Mangrove trees provide natural protection against rising sea levels and coastal erosion. Launched in 2021, UGS is aligned with the Group's strategic action plan and supports the Malaysian Government's "Greening Malaysia: Our Trees, Our Life" national campaign to plant 100 million trees by 2025. Organised in collaboration with UMW Toyota, Perodua, the Malaysian Nature Society (MNS), Yayasan Hijau Malaysia (YHM) and Astro, the initiative contributes to SDGs 13, 14 and 15. In addition to UGS, UMW also participated in the government's Trail of National Rivers Programme (Denai Sungai Kebangsaan), which aims to build 10,000 km of trails by 2030 to protect rivers from pollution, to beautify riversides and to encourage eco-tourism.
In managing its waste, the Group adopts the Toyota Production System (TPS), a method of minimising waste while ensuring product quality. On the whole, the Group prioritises the practice of 3Rs through segregation and reducing hazardous waste through oil recovery, reducing paper usage and digitalising its operations wherever possible. In 2022, the Shah Alam (SAP) and Bukit Raja (BRP) plants continued to meet their FY2026 targets to effectively reduce generated waste to 12.5kg/unit and 8.4kg/unit in vehicle car manufacturing. The Equipment Division reduced its general waste by 11.11%, which was a reduction of 47.21 tonnes compared to 2019 baseline. This is attributable to the division’s effort in cutting waste by reusing wooden pallets, cardboard boxes as well as reusing shredded paper instead of plastic bubble wrap in its warehouses. In future, the Equipment Division aims to digitalise documentations across all departments and enable proper waste segregation for recyclable and notrecyclable waste in each department. It will also improve efficiency and best practices on waste hauling, disposal records and contracts with recycling facilities. WASTE AND EFFLUENT
SOCIAL SUSTAINABILITY Responding to employees needs for engaging activities and transparency Fully engaging with our employees enables us to connect with them, while emphasising the company's goals and inspiring transparency within the Group. Our ongoing initiatives include regular townhalls, Energize UMW which covers on-site fitness sessions, health talks, creative and cultural activities in our Kelab Kreatif UMW, a Caring Employer series of dialogues and Teh Tarik Sessions with employees. Moving forward, we aim to increase our range of activities and organise more sporting activities as well as implement new recognition programmes to celebrate individual achievements. We develop positive attitudes at the workplace. We implement employee safety mental health programmes through collaboration with Naluri. Employee social activities include CREST@UMW Friday, Energize UMW and Wellness Roadshow. New employees are onboarded onto our WOW Culture, guided by the following principles - ‘We Are One’, ‘We Drive Change’ and ‘We Deliver Promises’, and promoting the 4Es 1P philosophy, promoting the importance of Energy, Energise, Edge, Execute and Passion in their everyday undertakings. Supporting our employees mindset in ‘Returning to Normal’
Sustainability in UMW is governed by our Board of Directors, with oversight of all matters related to sustainability, including climate change and climate risk. The Board is supported by the Management Sustainability Committee (MSC), which is supported by our subject matter expert, Dato' Seri Prof Dr Ir. Zaini Ujang, who also sits on the Board of UMWH. The Risk Management & Sustainability Committee (RMSC) is responsible for assisting the Board in risk management policies and strategies by providing oversight on matters relating to risks. The RMSC is expected to identify, assess and monitor key business risks, including articulating, implementing and reviewing UMW's internal control framework to safeguard shareholders' investments and UMW Group's assets. In addition, the RMSC assists the Board in fulfilling its responsibilities in risk management with regards to the economic, environmental and social aspects of the Group. GOVERNANCE SUSTAINABILITY Risk Management & Sustainability Committee •Assist the Board in reviewing and recommending UMW Group’s risk management policies and strategies • Identifying, assessing and monitoring key business risks • Assist the Board in fulfilling its responsibilities with regard to risk management of the UMW Group Management Sustainability Committee • Developing the Group’s Sustainability Roadmap; • Reviewing, implementing and overseeing the Group’s Sustainability Roadmap; and • Monitoring the Group’s Sustainability Roadmap to ensure a coherent and consistent sustainability approach across the Group.
COMPANY OLDTOWN BERHAD
Table of Contents BACKGROUND 01 ENVIRONMENT SUSTAINABILITY 02 SOCIAL SUSTAINABILITY 03 GOVERNANCE SUSTAINABILITY 04
BACKGROUND From the day our proprietary OLDTOWN™ White Coffee blend was formulated, it has been steadfastly carried down over the years to this day. Our white coffee are roasted and prepared according to the original method to ensure that every cup of OLDTOWN™ White Coffee imparts the same full-bodied taste, texture and aroma year after year. Our commitment to maintain the true essence of our heritage has helped us to create a one-ofits-kind brand that is renowned the world over. To date, our white coffee products are exported to more than 17 markets worldwide. Our business also includes the OLDTOWN™ White Coffee chain of café outlets. Carrying the charm of a traditional Ipoh coffee shop, we serve a variety of Malaysian delicacies from white coffee to toasts, rice and noodles. To date, we have more than 200 café outlets throughout Asia.
ENVIRONMENT SUSTAINABILITY Environmental Sustainability is of utmost importance due to the increasing depletion of the earth’s natural resources and global climate change issues. As a dynamic business entity, we rely on the earth’s natural resources every day and climate change issues will affect the supply chain and the source of many products. Therefore, it is essential to embed environmental sustainability principles into our business operations and practices. We aim for business growth that is in harmony with environment and are committed to protecting the earth’s natural resources, conserving and preserving the environment. 1) ENVIRONMENT Among the approaches seek to heighten the positive impact and minimise negative impacts of the Group’s operations on the environment are : • The efficient use of energy, water and raw materials in all our operations. • The establishment of OldTown EARTHCARE which inculcate environmentally intelligent practices with a variety of green initiatives, activities and awareness programs. • The implementation of ongoing product wastage elimination program and packaging design optimisation. • The proper utilisation of reusable resources and recyclable materials. • The practice of 3Rs (Reduce, Reuse and Recycle) at the workplace. • The participation in Earth Hour Campaign. • Packaging materials wastage is sold as recyclable content to be processed as alternative burning fuel with environmental conservation objective of reducing dumping into landfill areas and also reducing the consumption of fossil fuel.
2) GREEN BUILDING To support the Group’s commitment to “GREEN”, the Group’s integrated industrial complex located at Ipoh, Perak which comprise a 2½ storey factory building, 1 storey warehouse, 2 storey canteen cum Recreation Centre and 3 storey administration building was constructed based on GREEN BUILDING concept by adopting green building design and requirements. The design and layout of the building includes green features which can reduce electricity and water usage to minimise environmental impact. The project is registered under the name of OLDTOWN MANUFACTURING PLANT (GBI Reg No. GSB/INC/2012/01). It has been awarded Green Building Index – SILVER on 16 December 2014 (Green Building Index Certificate No. GBIINC-0004). The plant is the first food manufacturing plant in Malaysia being awarded the SILVER classification under the category of Industrial New Construction
SOCIAL SUSTAINABILITY Employees are the backbone of the business. Essentially, employees are central to the smooth functioning of business operations and play a vital role in the success and sustainability of the Group. The Group believes that human capital is the most valuable asset. In line with this belief, the Group strives to provide a dynamic and challenging workplace that gives emphasis on the opportunity to develop employee skills, talent and capability. The Group, in fulfilling its corporate responsibility as a caring employer, places emphasis to build long lasting relationships with its employees. The efforts towards achieving the above objectives are carried out in various aspects : The Group aims to enhance the employee benefits schemes to build an engaged workforce that stay loyal and grow with the Group. In pursuing the objective, we provide the following: • Medical benefits, hospitalisation and personal accident insurance coverage. • Financial assistance in the form of education subsidy and employee emergency assistance fund. • Organises annual dinner and recognises long service staff with the Long Service Award in recognition of their loyalty, dedication and commitment •Review the Human Resource policies and staff benefits on regular basis. (i) Employee Welfare & Well-Being Program The Group seeks to promote and develop its human assets to be competent, multi-skilled and wellmotivated to increase their career advancement opportunities. The Group continues to carry out the following efforts: • Employees are provided with the necessary job-related training, seminars and workshops on an ongoing basis to further enhance their skills, knowledge, core competencies and proficiency level. • Participation in various in-house and external training programs from technical-related skills to soft management skills. • Participation in international trade fairs/exhibitions locally and overseas, to broaden the knowledge base and exposure of the employees to keep abreast of new developments in their respective field of expertise. (iii) Training and Development Program The Group strives to provide a safe, healthy, comfortable and conducive work environment for its employees through the following initiatives: • Setting up of Occupational Safety and Health Committee to initiate various health and safety programs such as fire drills, fire safety briefings and safety system checks on the equipment. • Ensuring safe practices in all aspects. • Promoting the awareness of safety precautions and health. (ii) Safe, Healthy and Conducive Work Environment
The Board of Directors (“the Board”) of OldTown Berhad (“the Company”) recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed in ensuring that high standards of corporate governance are practiced throughout the Company and its subsidiaries (“the Group”). This Statement sets out the key aspects of how the Company has applied the Principles and Recommendations of the Malaysian Code on Corporate Governance 2012 (“MCCG 2012”) during the financial year ended 31 March 2017 and any non-observation of the Recommendations of MCCG 2012, including the reasons thereof, has been included in this Statement and aims to provide insights into the corporate governance practices of the Group to our shareholders and investors: GOVERNANCE SUSTAINABILITY Risk Management Committee : identifying principal risk and ensuring the implementation of appropriate systems to manage them Sustainability Committee: implementing the approved sustainability strategies, identifying and managing sustainability, and implementing action plans in achieving milestones and goals. Board : Recognises the importance of succession planning in building long-term sustainable performance excellence. A succession planning framework has been developed to identify candidates for senior managerial positions to ensure continuity of key positions. Group Managing Director : Responsible for the implementation of the Board’s decisions, overall responsibilities over the day-to-day operations of the Group’s business and operational efficiency . The Group Managing Director manages the Group through the collective efforts of the Executive Directors and General Managers and leads the Management team to carry out their roles, duties and functions effectively
COMPANY PADINI HOLDINGS BHD
TABLE OF CONTENTS BACKGROUND ENVIRONMENT SUBSTAINABILITY SOCIAL SUBSTAINABILITY GOVERNANCE SUBSTAINABILITY 01 02 04 03
BACKGROUND Padini Holdings Berhad (“Padini” or “the Group”) started from humble beginnings in the apparel industry tracing far back to 1971; our roots were started from manufacturing, trading and supplying of garments to retailers and distributors. However, driven by a vision, we ventured into distribution and retail by creating our own brands catering to specific consumer niches. Since Padini’s foundation in 1971, we have grown into a global brand with an international presence in multiple countries. In total, we have 131 stores, franchised outlets and 10 consignment counters stores in Malaysia and multiple markets overseas such as Cambodia, Indonesia, Bahrain, Brunei, Myanmar, Oman, Qatar, Thailand and the United Arab Emirates. As our initiative to build our online presence, we are also available online via our e-Commerce site Padini.com. Beside our own website, we have started Live Sales on social media – Facebook live. We are also tagging along other online portal, Shopee and Lazada. While we may have grown in size we have and will always strive to give the best fashion, quality and value to our customers. We will always strive to exceed our customers’ expectation by providing the best customer experience. Today we have grown to become one of the country’s prominent fashion companies. We address fashion-conscious consumers of both genders and all ages through our two multi-brand labels carrying our own brands – Padini Concept Store with nine brands (Padini, Seed, PadiniAuthentics, PDI, P&Co, Miki, Vincci, Vincci Mini and VincciAccessories) and Brands Outlet. Each of these labels represents a unique fashion philosophy and encompasses a comprehensive range of products that fit into our targeted consumer’s universe.
ENVIRONMENT SUSTAINABILITY OFFICE & WAREHOUSE The Group has implemented various good practices to reduce energy consumption across our business operation. Recycling programs of the 3R practice of Reduce, Reuse & Recycle has been embedded and remains strong in the culture of Padini Group. Office waste recycling program is implemented at our office whereby bins for the segregation of wastes (Glass, Plastic and Paper) are provided on every floor for easy access. The collected recyclables are then sold to recycling centres, all generated funds used to support our company’s CSR activities. For our office buildings, a ‘Turn off before you take off’ campaign has been implemented to encourage our employees to turn off their computers, laptops and monitors if they are going to be away from their desk for a break or a long period of time. Majority of the office lightings that are not in used will also be switched off during lunch hours and past business hours. On top of that, regular maintenance is also conducted on all office equipment to keep them running efficiently. The outcome of such practices resulted in the reduction of electricity consumption of approximately 22% in financial year 2020.
To reward our staff who choose eco-friendly cars such as hybrid or electric vehicles, parking spots that are near the office lift lobbies were set aside to provide greater convenience. The electric car parking spaces are also equipped with 8 units of charging stations which incurred a total cost of approximately RM60,000 for installation. As mentioned in our inaugural sustainability report in prior year, the installation of solar systems for both our office and warehouses were fully completed in previous financial year. We had spent about RM3 million on this solar system. In 2020, there is reduction of approximately 36% electricity cost comparing on year on year to financial year 2019, indicating the installation of solar system has reduced the environmental impact while enabling Padini benefit from long term cost savings.
SOCIAL SUSTAINABILITY 01 SUPPORTING THE HUMANITARIAN CAUSES In financial year 2020, Padini has been active in making positive impacts to the community through a variety of philanthropic initiatives. Approximately 2,600 cartons of assorted Padini merchandises were donated to 5 NGOs in financial year 2020. A total of 16 NGOs have benefited from the donation of assorted Padini Merchandises, and donation in cash and kind. Among the 16 NGOs are Life Line Clothing Malaysia ("LLCM), The Glads Shop, Knowledge Exchange Association ("KEA"), Bao En Shi, Break The Stigma On Disability, Pusat Jagaan Saall, Pertubuhan Rumah Anak Yatim Berkat Kasih, Pusat Jagaan Baitul Hidayah Puchong, Pertubuhan Kebajikan Anak-anak Yatim dan OKU Mesra, Mykasih Foundation, National Kidney Foundation, SK Sungai Dua Bentong Pahang, and others. 02 During financial year 2020, we had collected and sold for recycling, a total of approximately 3,400kg of used paper and paper products with the proceeds amounting to nearly RM1,000. While negligible, the sum was utilised in part to fund Padini's philanthropic activities. Besides that, Padini had organised Mangrove Tree Planting in Kuala Selangor Nature Park to contribute to conserve the mother earth, simultaneously being an inspiration for society to reduce environment footprints and protecte land from pollution. COMMUNITY ENVIRONMENTAL PROJECT
We have implemented a governance structure to ensure that our Global Sustainability program both meets our company’s social and environmental goals to support our business. Our sustainability programme is chaired by the Managing Director along with the support of the Sustainability Committee members, where committee members are made up of management representatives from various key functions. While the Sustainability Committee is responsible for the formulation of sustainability policies, it also develops action plans in relation to these policies. In addition, the Sustainability Committee also monitors the implementation of sustainability initiatives in Padini and recommending the approach to manage material matters for approval by the Board of Directors (“BOD”). GOVERNANCE SUBSTAINABITY
Good corporate governance means having structures and processes in place to ensure that decisions and actions are in the best interests of stakeholders. The Board of Directors, supported by the Sustainability Management Committee, is accountable for all sustainability matters in Padini Group. This committee comprises members of senior management who oversee the formulation and implementation of sustainability strategy and related matters. The Board of Directors reviews and assesses the strategic directions required to achieve the Company’s goals for longterm sustainable growth. The Managing Director with the help of the Sustainability Management Committee oversees the activities executed by the various divisions of the Company to ensure conformity to the strategies and objectives.
Nominating and Remuneration Committee During the financial year, the Nominating and Remuneration Committee, carried out the following reviews and discussions in discharging their functions and duties:- (1) Trainings attended by Directors to-date and assessed their further training needs and requirements; (2) Number of Independent Directors in the light of MCCG’s requirement for a majority of Independent Directors on the Board to fulfil this requirement; AUDIT AND RISK COMMITTEE The Audit and Risk Committee was established by the Board to provide assistance to the Board of Directors in overseeing the financial reporting process, monitoring the accuracy and integrity of the Group’s annual and quarterly financial statements. The Audit and Risk Committee also reviews and evaluates the performance of external audit and internal audit in ensuring efficiency and effectiveness of the Group’s operation, adequacy of internal control system, compliance with established policies and procedures, transparency in decision-making process and accountability of financial and management information. Board Committees To ensure the effectiveness in discharging its duties and responsibilities, the Board has delegated its power to the relevant Board Committees such as the Audit and Risk Committee (“ARC”) and the Nominating and Remuneration Committee (“NRC”). Each committee operates its functions within their approved terms of reference by the Board which are reviewed by the Board as and when necessary.
POS MALAYSIA BERHAD COMPANY
TABLE OF CONTENTS 01 02 03 04 BACKGROUND ENVIRONMENT SUSTAINABILITY SOCIAL SUSTAINABILITY GOVERNANCE SUSTAINABILITY
BACKGROUND Pos Malaysia is the national postal and parcel service provider and sole licensee for universal services in the country. With a history of over 200 years, Pos Malaysia has diversified beyond the traditional provision of mail and parcel delivery to also offer retail, logistics, and aviation products and services. It has also pivoted from a mail company that also delivers parcels to a parcel delivery company that also delivers mail. Pos Malaysia has the most extensive last-mile reach, delivering to more than 11 million addresses across the nation. It also has a network of more than 3,500 touchpoints and 350 self-serve terminals across the country, providing Malaysians with the most comprehensive retail network. Pos Malaysia connects the nation with over 200 postal operators globally and extends its capability to support Southeast Asia’s rapidly expanding cross-border e-commerce businesses. Pos Malaysia was listed on the Bursa Malaysia in September 2001 and has a market capitalisation of RM0.47 billion as of 31 December 2022.
ENVIRONMENT SUSTAINABILITY Our environmental sustainability approach is proactive across all our business divisions. Frequent monitoring keeps us conscious of our carbon footprint and resource consumption patterns as we work to minimise our environmental impact while encouraging our stakeholders to think and act green at every step of the way too. A BUSINESS GROWTH DRIVER For Pos Malaysia and our ESG committee, the nature of our business generally has a low impact on the environment space, relative to its scale. However, we still find that there are areas where we can contribute meaningfully. With a strong endorsement by the Board, we are committed to the fact that more needs to be done, and we cannot rest while various environmental threats now loom on the horizon. ms 128/133
Our aim is to reduce the carbon footprint of our operations throughout the Group by using alternative fuel vehicles and renewable energy solutions, while also increasing efficiencies through optimisation initiatives. Pos Malaysia’s emissions are mainly from our fleet, buildings, and aviation logistics operations. As of 31 December 2022, our fleet consists of almost 8,000 vehicles, which include 5,259 motorcycles, 1,463 vans, and 335 lorries. Our critical postal delivery infrastructure consists of about 990 buildings. On the aviation side, we outsource our freight operations to World Cargo Aviation Sdn Bhd to deliver postal items to Sabah, Sarawak, and international locations, utilising three aircraft. Based on Scope 1 and 2 emissions data from 2020 – 2022*, these operations generate more than 100,000 tonnes of emission annually. Therefore, we have prioritised reducing our emissions while raising environmental awareness among our employees and other stakeholders. CARBON MANAGEMENT Fleet Upgrade Transport is an essential feature of infrastructure for development, but it is also the highest contributor of emissions, contributing nearly a quarter of all global energy-related greenhouse gas ("GHG") emissions according to the intergovernmental Panel on Climate Change (IPCC). Today’s transport sector is still predominantly based on the combustion of fossil fuels which causes air pollution,contributing to global warming and climate change.
Concurrently, the Fleet Upgrade initiative has been updated in 2022 to include changes in our current delivery method to increase efficiency, maximise cost savings, and reduce carbon output.
WASTE MANAGEMENT We identified a gap in our waste disposal process, where there is a lack of infrastructure and awareness to allow for proper segregation of waste. We see the opportunity to participate in a growing circular economy by recycling and repurposing much of our waste instead of disposing of it in a landfill. This initiative can also generate additional revenue We completed the first phase of our waste management programme across 57 operational sites in 2022. Phase 2 will begin in Q3 2023. Our waste management initiatives also include conducting awareness programmes for employees to instil better waste management habits and practices
SOCIAL SUSTAINABILITY Employee experience starts even before the employee is working for the organisation. Talent attraction refers to how prospective employees interact and/or become aware of Pos Malaysia. Our brand awareness initiatives took off in April 2022 with the signing of the Pos MalaysiaSaito College memorandum of understanding, close collaboration with top learning institutions across Malaysia and industrial visits on endto-end logistics and supply chain processes, where students engage with us via internships in pursuance of securing employment for professional journeys. We hosted approximately 226 students from universities and schools as part of our Industrial Visits in 2022. 1) TALENT ATTRACTION ms 135/140 At Pos Malaysia, we strive to deliver on our Strategic Pillar #1 of Highly Motivated, Engaged, and Safe Employees by focusing on employee experiences over processes. This involves creating experiences that are necessary for our employees and aligned with our long-term business goals.
The Certified Wira Programme, a culture transformation foundation programme, was initiated for all employees in April 2022 and concluded in November 2022, resulting in 100% Certified Pos Wiras. The programme was designed to inspire our people to live our values and bring to life our purpose in building trust to connect lives and businesses for a better tomorrow. Numerous Train-theFacilitator sessions resulted in over 150 Certified Wira Facilitators who engaged with employees nationwide to #BeBetter. In December 2022, Wira Foundation programme became a mandatory component of the new employee onboarding programme and is scheduled for delivery as needed. The journey to #BeBetter continues in 2023, with a focus on leadership development via the Certified Wira F.I.T. to Lead programme. 2) CERTIFIED WIRA FOUNDATION
As a socially responsible employer, Pos Malaysia’s approach to workforce capability development and responsible skilling advocates SDG 4, to “Ensure quality education and promote lifelong learning opportunities for all” and SDG 8, to “Promote sustainable economic growth, full and productive employment, and decent work for all”. Our people development vision is to foster a learning culture and enable employees to take ownership of self-development with the latest learning tools and experiences. We are committed to continuous skilling and upskilling of our workforce to ensure that our employees are competent in their core and emerging skills to deliver on our strategic pillars. 3) CREATING A LEARNING ORGANISATION
GOVERNANCE SUBSTAINABITY Sustainability is one of the key issues prioritised by Pos Malaysia as part of its overall business transformation strategy. We remain committed to ensuring that our sustainability initiatives are fortified by a solid governance and reporting structure, enabling us to manage and measure the impact of our sustainability efforts effectively. We are committed to ensuring that sustainability remains a core part of our business transformation strategy. By integrating sustainable practices into our operations and corporate governance, we believe it is possible to create long-term value for our stakeholders, while also contributing to the achievement of the UN SDGs. ollowing the review of our Sustainability Governance Structure in 2021/2022, we have proceeded to implement the structure within the Group to ensure that the accountability, roles, and responsibilities of all parties regarding sustainability initiatives, issues, and commitments are clearly outlined and implemented.
Both the RSCC and SSC are chaired by the Group CEO and consist of members from the Group’s Senior Management Team. The responsibilities of each committee are summarised below:
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