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This picture of our headquarters, Wisma DRB-HICOM, was hand-drawn by Kennard Lee Kean Aun (“Ken”), one of six differently-abled
individuals employed by the company under our People with Disabilities (PWD) Programme. Ken is a staff of the Creative Services Department
at Group Strategic Communications Division.
Our wide geographic reach also means that our carbon footprint is larger than
most. Our postal services, for example, cover the far reaches of our nation, and
thus we endeavour to be responsible in the way we impact the environment
within which we operate.
Our size means we consume more energy when compared to the smaller
organisations. But we are cognisant to take proactive steps to ensure wherever
we can, we manage energy consumption while not impacting the output of work.
The satisfaction is in the results we have achieved. This year, we are proud
that the efforts across the Group have borne fruit. These are detailed in this
report and I hope you will celebrate with us the small successes that will lead
to greater ones.
Thank you.
This report focuses on the sustainability strategy and The scope of the report is confined to subsidiaries in which
practices of DRB-HICOM and its subsidiaries, namely the DRB-HICOM has more than 50% equity, unless indicated
material Economic, Environmental and Social aspects of otherwise.
our business operations.
Memberships and Associations
This report has been prepared in reference to the reporting
framework stipulated by the Global Reporting Initiative DRB-HICOM is actively involved in nationally recognised
(“GRI”) Standards and meets the statutory requirement memberships and associations in Malaysia. Examples of
prescribed by Bursa Malaysia Securities Berhad (“Bursa include, but are not limited to, the list below:
Malaysia”). The reporting principles covered in this report • MIGHT – Malaysian Industry-Government Group for
includes: High Technology
• FMM – Federation of Malaysian Manufacturers
• Stakeholder : capturing our stakeholders’
• MIER – Malaysian Institute of Economic Research
Inclusiveness expectations and concerns
• MIM – Malaysian Institute of Management
• MEF – Malaysian Employers Federation
• Sustainability : presenting our performance in the • MICG – Malaysian Institute of Corporate Governance
Context wider context of sustainability • MAA – Malaysian Automotive Association
• IIAM – The Institute of Internal Auditors Malaysia
• Materiality : identifying and prioritising the • FPLC – Federation of Public Listed Companies
key sustainability issues that our
Group encounters References
• Completeness : reporting all sustainability topics References to “DRB-HICOM”, “the Company”, “the
that are relevant to our Group, Organisation”, “the Group” and “we” refer to DRB-HICOM
and those that influences our and its subsidiaries.
stakeholders.
Feedback
The Materials established as the reporting perimeters in For further details, you may contact:
this report are as stated below: Name : Mahmood Abdul Razak
• GRI 203 Indirect Economic Impacts 2016 Designation : Head, Group Strategic Communications
• GRI 302 Energy 2016 Division
• GRI 306 Effluents and Waste 2016 Email : info@drb-hicom.com
• GRI 403 Occupational Health and Safety 2016
• GRI 404 Training and Education 2016
• GRI 407 Freedom of Association and Collective
Bargaining 2016
• GRI 413 Local Communities 2016
Reporting Period
A B
C D
Today, with over 100 years of experience and growth, DRB-HICOM strives to lead by example in driving our Group’s
sustainability agenda. The group is among the region’s leading conglomerates with over 70 subsidiaries covering three
main sectors (across Automotive, Services and Properties) nationwide, employing more than 55,000 strong employees
base. Working with different sectors, people and needs, we have always aspired to reform the sustainability-sphere to
achieve noteworthy and continuing improvement in economic, environmental and social outcomes. This is a commitment
for all our business sectors, and Group as a whole, as we work together to incorporate sustainability into all our daily
operations.
Building on a strong foundation of corporate governance, sustainability principles permeate decisions and actions we
undertake to ensure responsible business practices, manage the environmental impact of our operational activities,
provide an inclusive workplace for our employees and meet the needs of wider society. We recognise the responsibility
we owe to our various stakeholders in delivering not only quality but ethical and responsible services and products. We
continue to strive towards inculcating sound corporate governance practices that is in line with the Malaysian Code on
Corporate Governance (“MCCG”) and adhere to related industrial best practices (see page 63 to 74 for details).
Human
Services Capital
Corporate
Responsibility
Properties
Given the diverse nature of our business operations, sustainable practices and responsible business strategy form the
basis of our ability to create long-term value for our stakeholders. We allocate and channel our capital in the form
of financial, manufactured, intellectual, human, social and relationship as well as natural capital into all our business
operations with the objective to minimise our negative impact and generate sustainable value to our diverse stakeholders.
As we believe that our global presence needs us to be forward looking and be supportive on both global and national
agendas, we therefore incorporate Sustainable Development Goals (“SDGs” or “Goals”) introduced by the United Nations
into the Group’s sustainable strategy. These set of 17 Goals include calls of action to end poverty, protect the environment
and help people lead a peaceful and prosperous life. Malaysia is committed to support and implement the 2030 Agenda for
Sustainable Development and its 17 Goals. We at DRB-HICOM reaffirm our support, aligning to the national aspirations
towards achieving the Goals.
• Stakeholder • Stakeholders’
Social and engagement survey concerns are
Relationship • Community addressed
engagement
We have strengthened the relationships we have with our DRB-HICOM Green Procurement Policy
vendors and suppliers through years of mutual trust and
respect via transparent business transactions. Given the The Group established the DRB-HICOM Green
multi-faceted nature of our services, we believe this is Procurement Policy to require all employees to
essential for the success of our business. conduct purchasing and contracting activities in
a resource efficient manner. It recommends each
At DRB-HICOM, we are committed to providing equal and necessary purchase to consider the below:
fair business opportunities through our tendering and
Request for Quotation (“RFQ”) processes. Our process 1. Fit for purpose, provide value for money
ensures all the participants are evaluated in a transparent 2. Energy and resource efficient
manner by the appointed committee members. We screen 3. Minimum use of virgin materials
all potential suppliers through our pre-qualification 4. Non-polluting
(“pre-Q”) evaluation before the tender or RFQ invitation 5. Durable, easily upgraded and repairable
is issued. Suppliers who pass the pre-Q are qualified 6. Minimum packaging
to move forward their participation of the tender/RFQ. 7. Reusable and recyclable
To encourage local supplier participation, we award
additional points to them in our tender/RFQ evaluations
where applicable.
1. Clause 2.7 :
Confidentiality To learn more on how PROTON engages its supply
2. Clause 2.8 :
Bidder’s Undertaking chain on energy management, please refer to
3. Clause 2.16 :
Bribery and Solicitation page 162 to 163.
4. Clause 2.17 :
Compliance to Safety, Health and
Environment Regulations and Guidelines
5. Clause 2.18 : Immigration Regulations
Automotive Properties
Group Corporate
Services Support Services
DRB-HICOM
Sustainability Governance Structure
At DRB-HICOM, risks related to climate change, market and industries, reputation, and organisation are perceived as
the overarching foundation for sustainability risk management. These risks are managed by the Group’s three lines of
defense, namely Sector and Business Units, Group Risk Management Department and Group Internal Audit Division,
alongside initiatives conducted to measure and mitigate risks across all sectors, units and divisions on a consistent basis.
Climate-Related According to the Task Force on Climate-related At DRB-HICOM, we undertake a similar approach to
Risk Financial Disclosures (“TCFD”), climate-related risks understand our climate-related risks. We align our
can be divided into two categories, 1) risks related to commitment to Malaysia’s aspiration on carbon reduction
the transition to a lower-carbon economy and 2) risks in order to safeguard our business as well as the
related to physical impacts of climate change. community we serve from climate-related risks. This
means we constantly explore innovative ways and cutting
edge technology to reduce our energy consumption as well
as carbon footprint not only within the Group but also in our
supply chain.
Legal & Compliance The newly restructured Ministry of Energy, Science, With this in mind, the Group frequently engage with the
Risk Technology, Environment and Climate Change government as well as industry experts to ensure we are
(“MESTECC”) has emphasised on the participation of well prepared for regulatory transitions.
private sector in addressing climate change and other
environmental issues in Malaysia. The government is
currently looking into establishing policies on climate
change and energy efficiency. This may result in
increased compliance costs for businesses especially
those which are involved in high energy intensity
industries.
Health & Safety The health and safety of our employees as well as all Guided by the Group Safety, Health and Environment
Risk our stakeholders is an integral part of DRB-HICOM’s (“SHE”) Policy, we conduct stringent checks and employee
operational excellence that we will not compromise. trainings as well as implement control systems and
standard operational procedures to ensure disruptions
from health and safety related incidents at our workplace
are effectively mitigated.
Circular Economy Over 70 subsidiaries spanning across three diverse The Group is currently exploring methods to adopt the
within DRB-HICOM sectors - Automotive, Services and Properties, circular economy approach and gradually move away from
Ecosystem DRB-HICOM has built an economic ecosystem that the traditional linear “take, make, dispose” industrial
possesses sizable potential in minimising waste processes. We believe this will enable the Group to
and making the most out of resources within our minimise risks associated with raw material and natural
subsidiaries. For example, waste generated by one of resources in the long term.
our subsidiaries can be a source of raw material for
other subsidiaries.
Decarbonise Our In supporting Malaysia’s commitment towards We align our energy management strategy with Malaysia’s
Environmental achieving a 45% nationwide carbon reduction by year committment to carbon reduction. Since FY2016/17, the
Footprint 2030 compared to base year 2005, the Group has been Group has recorded a reduction of over 42 million kWh in
actively reducing its carbon footprint through energy energy consumption, which is equivalent to a reduction
reduction initiatives as well as adoption of renewable of more than 28,000 tonnes of carbon emissions. While
energy sources. the Group continues to yield energy savings from energy
reduction initiatives, our main subsidiaries PROTON and
CTRM have plans to adopt and instal solar panels at their
premises in the upcoming years.
These Economic, Environmental and Social (“EES”) risks and opportunities also complement the Group’s Enterprise Risk
Management (“ERM”) framework. More information can be found in the Risk Management Statement on the pages 75 to
80 and 95 to 102 of the Annual Report.
Our stakeholders are an integral part of our business, thus understanding and addressing their expectations and
concerns is key towards ensuring continuity in the DRB-HICOM sustainability journey. We are grateful and humbled by
the involvement of our stakeholders in this journey, particularly in identifying areas for improvements and defining the
expectations on our sustainability areas.
Over the years, we have nurtured our relationship with our stakeholders by placing an emphasis in prioritising our people,
the quality of our products, the personalised services we provide, the social impact we create, the economic performance
we achieve and our diligence in complying with relevant laws and regulations.
This year, DRB-HICOM has taken a digital approach by reaching out to our stakeholders via an online survey to understand
their expectations and concerns about our businesses.
The table showcased below has been revised as per data we have collated from our engagement with stakeholders
throughout FY2018/19.
Frequency of
Stakeholders Mode of Engagement Scope of Interest
Engagement
Customers Website / Social media platforms Continuous • Direct economic value generated and distributed
Media conferences As needed • Materials (recycled materials and reclaimed
products)
• Employment (turnover rate and benefits)
Local Community Participation in and sponsorship of community As needed • Materials (recycled materials and reclaimed
service events / NGO events products)
Social and environmental contribution As needed • Human rights assessment
programme • Indirect economic impacts
Safety, health and environment campaigns Quarterly
Investors In-house, one-to-one and small group meetings Continuous • Direct economic value generated and distributed
Community with stakeholders • Environmental compliance
Annual General Meeting (“AGM”) Annually • Employment (turnover rate and benefits)
Extraordinary General Meeting (“EGM”) of As needed
shareholders
Financial results announcements Quarterly
Dialogue / Teleconference between the Group and Continuous
investors
Non-deal roadshows As needed
Planned visits / Business showcase Annually
Regulators Attend workshops and seminars organised Continuous • Anti-corruption
by regulatory agencies to stay abreast of any • Energy
regulatory requirement • Training and education
Pro-active engagement / consultation with Continuous
the relevant regulatory bodies on corporate
compliance matters
MATERIALITY ASSESSMENT
Our closed loop materiality assessment is a key component of our sustainability reporting journey, primarily in defining
the reporting expectations and boundaries. Following the Materiality Matrix that was established in FY2017/18,
DRB-HICOM has reviewed and revised the existing matrix by incorporating local and global sustainability trends as well
as perspectives from our internal and external stakeholders via various engagements. The survey undertaken to engage
our stakeholders was managed and verified by an independent third party consultant. The results were compiled and
mapped according to the influence of sustainability issues emphasised by stakeholders and the significance of economic,
environmental and social impacts to the business. Further to the establishment of the Materiality Matrix, it was discussed
and approved by the BRSC. The Group strives to review the Materiality Matrix on an annual basis.
1 2
Current State Identify Local and
Assessment Global Trends
• Analyse previous year • Utilise media search and
reports to identify subject matter experts’
improvements to be inputs to identify local and
incorporated into this year’s global sustainability trends
report. that are relevant to
DRB-HICOM and its subsidiaries.
6 3
Validation
• Align the Materiality Matrix DRB-HICOM Climate Check
with DRB-HICOM Sustainability Materiality • Align report to Bursa
Themes. requirement, GRI Standards
• BRSC discusses and approves Assessment and UNSDGs.
the finalised Materiality Matrix. Approach • Conduct comparative analysis
on peers and best-in-class.
Stakeholder
5 4
Management
Discussion Engagement
• Conduct a series of management • Bottom-up approach to identify
meetings and focus group internal and external stakeholders'
discussions to incorporate concerns on sustainability issues
stakeholders' concern into the via periodical engagements and
Group’s Materiality Matrix. online surveys.
High
Occupational
Anti-corruption Health and Safety
INFLUENCE OF STAKEHOLDER ASSESSMENT & DECISION
Training and
Education
Energy
Indirect Economic
Impacts
Local Communities
Respective
indicators can
Effluents and
Waste be found in
Freedom of Association
and Collective Bargaining GRI Standards
Water
Content Index on
the pages 193
Supplier Environmental and 194
Assessment Emissions
Diversity and Equal
Opportunity
Human Rights
Assessment
13% 5 Subsidiaries
reduction in total number of incidents
as compared to FY2017/18 were awarded SoHELP Level 5
Achievement of Excellence
81%
reduction in total Lost Time Injuries as
compared to FY2017/18 Open Dialogue
with the Group SHE practitioner to
191 share successful SHE initiatives
1 2 3 4
NO ZERO GOOD HEALTH QUALITY
POVERTY HUNGER AND WELL-BEING EDUCATION
6 7 8 9 1
CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY RED
AND SANITATION AND CLEAN AND ECONOMIC INNOVATION AND INEQU
ENERGY GROWTH INFRASTRUCTURE
11 12 13 14
SUSTAINABLE RESPONSIBLE CLIMATE LIFE BELOW
CITIES AND CONSUMPTION AND ACTION WATER
COMMUNITIES PRODUCTION
6 7 8 9 10
CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY REDUCED
SUSTAINABILITY REPORT
Our people matters. It is our primary aim to provide a safe Safety, health and environment (“SHE”) matters at
and healthy working environment for our employees. It DRB-HICOM are guided by the Group’s SHE policy. The
is important to the Group that we ensure the safety of all policy focuses on four major objectives that include
our stakeholders that do businesses at our premises are Compliance, Prevention of Pollution, Communication and
prioritised. With a business influence sphere that spans Continual Improvement. These broad scopes underpin
throughout Malaysia, it is our duty to be compliant with all our overarching commitment towards protecting the
relevant safety and health requirements. environment where we operate while emphasising our
employees’ safety and health. The policy is applicable to
We have put in place stringent checks, systems and all our business activities and premises.
processes to ensure that safety and health is never
compromised, as we see these as not just a priority, but The Group formed a SHE Council, headed by the Group
a necessity. We have also invested heavily in training and Managing Director with the Group SHE Department acting
re-training courses, as well as run safety awareness as secretariat to monitor and advise on all SHE matters
and training programmes to instil a safety and health at Group level. The Council, with active participation
conscious culture in employees at all levels. This focus from Senior Management of the Group, has a role in
continues to be strongly reflected in the Group’s policies, determining the overall safety and health strategies and
procedures and plans. initiatives, as well as to drive effective implementation.
They meet quarterly to review the Group’s SHE strategies,
examine the progress on the Group’s SHE performances,
and evaluate audit results.
Key Objectives of
DRB-HICOM’s
Group SHE Policy Compliance
14,333
management system that enables us to monitor our SHE 12,000
performance not only at Group level but also at subsidiary
level. It is compulsory for all subsidiaries to report their 9,000
SHE performance (e.g. energy, waste and safety & health)
via IROSHE on a monthly basis.
8,212
6,000
1,598
from the data collected. All results will be subsequently 3,000
reported to the SHE Council on a periodic basis. Financial
0 Year
FY FY FY
Our Performance 2016/17 2017/18 2018/19
We continue to monitor our Group’s safety and health Total Lost Time Injuries in DRB-HICOM
performance by tracking both total Lost Time Injuries1 (Man Days)
(“LTI”) and total number of incident cases2. Based on the
results3, we are progressing positively based on a year-to-
year comparison. Incident
Cases
For FY2018/19, we managed to reduce the total number 800
of incident cases by approximately 13% compared to the 700 760
previous year. The number of cases decreased from 760
to 676 and 591 for FY2016/17, FY2017/18 and FY2018/19 600
676
respectively. This is a significant progress as the Group
591
500
aspires to have a consistent year-to-year reduction of 2%
400
in the total number of cases.
300
Based on the year-to-year comparison, the Group has
200
recorded a significant drop in the total LTI for FY2018/19. We
have recorded zero fatality cases, thus the aforementioned 100
Financial
results. It is our utmost priority to ensure our people are 0 Year
safe and healthy while conducting their responsibilities FY FY FY
to the company. We will continue to evaluate our current 2016/17 2017/18 2018/19
processes, monitor and find better ways to improvise our
safety and health matters. Total Number of Incident Cases in DRB-HICOM
Near-Miss Reporting
1
Total Lost Time Injuries is the total lost workdays - the number
We encourage our employees to report near-miss of workdays on which the employee would have worked but could
incidents across all operations as part of the measures not because of occupational injury or occupational poisoning or
occupational disease.
to prevent any such recurrence. Our near-miss reporting
system is designed to ensure that all near-miss incidents 2
Total number of incident cases - the total number of employees who
(including minor incidents) are reported, recorded and change in status from one state of health to another (such as non-
disease to disease) over a specific period of time.
investigated in a consistent and effective manner.
3
This includes data from ISUZU HICOM Malaysia Sdn. Bhd. and
HICOM-YAMAHA Manufacturing Malaysia Sdn. Bhd.
The SoHELP programme is a systematic intervention programme aimed to help companies enhance hygiene standards
in the workplace while meeting relevant regulatory requirements. The programme focuses on three main aspects:
1 2 3 4 5
chemical management, ergonomic issues and hearing conservation. The Group has NO
identified
ZERO
champions among the
GOOD HEALTH QUALITY ZER
SHE practitioners as SoHELP Enablers to assist the companies to self-regulate and monitor. Department of Occupational
POVERTY HUNGER AND WELL-BEING EDUCATION HUNG
Safety and Health (“DOSH”) acts as the SoHELP Verifier to evaluate and certify the level of achievement from Level 1
to 5. For FY2018/19, five companies have achieved Level 5 – Excellent, i.e. Perusahaan Otomobil Nasional Sdn. Bhd.
(“PROTON”), ISUZU HICOM Malaysia Sdn. Bhd., Bank Muamalat Malaysia Berhad, CTRM Aero Composites Sdn. Bhd. and
Motosikal Dan Enjin Nasional Sdn. Bhd. (“MODENAS”). 6 7 8 9 10
CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY REDUCED
AND SANITATION AND CLEAN AND ECONOMIC INNOVATION AND INEQUALITIES
LEVEL ENERGY GROWTH INFRASTRUCTURE
EXCELLENT
ADVANCED Element 1 Element 2 Element 3
INTERMEDIATE Chemical Noise Ergonomic
Management Management Management
BASIC 11
SUSTAINABLE
12
RESPONSIBLE
13
CLIMATE
14
LIFE BELOW
ENTRY
CITIES AND CONSUMPTION AND ACTION WATER
COMMUNITIES PRODUCTION
Key Initiative 2: Safety, Health & Environment Dialogue and Awareness Training
POVERTY HUNGER AND WELL-BEING EDUCATION HUNGER
From 26 to 28 September 2018, Group SHE organised a dialogue session with more than 190 SHE practitioners
across DRB-HICOM’s Group of Companies. Through the dialogue, we conducted 6 open 7 discussions 8 to get feedback
9 and 10
AFFORDABLE DECENT WORK INDUSTRY REDUCED
opinions on SHE matters, including inviting our subsidiary, PHN Industry Sdn. Bhd. to demonstrate their ‘Safety Dojo’
CLEAN WATER
AND SANITATION AND CLEAN AND ECONOMIC INNOVATION AND INEQUALITIES
ENERGY GROWTH INFRASTRUCTURE
amongst SHE practitioners, ensuring continued improvements to make DRB-HICOM a safe place to work. The dialogue
included presentation on corrective / preventive SHE-related action plans, SHE awareness training as well as providing
cardiopulmonary resuscitation (“CPR”) training to other employees in Wisma DRB-HICOM.
11 12 13 14
SUSTAINABLE RESPONSIBLE CLIMATE LIFE BELOW
CITIES AND CONSUMPTION AND ACTION WATER
COMMUNITIES PRODUCTION
15 16 17
LIFE ON PEACE JUSTICE PARTNERSHIPS
LAND AND STRONG FOR THE GOALS
INSTITUTION
1 2 3 4
NO ZERO GOOD HEALTH QUALITY
POVERTY HUNGER AND WELL-BEING EDUCATIO
The SHE team organised a safety, health and environment campaign on 24 and 25 October 2018 in Wisma DRB-HICOM.
About 10 external exhibitors participated in this two-day event providing healthcare 6
advice, free
CLEAN WATER
7
optometry
AFFORDABLE
8
check-ups
DECENT WORK
9
INDUSTRY
and fire safety awareness. One of the key events for the campaign was a blood donation
AND SANITATION
driveAND
inCLEAN
collaboration
ENERGY
with the
AND ECONOMIC
GROWTH
INNOVATION AND
INFRASTRUCTURE
National Blood Bank or Pusat Darah Negara where more than 80 DRB-HICOM employees donated their blood.
11 12 13 14
SUSTAINABLE RESPONSIBLE CLIMATE LIFE BEL
CITIES AND CONSUMPTION AND ACTION WATER
COMMUNITIES PRODUCTION
15 16 17
LIFE ON PEACE JUSTICE PARTNERSHIPS
LAND AND STRONG FOR THE GOALS
INSTITUTION
Energy Management
Key Highlights in
FY2018/19
11 22 33 44
NO
NO ZERO
ZERO GOOD
GOODHEALTH
HEALTH QUALITY
QUALITY
POVERTY
POVERTY HUNGER
HUNGER AND
ANDWELL-BEING
WELL-BEING EDUCATION
EDUCATION
66 77 88 99
1 2 3 4
AFFORDABLE
AFFORDABLE DECENT
5
DECENTWORK
WORK INDUSTRY
INDUSTRY
CLEAN
CLEANWATER
WATER
NO ZERO GOOD
AND
AND HEALTH
SANITATION
SANITATION QUALITY
AND
ANDCLEAN
CLEAN AND ZERO
ANDECONOMIC
ECONOMIC INNOVATION
INNOVATIONAND
AND
POVERTY HUNGER AND WELL-BEING EDUCATION
ENERGY
ENERGY HUNGER
GROWTH
GROWTH INFRASTRUCTURE
INFRASTRUCTURE
11 12 13 15
1514 16
16 17
17
Why It Matters
ISO 14001:2015 Certification
According to the World Resources Institute, more than
70% of global Greenhouse Gas (“GHG”) emissions are 12 DRB-HICOM subsidiaries received ISO 14001: 2015
contributed by energy sectors. It suggests that many global certification:
challenges associated with climate change we currently
face are mainly due to a rapid increase in human activities • HICOM Automotive Manufactures (Malaysia) Sdn. Bhd.
and energy consumption in our economy since the mid- • HICOM-YAMAHA Manufacturing Malaysia Sdn. Bhd.
20th century. While we acknowledge that climate change is • HICOM-Teck See Manufacturing Malaysia Sdn. Bhd.
expected to impact not only the communities we serve but • HICOM Diecastings Sdn. Bhd.
also our businesses in the long run, especially industries • PHN Industry Sdn. Bhd.
that are inherently energy-intensive, we strongly believe it • Oriental Summit Industries Sdn. Bhd.
is our responsibility to take an active role towards finding • DRB-HICOM Environmental Services Sdn. Bhd.
a sound solution towards embracing a low carbon society • Glenmarie Properties Sdn. Bhd.
for our future generation. • Composites Technology Research Malaysia Sdn. Bhd.
• HICOM HBPO Sdn. Bhd.
How We Approach It • PROTON Tanjung Malim Sdn. Bhd.
• Alam Flora Sdn. Bhd.
At DRB-HICOM, we are pleased to be entrusted with
an imperative role in contributing to the betterment
of the nation due to the Group’s strong presence with To date, PROTON has successfully implemented PROTON
more than 70 subsidiaries across various sectors in Green Initiatives Phase 1 (Energy Management System),
Malaysia. We align our energy management strategy Phase 2 (Energy Efficiency) and Phase 3 (Waste and Water
with Malaysia’s commitment to carbon reduction as Management). Notably, PROTON has commissioned
well as United Nations Sustainable Development Goals Energy Performance Contracting (“EPC”) in PROTON
(“UNSDGs”) to demonstrate our commitment towards Tanjong Malim Plant and PROTON Centre of Excellence in
energy management. This means the Group constantly January 2019.
engages with our subsidiaries to not only reduce energy
consumption through adopting industry best practices and Based on the United Nations Industrial Development
international standards but also to drive them to explore Organisation (“UNIDO”) Energy Management System Tool
new and innovative ways such as opting for renewable adopted by PROTON to monitor and evaluate its energy
energy to transform the way we manage our energy performance on monthly basis, initiatives implemented
consumption. under Phase 1 and Phase 2 have yielded up to 34% total
energy consumption reduction against the base year,
Energy Management at PROTON which is equivalent to more than RM18 million cost
savings across PROTON. Phase 3 is currently underway
PROTON has further escalated energy-related matters in PROTON Tanjung Malim Plant via the Recycled Water
as one of the material sustainability topics via its Green Initiative. Kindly refer to page 168 for more details on
Initiatives in September 2015. This has subsequently PROTON’s Phase 3 – Waste & Water Management.
fostered the launch of PROTON Green Initiatives that
drives PROTON towards reducing 40% of total energy In FY2019/20, PROTON is ready to step into the PROTON
consumption by 2020 in comparison with the base year Green Initiatives Phase 4 (Renewable Energy) with new
2015. and exciting initiatives in the pipeline. While PROTON
continuously adopts best practices in optimising energy
In January 2019, PROTON streamlined their energy performance in its manufacturing process, it plans to
reduction efforts by introducing the New Energy install a 9.75 Mega-Watt peak (“MWp”) Solar Photovoltaic
Management (“NEM”) department to spearhead and (“PV”) system as well as implement the conversion of
oversee energy reduction initiatives across all PROTON energy source from Liquefied Petroleum Gas (“LNG”) to
operations. Their Registered Electrical Energy Managers Compressed Natural Gas (“CNG”) in the PROTON Tanjong
(“REEMs”) are certified under the Energy Commission Malim Plant. It is estimated that both measures will
to achieve PROTON’s energy reduction target, in tandem generate more than RM 5.5 million energy savings once it
with PROTON’s aspiration towards becoming the leading is completed in FY2019/20.
ASEAN automotive company.
Phase 1: (2014-2015) Phase 2: (2016-2018) Phase 3: (2019-2020) Phase 4: (2018-2020) Phase 5: (2021)
Energy Management Energy Efficiency Waste & Water Management Renewable Energy Energy Digitalisation
System (AI)
Reducing Energy in PROTON’s Supply Chain As a prominent player in the Aerospace and Composites
industry in Malaysia, CTRM actively supports government
After its success in reducing energy consumption initiatives in climate change as the industry is considered
within PROTON’s operations in the past three years, inherently energy-intensive among other industries.
PROTON believes it is time to expand its aspiration to
reduce energy consumption through its upstream and CTRM’s commitment to energy management not only
downstream supply chain by assisting them towards reflects CTRM’s corporate responsibility towards the
adopting energy efficiency initiatives. environment but also subsequently reduces its overall
product costing that is highly associated with energy cost.
This year, PROTON has embarked on an energy audit
programme across its branches in Malaysia with To advocate the efficient usage of energy, CTRM established
11
the objective
NO
NO
22
to achieve
ZERO
ZERO
energy
GOOD
33
GOODHEALTH
reduction
HEALTH
44
by 5% perZERO
QUALITY
QUALITY
55
ZERO
the Energy Management Policy back in 2014. It lays the
branch. To date, we have completed energy audits in
POVERTY
POVERTY HUNGER
HUNGER AND
ANDWELL-BEING
WELL-BEING EDUCATION
EDUCATION HUNGER
HUNGER
foundation for all CTRM employees to continuously
seven branches located in Northern and Southern improve the use of energy efficiency with minimum waste
region of Peninsular Malaysia. We plan to complete and without compromising on regulatory compliance
energy audit in all branches, including branches as well as product quality for customer satisfaction. To
in East Malaysia,
66 77
by end 88 of FY2019/20. 99
Apart 1010from further demonstrate its determination in optimising its
CLEANour
CLEAN
AND
WATER PROTON
WATER
ANDSANITATION
SANITATION AND
branches,
AFFORDABLE
AFFORDABLE
ANDCLEAN
CLEAN
DECENTwe
DECENT
AND
WORK are also
WORK
ANDECONOMIC
ECONOMIC INNOVATION
in
INDUSTRY
INDUSTRY
INNOVATIONAND
AND
the midst
REDUCED of
REDUCED
INEQUALITIES
INEQUALITIES
energy management practices, CTRM has set an annual
engaging with ENERGY
ENERGY
our vendors GROWTH
GROWTH
as well as our subsidiaries
INFRASTRUCTURE
INFRASTRUCTURE
2% electricity consumption reduction target across its
to implement effective energy reduction initiatives. operations.
400
350
Kilowatt-hour (million)
356.9
6 7 8 9 10 300
324.3
AFFORDABLE DECENT WORK INDUSTRY REDUCED
314.6
CLEAN WATER
AND SANITATION AND CLEAN AND ECONOMIC INNOVATION AND INEQUALITIES
ENERGY GROWTH INFRASTRUCTURE
250
200
150
11 12 13 14
SUSTAINABLE RESPONSIBLE CLIMATE LIFE BELOW
100
CITIES AND CONSUMPTION AND ACTION WATER
COMMUNITIES PRODUCTION
50
0
FY FY FY
2016/17 2017/18 2018/19
Moving forward,
15
CTRM 16
will consistently
17
uphold its
LIFE ON
commitment to reduce
LAND
PEACE JUSTICE
its
AND STRONG
PARTNERSHIPS
environmental
FOR THE GOALS
impact by Total Electricity Consumption in DRB-HICOM
Group of Companies4
INSTITUTION
5
This is calculated via World Resources Institute GHG Protocol tool for purchased
electricity, Version 4.8.
150 50
141.2
Kilowatt-hour (million)
Kilowatt-hour (million)
45.9
45.9
120 40
44.8
119.2
115.2
90 30
60 20
11 22 33 44
NO
NO ZERO
ZERO GOOD
GOODHEALTH
HEALTH QUALITY
QUALITY
POVERTY
POVERTY HUNGER
HUNGER AND
ANDWELL-BEING
WELL-BEING EDUCATION
EDUCATION
30 10
0 0
FY FY FY FY FY FY 88
66 77 99 10
1
2016/17 2017/18 2018/19 2016/17 2017/18
CLEAN
CLEANWATER
WATER
2018/19
AFFORDABLE
AFFORDABLE DECENT
DECENTWORK
WORK INDUSTRY
INDUSTRY REDU
RED
AND
ANDSANITATION
SANITATION AND
ANDCLEAN
CLEAN AND
ANDECONOMIC
ECONOMIC INNOVATION
INNOVATIONAND
AND INEQUA
INEQU
ENERGY
ENERGY GROWTH
GROWTH INFRASTRUCTURE
INFRASTRUCTURE
11
11 12
12 13
13 14
14
SUSTAINABLE
SUSTAINABLE RESPONSIBLE
RESPONSIBLE CLIMATE
CLIMATE LIFE
LIFEBELOW
BELOW
PROTON Green Initiatives has been an integral part of the journey towards transforming PROTON into a leading Malaysia
automotive company in energy efficient production. Since 2015, PROTON has continuously invested1515its efforts and 16
16
resources 1717
into optimising energy performance across its operations. This year, PROTON has conducted several
LIFE
LIFEON
LAND
LAND
ON initiatives
PEACE
AND
ANDSTRONG
under the
PEACEJUSTICE
JUSTICE
STRONG
PARTNERSHIPS
PARTNERSHIPS
FOR
FORTHE
THEGOALS
GOALS
PROTON Green Initiatives which have resulted in more than 2.22 million kWh of energy reduction. Approximately INSTITUTION
INSTITUTION
40% of
the energy reduction is contributed by PROTON Casting Plant through maximum demand management of its induction
furnace.
PROTON Shah Alam Plant PROTON Tanjung Malim Plant PROTON Casting Plant PROTON Centre of Excellence
11
11 12
12 13
13 14
14
SUSTAINABLE
SUSTAINABLE RESPONSIBLE
RESPONSIBLE CLIMATE
CLIMATE LIFE
LIFEBELO
BELO
Beginning with awareness campaigns to promote the importance of energy conservation to its employees back in 2016,
CTRM’s energy reduction initiatives are now focused on improving energy efficiency and will move1515forward to the 16 adoption17
16 17
of renewable energy in the near future. Four main energy reduction initiatives were conducted LIFE
LAND
in
LIFEON
LAND
ON
FY2018/19,
PEACE
AND
ANDSTRONG
STRONG
resulting
PEACEJUSTICE
JUSTICE PARTNERSHIPS
PARTNERSHIPS
FOR
FORTHE
THEGOALS
GOALS
in up to 2.16 million kWh (equivalent to RM1.5 million cost value) energy reduction. For example, CTRM’s Building
INSTITUTION
INSTITUTION
2 now
uses a more energy efficient air compressor, replacing two old air compressors which had a utilisation rate of 58%. This
has effectively halved the equipment’s energy consumption as compared to the previous compressors.
11 22 33 44
Initiative Reduced Energy (kWh) NO
NO
POVERTY
POVERTY
ZERO
ZERO
HUNGER
HUNGER
GOOD
AND
GOODHEALTH
HEALTH
ANDWELL-BEING
WELL-BEING
QUALITY
QUALITY
EDUCATION
EDUCATION
11
11 12
12 13
13 14
14
Initiatives in FY2018/19
COMMUNITIES
COMMUNITIES PRODUCTION
PRODUCTION
The Group has taken steps to reduce energy consumption at the DRB-HICOM Head Office - Wisma 15
15 DRB-HICOM.16
16 With1717
LIFE
LIFEON
ON PEACE
PEACEJUSTICE
JUSTICE PARTNERSHIPS
PARTNERSHIPS
the assistance of DRB-HICOM Environmental Services Sdn. Bhd. (“DHES”) followed by an energy LAND
LAND audit AND
bySTRONG
AND GreenTech
STRONG
INSTITUTION
INSTITUTION
FOR
FORTHE
THEGOALS
GOALS
Malaysia6, the Group decided to replace the 23-year old chillers in the building with three new energy saving chillers. To
date, one new chiller has already been installed and operating since February 2019 while the other two chillers will be
installed by end of July 2019.
6
The Malaysian Green Technology Corporation (“GreenTech Malaysia”) is an organisation established in 2010 under the purview of the Ministry of Energy, Science,
Technology, Environment & Climate Change. It is charged with catalysing green technology deployment as a strategic engine for socio-economic growth in Malaysia in
line with the National Green Technology Policy 2009.
Waste Management
Key Highlights in
FY2018/19
6 7 8 9 10
111 222 333 444 555
CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY REDUCED
NO
NO
NO
AND SANITATION ANDZERO
ZERO
ZERO
CLEAN GOOD
GOOD
ANDGOOD
HEALTH
HEALTH
HEALTH
ECONOMIC QUALITY
QUALITY
QUALITY
INNOVATION AND ZERO
ZERO
ZERO
INEQUALITIE
POVERTY
POVERTY
POVERTY HUNGER
HUNGER
HUNGER
ENERGY AND
AND
ANDWELL-BEING
WELL-BEING
WELL-BEING
GROWTH EDUCATION
EDUCATION
EDUCATION
INFRASTRUCTURE HUNGER
HUNGER
HUNGE
11 15
15
15
12 16
16
16
13 17
17
17
14
Why It Matters As this is the first year of reporting our head office’s
waste production, we will consider this year’s (FY2018/19)
DRB-HICOM, through its subsidiary Alam Flora Sdn. disclosed data as the baseline for our future reports and
Bhd. (“Alam Flora”), has established itself as one of the will subsequently include waste production data of other
key players in the waste management sector in Malaysia. subsidiaries in the future.
Proper waste management is essential to develop
a nationwide long-term strategy for environmental Type of waste Amount of waste (kilogram)
protection. We believe it is our responsibility to contribute
to this agenda and help promote initiatives in line with the Paper 3,142
national target of ‘22% recycling rate in 2020’ as embodied Cardboard 128
in Malaysia’s Green Technology Master Plan.
Plastic 33
This target has been actively promoted and implemented by
the Ministry of Energy, Science, Technology, Environment Waste Production in Wisma DRB-HICOM in FY2018/19
and Climate Change (“MESTECC”). We have started
promoting the use of state-of-the-art waste management It is our commitment to continually improve our waste
practices within the Group, and hope to eventually bring management performance through initiatives such as
these efforts to the public by collaborating with the local PROTON Recycled Water Initiative at its Tanjong Malim
communities. Plant. As part of PROTON Green Initiatives, PROTON
recycles wastewater from the plant back into its
manufacturing process, resulting in significant reduction
How We Approach It in water consumption. We are always looking for ways1
to adopt best practices and make progress in our waste
NO
POVERTY
to ensure proper collection and disposal of the waste Recycled Water Initiative in ENERGY
At DRB-HICOM, we have established a Green Procurement Apart from significant water savings generated by
Policy and encourage all our subsidiaries to conduct the adoption of dry scrubber tools in its paint shop,11
procurement in a resource-efficient manner. The Policy the PROTON Tanjong Malim Plant has implemented SUSTAINABLE
CITIES AND CO
provides guidance to conduct purchasing and contracting recycled water initiative since 2017 to channel COMMUNITIES
activities by preferably selecting and purchasing goods, wastewater discharge from the plant back to its
services and processes, which utilise reusable, recyclable manufacturing process.
materials with minimal packaging.
Over the past two years, PROTON Tanjong Malim plant 15
has reused over 153,000 m3 recycled water, averaging LIFE ON
LAND
7
This is dated from January 2017 to December 2018.
Alam Flora is one of the leading environmental management companies in Malaysia. They are dedicated to help the
environment by providing innovative solutions for waste minimisation and management in the community.
Through Alam Flora together with its fully-owned subsidiary, DHES, DRB-HICOM is contributing towards shaping
consumer behaviour to adopt and move towards advanced waste management practices in their day-to-day habits. The
following five key initiatives demonstrate our efforts and progress in the area for the current financial year.
1 11 2 22 3 33 4 44
NONO
NO ZERO
ZERO
ZERO GOOD
GOOD
GOOD
HEALTH
HEALTH
HEALTH QUALITY
QUALITY
QUALITY
POVERTY
POVERTY
POVERTY HUNGER
HUNGER
HUNGER AND
AND
AND
WELL-BEING
WELL-BEING
WELL-BEING EDUCATION
EDUCATION
EDUCATION
6 66 7 77 8 88 9 99 10
CLEAN
CLEAN
CLEAN
WATER
WATER
WATER AFFORDABLE
AFFORDABLE
AFFORDABLE DECENT
DECENT
DECENT
WORK
WORK
WORK INDUSTRY
INDUSTRY
INDUSTRY REDU
RED
RE
AND
AND
AND
SANITATION
SANITATION
SANITATION AND
AND
AND
CLEAN
CLEAN
CLEAN AND
AND
AND
ECONOMIC
ECONOMIC
ECONOMIC INNOVATION
INNOVATION
INNOVATION
AND
AND
AND INEQUA
INEQU
INEQ
ENERGY
ENERGY
ENERGY GROWTH
GROWTH
GROWTH INFRASTRUCTURE
INFRASTRUCTURE
INFRASTRUCTURE
1111
11 1212
12 1313
13 1414
14
SUSTAINABLE
SUSTAINABLE
SUSTAINABLE RESPONSIBLE
RESPONSIBLE
RESPONSIBLE CLIMATE
CLIMATE
CLIMATE LIFE
LIFE
LIFE
BELOW
BELOW
BELOW
1111
11 1212
12 1313
13 1414
14
SUSTAINABLE
SUSTAINABLE
SUSTAINABLE RESPONSIBLE
RESPONSIBLE
RESPONSIBLE CLIMATE
CLIMATE
CLIMATE LIFE
LIFE
LIFE
BELO
BEL
B
Since 2004, Alam Flora has built eight Buy Back Centres
(“BBCs”) located around Kuala Lumpur, Putrajaya and 1515
15 1616
16 1717
17
Cyberjaya, which functions as a one-stop platform for LIFE
LIFE
LIFE
LAND
ONON
LAND
ON
LAND
PEACE
PEACE
PEACE
AND
AND
AND
JUSTICE
JUSTICE
JUSTICE
STRONG
STRONG
STRONG
PARTNERSHIPS
PARTNERSHIPS
FOR
PARTNERSHIPS
FOR
FOR
THE
THE
THE
GOALS
GOALS
GOALS
the public to sell used items such as paper, iron scrap, INSTITUTION
INSTITUTION
INSTITUTION
SUSTAINABILITY REPORT
ENERGY
ENERGY
ENERGY
COMMUNITIES GROWTH
GROWTH
GROWTH
PRODUCTION INFRASTRUCTURE
INFRASTRUCTURE
INFRASTRUCTURE
and 18 were set up with the aim of collecting food waste INSTITUTION
INSTITUTION
INSTITUTION
15 16
LIFE ON PEACE JUSTICE
LAND AND STRONG
INSTITUTION
Human Capital
Key Highlights in
FY2018/19
100%
5,157 employee performance appraisal in
number of training the Group
programmes conducted
3
Invested people with disabilies were employed
> RM 17 million within the Group as of 31 March 2019
on training programmes
1 2 3 4 5
NO ZERO GOOD HEALTH QUALITY ZERO
POVERTY HUNGER AND WELL-BEING EDUCATION HUNGER
Workforce by Workforce by
Category Age Group
82.0%
3.7%
13.3% 1.0% 19.8%
10.0%
37.6% 32.6%
Workforce by Women in
Gender Management
80%
20%
37.2%
Male Male
Female Female
62.8%
4.3%
2.6%
1.4%
1.4%
Malay Local
Other Foreigners/expatriates
Indian
Chinese
Why It Matters
Businesses today are more complex than before as the need to build highly engaged workforce becomes an essential part
of the business strategy. Having a unique and diverse workplace is a business imperative that helps DRB-HICOM attract
and retain the brightest and most talented individuals.
Our people are simply the most valued resource we have. We recognise the important role they play in our current success
and long-term growth. We are committed to empowering them to succeed by investing in their personal and professional
development, creating safe and healthy work environments that are also free of harassment, discrimination or prejudice
of any form and never wavering from our responsibility to treat them with respect and dignity.
How We Approach It
At DRB-HICOM, Group Human Capital Division is accountable to not only attract and recruit talent, but also manage
learning and development, build a leadership pipeline and create an environment that embraces diversity and inclusion.
Central to our Human Capital practices are policies, procedures and strategies aligned to internationally recognised
best practices. Our Group Human Capital Winning Workforce Strategy underlines the 2020 aspiration, which is ‘To be a
Preferred Employer with High Performance Culture through effective Employee Value Proposition (“EVP”) initiatives’ to ensure
our employees are engaged and empowered to share in our success.
We continuously invest in our employees to keep them informed of new industry trends and to develop a workforce with
varied skills required across our diverse operations. In the reporting year, our investment expenditures increased to
approximately RM17 million with more than 5,000 training programmes conducted. This resulted in a 28% increase of
training programmes participation by our employees as compared to FY2017/18.
We measure the success of our Human Capital practices with the help of various platforms which include but not
limited to Employee Engagement and Cultural Survey, Internal Customer Satisfaction Index and feedback forms that we
received after every employee engagement event. We utilise these platforms to track, evaluate and report the results
to management on a regular basis. The results are later provided to operating companies to review and address any
opportunities for improvement.
4
QUALITY
The onboarding framework is a collaborative initiative between Human Capital Division at the subsidiary level and the
Group Human Capital Division. For FY2018/19, the Group Human Capital Division has recruited a total of 113 new hires
across the Group with five sessions of onboarding programmes.
Recruitment & Hiring Orientation New Hires Boot Camp Confirmation Continuous Learning
Process
2.5-day Session
Create Employer Brand Nail the Details New hires are introduced
to DRB HICOM’s Group Individual
Present basic Individual Assessment Development
Provide ample of companies and our
information in an Plan
informaton about products. Includes fun • Right fit to the job
easy-to-digest fashion:
workplace and culture activities with new • Competency
that add up to a sense of • Competency based
in the DRB-HICOM’s hires to kickstart assessment
comfort and familiarity learning
website the relationships that
one has in a workplace
(careers section) help keep employees
engaged in thier jobs
PIC: Subsidiary PIC: Subsidiary PIC: Group PIC: Subsidiary PIC: Subsidiary
Human Capital Division
One of the Group Human Capital’s talent management main strategic objectives is developing DRB-HICOM’s talent pool
across all levels. Through a structured talent development programme, we are able to develop and upskill our employees
in order to explore their potential talent. This is to ensure that we have adequate and competent talent to meet DRB-
HICOM’s current and future requirements. To date, we have a total of 396 employees across the Group who have attended
our talent development programmes.
One of the key strategic objectives of talent management is to enhance and develop an integrated talent management
framework. The objective of the enhanced framework is to create an integrated process for managing people, which
allows organisation to rapidly, and effectively respond to business needs. With such an integrated programme we will
have processes in place to identify the right people at the right place at the right time to do the right things and get the
right results.
• Modular
ATTRACT & ASSESS Programmes for
SELECT (PMS) all levels
CORE DEVELOPMENT PATHWAY • Competency
Assessment
6 7 8 9 10
Collaboration
CLEAN WATER
AND SANITATION
with DRB-HICOM
AFFORDABLE
AND CLEAN
DECENT WORK
AND ECONOMIC
University
INDUSTRY
INNOVATION AND
of REDUCED
INEQUALITIES
DRB-HICOM COMMUNITIES
University. PRODUCTION
At DRB-HICOM, our engagement strategies are based on the five pillars of our strategic Employee Value Proposition
(“EVP”) framework. Our aim is to ensure we create inclusive, unique and compelling place to work and grow for all. The
five pillars of EVP below demonstrate our values and commitment in creating a strong brand for our employees and
future talents. for Better Parenting
2020 ASPIRATION
To be a Preferred Employer with High Performance Culture through effective EVP initiatives
KEY ENABLES
Five Employee Value Proposition Pillars of DRB-HICOM
DRB-HICOM MARQUE DRB-HICOM NURTURES DRB-HICOM EXCELLENCE
The acknowledgement of awards for A scaled list of development To provide with special facilities
outstanding contributions of programmes that offers which helps our employees
achievement in line with employees to enhance their maintain a work-life balance and
DRB-HICOM’s mission competencies and creating a provide accessibility with quality.
and vision. learning culture organisation.
Effective Care
Rewards Programmes
Local Communities
61 72 83 94 105
6 7 8 9 10
CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY REDUCED
Performance Appraisals
In DRB-HICOM, performance management is the process of creating a work environment in which employees are able
to perform to the best of their abilities. Using our in-house Human Resource Management System (“HRMS”) that is
accessible by all employees, we have established a flexible and transparent performance management process that is
based on the competencies required by the employees’ job scope as well as the objectives of the Group. The performance
appraisal process is supplemented by frequent feedback and coaching from each employee’s supervisor.
1
K
Direction on KPIs setting from C PI P
Group Management Committee an asc LA
Un d K ade NN
it/ PI st IN
Di s a ra G
vis t te
io Bu gic
n si o
le ne bj
ve s ec
l s tiv
5
e
REWARD 2
PERFORMANCE
Approval for
performance
ac and
g
rewards, hin
ce ack
payment of bonus
b
and increment
co
pe nitor IEW
rm eed
V
rfo , f
an
Mo I RE
4
KP
PERFORMANCE
EVALUATION
3
Year end performance
appraisal
In FY2018/19, the performance of every employee in the Group was appraised. Compensation and recognition are awarded
based on their contributions and KPI achievements.
DRB-HICOM values engaged and empowered workforce that contributes to improving our operations and as such we
foster open dialogue and genuine collaboration with our employees. We engage with civil society organisations and other
stakeholders to define and implement best practices. We respect our employees’ fundamental rights to form or join any
organisation, association or union in collective bargaining. In FY2018/19, none of our operations were identified to be at
risk to our employees.
25 30
Subsidiaries Collective
with Unions Agreements
(“CA”)
25,128 29
Union Unions
Members
We believe that consistent employer branding allows us to showcase our value proposition, which leads to greater visibility
in the public, resulting in more potential talents to join our Group and inspire more talents to grow with us.
In FY2018/19, the Group Human Capital Division participated in six different Human Resources (“HR”) related awards
and won all participated awards. In view of our employer branding strategies, it is important to continue maintaining the
momentum, which will shape our future and contribution towards our company’s success.
For more details on the awards won and received, please refer to our Awards and Recognition section on page 148.
Corporate Responsibility
Key Highlights in
FY2018/19
100 2,672
Corporate Responsibility events total volunteering hours
>11,000
by Sahabat DRB-HICOM
1 2 3 4
NO ZERO GOOD HEALTH QUALITY
POVERTY HUNGER AND WELL-BEING EDUCATION H
6 7 8 9 10
1 2 3 1 4 2 53 4
CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY REDUCED
NO ZERO
AND SANITATION GOOD HEALTH
NO
AND CLEAN QUALITY
AND ZERO
ECONOMIC ZERO
GOOD HEALTH
INNOVATION AND QUALITY
INEQUALITIES
POVERTY HUNGER AND ENERGY
WELL-BEING
POVERTY EDUCATION
HUNGER
GROWTH ANDHUNGER
WELL-BEING
INFRASTRUCTURE EDUCATION
6 7 118 6 129 7 10 8
13 14 9
1 2
AFFORDABLE DECENT 3 4 5
CLEAN WATER CLEANWORK
WATER
SUSTAINABLE INDUSTRY
AFFORDABLE
RESPONSIBLE REDUCED
DECENT WORK
CLIMATE LIFEINDUSTRY
BELOW
NO
AND SANITATION AND CLEAN
ZERO AND
ANDECONOMIC
GOOD
CITIES HEALTH
SANITATION
AND INNOVATION
CONSUMPTION AND
QUALITY
AND CLEAN
AND INEQUALITIES
AND ZERO
ECONOMIC
ACTION INNOVATION
WATER AND I
POVERTY ENERGY
HUNGER GROWTH
AND WELL-BEING
COMMUNITIES INFRASTRUCTURE
EDUCATION
ENERGY
PRODUCTION HUNGER
GROWTH INFRASTRUCTURE
Sahabat DRB-HICOM
volunteers are all11smiles
1 222 6 333 11 7 444 12 8 555 1513119 1412
16 10 17 13 14
in front of the mosque
NO
NO
NO
POVERTY
POVERTY
POVERTY
that ZERO
ZERO
ZERO
HUNGER
HUNGER
HUNGER
GOOD
AND
GOOD
AND
AND
GOOD
CLEAN
AND
HEALTH
HEALTH
HEALTH
WATER SUSTAINABLE
AFFORDABLE
WELL-BEING CITIES
WELL-BEING
WELL-BEING
SANITATION AND
QUALITY
QUALITY
QUALITY
AND
CLEAN
EDUCATION
EDUCATION
EDUCATION
RESPONSIBLE
DECENTZERO
CONSUMPTION
WORK
ZERO
ZERO
AND
AND ECONOMIC
HUNGER
HUNGER
HUNGER
CLIMATE
LIFEINDUSTRY
ON
SUSTAINABLE
ACTIONAND AND
INNOVATION
LAND
CITIES
LIFE
PEACE BELOW
REDUCED
JUSTICE
RESPONSIBLE
WATER
ANDINEQUALITIES
STRONG AND
CONSUMPTION
PARTNERSHIPS
CLIMATE
FOR THEACTION
GOALS
LIFE BELOW
WATER
they helped rebuild during COMMUNITIES
ENERGY PRODUCTION
GROWTH INFRASTRUCTURE
COMMUNITIES INSTITUTION
PRODUCTION
a humanitarian mission in
Palu, Indonesia.
How We Approach It 8
6 7 9 10
1 2 3 4 5
CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY REDUCED
15 16
11 1712 13 14
DRB-HICOM Support in 61
CLEAN NO
72
AFFORDABLE
ZERO
15 83
DECENT
GOOD WORK
ONHEALTH
161194
SUSTAINABLE
INDUSTRY
QUALITY
1712
105
RESPONSIBLE
REDUCED
ZERO
13
CLIMATE
14
LIFE BELOW
Enhancing Mushroom
WATER LIFE PEACE JUSTICE PARTNERSHIPS
POVERTY
AND SANITATION AND CLEAN
HUNGER AND
LANDECONOMIC
WELL-BEING AND CITIES ANDAND
INNOVATION
EDUCATION
STRONG CONSUMPTION
FOR GOALSAND
INEQUALITIES
THEHUNGER ACTION WATER
ENERGY GROWTH COMMUNITIES
INFRASTRUCTURE
INSTITUTION PRODUCTION
The project was coordinated by the Woman Mushroom Farmer Group and
supported by the Woman Syariah Cooperative. The project had resulted in
11 12 13 14
significant outcomes as SUSTAINABLE
follows: 15
RESPONSIBLE
16
CLIMATE
17
LIFE BELOW
LIFE ON PEACEACTION
JUSTICE PARTNERSHIPS
a) Increased bag logs production by 1,800 unit per day;
CITIES AND CONSUMPTION AND WATER
COMMUNITIES LAND
PRODUCTION AND STRONG FOR THE GOALS
INSTITUTION
b) Additional production of 2–5 kg fresh mushroom per day; and
c) Trained community volunteers in community mobilisations and financial
management of Syariah microfinance.
15 16 17
This was achieved with the reconstruction
LIFE ON of the
PEACE main infrastructure
JUSTICE PARTNERSHIPS in the form
of an incubation house, a mushroom production
INSTITUTION house and the establishment
LAND AND STRONG FOR THE GOALS
In conjunction with the Chinese New Year festivities, At the event, guests were briefed on DRB-HICOM’s
Sahabat DRB-HICOM took the opportunity to celebrate with ‘Train The 6
Trainer’ AFFORDABLE
CLEAN WATER
sponsorship
7
programme
8
DECENT WORK
for
9
INDUSTRY
the staff 10
REDUCED
the Special Children Society of Ampang (“SCSOA”) on 25 of SCSOA. In this AND
AND SANITATION
programme,
CLEAN
ENERGY
selectedINFRASTRUCTURE
AND ECONOMIC
GROWTH
teachers and
INNOVATION AND INEQUALITIES
February 2019. There are currently 72 students at SCSOA educators of SCSOA will be taught how to further enhance
with various degrees of Asperger Syndrome, Attention their knowledge in suitable teaching methods for the
Deficit Hyperactivity Disorder (“ADHD”) and Autism. children. The students were also entertained by Yaya the
Clown with many other activities, including magic tricks
and games. SUSTAINABLE11 12
RESPONSIBLE
13
CLIMATE
14
LIFE BELOW
CITIES AND CONSUMPTION AND ACTION WATER
COMMUNITIES PRODUCTION
15 16 17
LIFE ON PEACE JUSTICE PARTNERSHIPS
LAND AND STRONG FOR THE GOALS
INSTITUTION
1 2 3 4
Kampung by CTRM
15 16 17
LIFE ON PEACE JUSTICE PARTNERSHIPS
LAND AND STRONG FOR THE GOALS
INSTITUTION
1 2 3 4 5
Deepavali Celebration with
NO ZERO GOOD HEALTH QUALITY ZERO
Port Dickson
11 12 13 14
SUSTAINABLE RESPONSIBLE CLIMATE LIFE BELOW
CITIES AND CONSUMPTION AND ACTION WATER 1 2 3 4
COMMUNITIES PRODUCTION
15 16 17
LIFE ON
LAND
PEACE JUSTICE
AND STRONG
PARTNERSHIPS
Organised by the School
FOR THE GOALS
6 of Foundation 7 and Interdisciplinary
8 9 10
15 16 17
LIFE ON PEACE JUSTICE PARTNERSHIPS
LAND AND STRONG FOR THE GOALS
INSTITUTION
1 2 3 4 5
6 7 8 9 10
‘Program
CLEANEksplorasi
WATER
AND SANITATION
Akademik’AND
AFFORDABLE
AND CLEAN
2018
DECENT WORK is a 3-day
ECONOMIC
INDUSTRY 2-night
INNOVATION AND
REDUCED
INEQUALITIES
academic trip for 80 Standard GROWTH
ENERGY
Six students from Pos
INFRASTRUCTURE
1 2 3 4 5
1 2 3 4 5
NO ZERO GOOD HEALTH QUALITY ZERO
POVERTY HUNGER AND WELL-BEING EDUCATION HUNGER
As part of initiatives to nurture skill, capabilities and knowledge of the young, PROTON organised year-long engagement
programmes with students from local universities. Through this programme, 6 a Vehicle
7
AFFORDABLE
Safety 8
Awareness
DECENT WORK
9 Talk was 10
INDUSTRY REDUCED
CLEAN WATER
conducted by key engineers. They were given an opportunity to test drive PROTON vehicles
AND SANITATION AND CLEAN
ENERGY
accompanied
AND ECONOMIC
GROWTH
by engineers
INNOVATION AND
INFRASTRUCTURE
to
INEQUALITIES
experience the functions and quality of the automotive parts and components.
11 12 13 14
DRB-HICOM’s Movie Night - Pulang
SUSTAINABLE
CITIES AND
RESPONSIBLE
CONSUMPTION AND
CLIMATE
ACTION
LIFE BELOW
WATER
COMMUNITIES PRODUCTION
6 7 8 9 10
CLEAN WATER AFFORDABLE DECENT WORK INDUSTRY REDUCED
AND SANITATION AND CLEAN AND ECONOMIC INNOVATION AND INEQUALITIES
ENERGY GROWTH INFRASTRUCTURE
11 12 13 14