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DRB-HICOM Annual Report
BERHAD 2018
Services
Sector
Under DRB-HICOM’s Services Sector, we offer postal and logistics services, as
well as vehicle inspection, waste management, environmental services and
banking. Our education arm, meanwhile, comprises DRB-HICOM University of
Automotive Malaysia, the only tertiary institution in the region that is built by
the industry, for the industry with a focus towards automotive engineering.
POSTAL AND LOGISTICS
POS MALAYSIA BERHAD (POS MALAYSIA)
Pos Malaysia is the national postal organisation which, agents, 95 Pos Laju outlets and 35 Pos Laju kiosks
today, is transforming into an end-to-end logistics services nationwide. A total of 14 new Pos Laju outlets and kiosks
provider. With a history of more than 200 years, it has were opened while 120 new self-service terminals (EziBox
over 3,700 touchpoints nationwide, and Pos Malaysia’s parcel locker stations and EziDrop terminals) were installed
reach extends from major cities to the most remote rural at high footfall areas for added customer convenience. This
areas. Its complete distribution network supports a suite brought the total number of self-service terminals to 210.
of e-Commerce solutions, from last mile delivery to
warehousing, logistics up to fulfilment operations.
Included in the vast network are 691 post offices and
95 Pos Laju outlets as well as the first and last mile
capabilities of its subsidiaries - Pos Aviation Sdn. Bhd.
("Pos Aviation"), Pos Air Cargo Express Sdn. Bhd. ("Pos ACE")
and Pos Logistics Berhad ("Pos Logistics"). Its services
are categorised broadly into Courier, Express and Parcel
("CEP"), Postal Services, International Business, Aviation,
Logistics and Others.
In FY2017/18, Pos Malaysia’s revenue increased by 18.7%
to RM2.5 billion, driven mainly by CEP business growth
and the inclusion of full-year revenues from Pos Aviation
and Pos Logistics (as compared to six months’ revenue in
FY2016/17). Although higher operating costs resulted in a
8.7% decline in PBT to RM117.3 million, the Group’s profit
after tax increased by 14.1% to RM93.3 million as a result
of a tax incentive for the Pos Aviation Group.
The CEP business – under the Pos Laju brand – dominates
about 40% of the domestic market with the widest network
coverage and largest courier fleet. During the financial year,
Pos Malaysia delivered 30% more courier items than the
previous year through its 691 post offices, 162 appointed
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In view of growing e-Commerce, Pos Malaysia is upgrading Revenue from postal services continued to decline as a
the automated processing capacity of its Integrated Parcel result of decreasing mail volume and lower commissions
Centre ("IPC") in Shah Alam from 112,000 items per day from the retail business. In mitigation, Pos Malaysia plans to
to 300,000 items per day. The upgrade is expected to be expand its e-presentment solutions offered by subsidiary,
completed by August 2018. Meanwhile a second IPC is DataPos, to customers migrating from physical statements
being developed in the Kuala Lumpur International Airport to digital ones. It will also promote registered mail and
(KLIA) area; and once fully operational, will double Pos Flexi-Pack products for lower value e-Commerce items that
Malaysia’s processing capacity. do not need express last-mile delivery. In addition, it plans
to relocate as many Pos Malaysia outlets as possible into
Further enhancing its CEP services, Pos Malaysia launched shopping malls to increase the retail element of its postal
a number of new products. These included EziFulfilment – services such as bill payments, road tax and driving license
providing end-to-end e-Commerce services to SMEs; Cash- renewals.
on-Delivery ("COD") and Credit Card-on-Delivery ("CCOD")
– allowing customers to order items online and pay on The International Business consists mainly of the
delivery; and Xpres Drop, an enhanced and rebranded Pos transhipment of e-Commerce items, mainly originating
Express Service offering affordable courier service to micro from China, through the postal network. To enhance this
entrepreneurs. Additionally, customers can now purchase business, Pos Malaysia is placing greater efforts to widen
Pos Laju Shield insurance, provided in collaboration with its customer base, with a focus on offering more options to
Zurich Takaful, to cover valuable items delivered using Pos meet the e-Commerce needs of those dealing with higher
Laju. value e-Commerce items.
Two key businesses under Pos Malaysia’s Other Services
are the one-stop Pos Ar-Rahnu Sdn. Bhd. ("Pos Ar-Rahnu")
gold centres and digital certification provided by Pos
Digicert Sdn. Bhd. ("Pos Digicert"). Pos Ar-Rahnu currently
operates 78 outlets and plans to add another seven in the
current financial year, while Pos Digicert is developing new
products and services to add to its stable of offerings.
Pos Aviation Sdn. Bhd. ("Pos Aviation"), a wholly-owned
subsidiary of Pos Malaysia, is a licensed independent
ground handler offering a comprehensive range of services
including inflight catering, aircraft maintenance and
engineering, ground handling and air-cargo handling.
Its revenue increased from RM135.19 million (for six
months in FY2016/17) to RM275.2 million for the full
FY2017/18. On a prorated basis, the aviation business
registered a modest 1.9% decline in revenue. Although
the air cargo handling business more than doubled due
to higher volume, this was offset by lower revenue from
inflight catering and ground handling as competitors
gained market share.
To improve its value proposition, Pos Aviation is enhancing
its customer relationship management through Key
Account Management. It is also implementing various IT
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DRB-HICOM Annual Report
BERHAD 2018
platforms for integrated resource management and cargo
handling. In addition, Pos Aviation is looking to outsource
the management of aircraft handling equipment and to
introduce mobile apps for passenger-based services such
as flight check-in and mishandled baggage.
Pos Logistics, also a wholly-owned subsidiary, offers
general logistics, automotive logistics, project logistics,
freight management, e-Commerce logistics, marine logistics
and supply chain solutions. It’s revenue increased from
RM188.7 million (for six months in FY2016/17) to RM424.7
million for the full financial year under review. Strong
revenue growth was seen in the second half of FY2017/18
mainly due to the project logistics business serving the
Refinery and Petroleum Integrated Development ("RAPID")
project in Johor and coal transportation services for TNB
incinerator, MRF and transfer station, Cleansing Services,
Fuel Sdn. Bhd.
Green and Energy Sustainability Consultancy Services,
Waste Water Treatment Services, Recycling and Collection
Going forward, Pos Logistics will focus on rationalisation
of Industrial Scrap Services through its wholly-owned
and optimisation of warehouse space, entering the bulk
subsidiary, DRB-HICOM Environmental Services Sdn. Bhd.
commodity (raw sugar, etc.) transport sector, and the
("DHES").
expansion of e-commerce logistics services to enhance the
sustainability of the Group’s logistics business.
Along with continuous expansion in services offered and
conscientious efforts to operate efficiently at optimum cost,
CONCESSIONAIRES
Alam Flora has seen both its revenue and profit increase
steadily over the years. In FY2017/18, revenue grew by
ALAM FLORA SDN. BHD. ("ALAM FLORA")
9.0% to RM812.96 million, helping to boost PBZT by 5.6%
to RM99.66 million. Operational and cost efficiencies have
Alam Flora provides solid waste and public cleansing
been enhanced through the mechanisation and automation
services in Kuala Lumpur, Putrajaya and Pahang under a
of a growing number of functions via strategic investments
22-year concession agreement with the Government of
in the best technologies and innovation.
Malaysia until 31 August 2033. Outside of this concession,
it extends Integrated Facilities and Assets Management
Driven by an overriding motive to always offer value-added
Services, Waste Facility Management such as landfill,
services, this year the company adopted an integrated
monitoring system – MFlora – that combines the Supervisor
Monitoring System with the Vehicle Monitoring System and
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DRB-HICOM Annual Report
BERHAD 2018
Customer Relations Management. With MFlora, Alam Flora is
able to schedule collection services, plan effective routes,
ensure the availability of suitable vehicles, equipment and
manpower as well as organise collection methods – all
under one platform.
Meanwhile, DHES has its own strategic roadmap to keep
enhancing its services and grow its business. Targets set for
the current financial year include:
• Diversification into waste processes & solutions
• Expansion of integrated facilities management
• Diversification and expansion into downstream waste
management
• Technology innovation & value-added services
• Expansion of business via acquisitions & joint
ventures
PUSPAKOM SDN. BHD. ("PUSPAKOM")
PUSPAKOM has for the last two decades been undertaking online appointment and payment system that guarantees
all mandatory inspections of commercial and public service time within 60 minutes; and a Queue Management
vehicles in Malaysia to ensure they are roadworthy and System ("QMS") to shorten the waiting time of walk-in
safe. In addition, it provides inspection services for hire- customers.
purchase financing, ownership transfer and the registration
of imported vehicles under its suite of offerings for private In terms of service quality, PUSPAKOM extended the use
vehicles. of tablets in the inspection process to all inspection
centres and mobile teams, thus eliminating human errors
The lower TIV in FY2017/18 was reflected in a slight and increasing the integrity of its inspection activities. It
contraction of PUSPAKOM’s mobile services and Hire has also created a digital link between its off-site centres
Purchase Inspection ("HPI"), leading to a 0.9% drop in the to a Centralised Monitoring Centre ("CMC") for greater
company’s revenue to RM140.13 million. Meanwhile, higher control and oversight. This has been complemented by an
operating costs in the face of inflationary pressure and upgraded Computerized Automated Vehicles Inspection
impact from new terms in a renewed Collective Agreement IT System ("CAVIS"), strengthening the integrity of its
contributed to a 44.2% decrease in PBZT to RM8.12 million. inspection data. PUSPAKOM’s e-Management Dashboard
("PMD"), meanwhile, has been enhanced to enable real-
Motivated by the need to expand its business to maintain time performance monitoring.
both top and bottom lines, the year saw PUSPAKOM launch
insurance sales and renewal services, with imminent plans Going forward, PUSPAKOM expects revenue to increase
to extend into related services such as road tax renewal. once e-hailing ride laws are gazetted in the second half
The idea is to offer a “One-Stop Centre” for added customer of 2018 which will see more vehicles mandated for
convenience. roadworthiness checks. At the same time, it intends to grow
its door-to-door mobile inspection service, reaching out to
Customers have always been given priority at PUSPAKOM, untapped markets to optimise its current mobile service
and various initiatives have been implemented to enhance capacity. It is also set to ramp up promotions of voluntary
their experience. This led to the launch of MyPUSPAKOM, an vehicle inspections, and will continue to look for ways to
keep improving its service delivery.
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OTHER SERVICES Moving into FY2018/19, Bank Muamalat has embarked on a
Five-Year Strategic Business Plan with the aim of delivering
BANK MUAMALAT MALAYSIA BERHAD sustainable performance. The plan focuses on five main
("BANK MUAMALAT") objectives, namely: harnessing digital technologies,
becoming the preferred investment solutions provider, to
Bank Muamalat provides Islamic banking services out of a be the banker of choice for each localised community, to
network of 63 branches nationwide. With total assets of be recognised as a socially responsible bank, and to excel
RM24.0 billion, it is the eighth largest Islamic bank in the further in the area of customer service.
country.
The year has begun on a positive note, with Bank Muamalat’s
The bank’s performance during the financial year under appointment by Permodalan Nasional Berhad to be an
review saw it maintain its revenue at RM1.2 billion while Amanah Saham Nasional Berhad agent.
growing its PBT by 34.7% year-on-year to RM229.7 million,
mainly as a result of concentrated efforts to enhance its Underlining all its activities, Bank Muamalat will continue to
asset quality. This led to a decrease in non-performing enhance its efficiencies, particularly in cost rationalisation
financing ("NPF") ratio from 2.31% to 1.92%. Bank and asset quality improvement in order to drive better
Muamalat also charted improved allowance for impairment financial performance.
on financing as the it recorded a total write back of RM55.4
million as compared to a net provision of RM81.3 million in
the preceding year.
Gross financing stood at RM14.9 billion while total deposits
grew to RM20.2 billion, equivalent to 1.3% growth from a
year ago. Meanwhile, the Bank’s capital remained strong,
reflected by the improvement in risk weighted capital ratio
to 18.4% from 16.7% a year ago.
In line with its commitment to socially responsible banking,
in December, Bank Muamalat achieved a milestone by
becoming the first Islamic bank to be accepted as a member
of the Global Alliance for Banking on Values ("GABV"). This
further strengthens its resolve to help uplift the socio-
economic well-being of the customer segments it serves,
and to focus on sustainable companies that have positive
social, environmental and cultural impacts.
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DRB-HICOM UNIVERSITY OF AUTOMOTIVE of the Center for Academic and Curriculum Transformation
MALAYSIA ("DRB-HICOM UNIVERSITY") ("CACT"). As a further incentive to attract more students,
DRB-HICOM University has set aside close to RM52 million
DRB-HICOM University, located within DRB-HICOM’s for a scholarship package which is expected to benefit
Automotive Complex in Pekan, is the only university in more than 3,000 students over a period of three years.
the country that focuses on the automotive ecosystem.
Established as the International College of Automotive To fund its own research, the university has secured grants
Malaysia five years ago, it was conferred full-fledged amounting to RM144,460 from the National Knowledge
university status on October 2015. Today, its Faculty Transfer Programme ("KTP") Fund, and another RM239,390
of Engineering & Technology and Faculty of Business & from the Public-Private Research Grant ("PPRN") under
Management offer a total of 51 programmes from the the Ministry of Higher Education. Quality of research at
foundation level to doctorate. DRB-HICOM University is attested by various forms of
recognition. During the year, teams from the university
The university has a current enrolment of 1,350 students, won silver and bronze medals and a merit at the Malaysia
while a total of 1,160 students have graduated, with 80% Technology Expo ("MTE") in February 2018. Much of the
gaining employment within six months. research conducted benefits the Group’s subsidiaries
in terms of process improvement, greater production
A key contributor to the high employability of its graduates efficiencies and upskilling of employees.
is the focus on being industry relevant. This is guaranteed
by the fact that most of the programmes offered are In keeping with the digital revolution, the university will be
developed internally, with significant input from engaging in more digital systems to enhance its enrolment,
DRB-HICOM Group subsidiaries. The curriculum, moreover, teaching, learning and marketing activities. Its business
offers a balanced blend between theory and practice based programmes also incorporate modules on e-Commerce,
on the ‘university by the industry, for the industry’ concept. preparing students to leverage the power of digital
technology once they enter the work stream.
In FY2017/18, the university introduced 25 new programmes,
doubling the number offered a year previously. The focus In the longer term, DRB-HICOM University envisages
now is to increase its student intake. One initiative towards becoming the ASEAN Automotive University. Towards
this end is to offer part-time programmes in FY2018/19. A this end, it has been engaging with academic institutions
School of Advanced and Distance Learning ("SADLe") has and professional bodies within ASEAN as well as China
been set up to spearhead the part-time programme, which on knowledge sharing, developing academic exchange
is to be coupled with online learning under the auspices programmes as well as conducting joint research. Among
the academic institutions and professional bodies that have
shown interest in such programmes are Sanya University of
Hainan China, Beijing Geely University, Guangdong Industry
Polytechnic, Guangdong Railway Polytechnic, Universitas
Ubudiyyah Indonesia, Institute of Islamic Banking and
Finance Malaysia, and Malaysia Board of Technologists. In
addition, the university is collaborating with the Malaysia
Automotive Institute ("MAI") to offer stipends to eligible
postgraduate students in automotive related studies.
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Properties
Sector
DRB-HICOM is involved in property development, hospitality and concession
development and construction. It is currently developing Proton City in
Perak, and residential properties under the Glenmarie brand in Johor. It also
has concessions to develop Media City in Kuala Lumpur and an Immigration,
Customs, Quarantine and Security ("ICQS") Complex at the border with
Thailand. It also owns and manages the Holiday Inn Kuala Lumpur Glenmarie,
Vivanta by Taj in Langkawi, and Glenmarie Golf and Country Club, in Shah
Alam.
PROPERTY DEVELOPMENT
• Glenmarie Johor – In February 2018, 189 units of
double-storey link houses were completed under Phase
1A of the Glenmarie Johor development in Tebrau, Johor.
Glenmarie Johor Phase 1 is a 69-acre mixed residential
freehold development comprising link houses, semi-
detached units and cluster homes. Tebrau is a sought-
after location due to its proximity to Johor Bahru’s central
business district as well as the Malaysia-Singapore
Causeway. Phase 1B, comprising 102 units of double-storey
link houses, is scheduled for completion in November
2018. To date, this phase has registered a take-up of 88%.
• Proton City – This 4,000-acre township in Tanjong
Malim, Perak comprises industrial, residential, commercial
and institutional components surrounded by lakes, the
state-of-the-art PROTON manufacturing plant and Universiti CONCESSION DEVELOPMENT AND
Pendidikan Sultan Idris. The development is set against CONSTRUCTION
the backdrop of the majestic Banjaran Titiwangsa.
MEDIA CITY DEVELOPMENT SDN. BHD.
In February 2018, the 980-acre National Automotive ("MCDSB")
Cluster @ Proton City ("NAC") was launched to spearhead
the next wave of investment in the Malaysian automotive DRB-HICOM has a 51% equity in Media City Ventures Sdn.
industry. Once completed in 2022, it will house PROTON Bhd. ("MCVSB"), the parent company of MCDSB, which holds
Holding Berhad’s entire operations, as well as become a 23-year concession from the Government of Malaysia
the future focal point for third-party local and foreign to design, construct and upgrade the buildings and
automotive vendors, with a focus towards high-technology media facilities in the existing Angkasapuri Complex and
components. thereafter manage the resulting Media City Complex. Once
completed, Media City will boast the latest broadcasting
During the financial year, Proton City further completed technology and infrastructure to support a comprehensive
47 units of Jasmine Bungalow and Maple Semi-Detached digital network for Radio Televisyen Malaysia.
homes in the development.
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The redevelopment of Angkasapuri, estimated to cost The new RM425 million complex, with greater handling
RM860 million, is targeted to be completed in stages from capacity, is being developed to help ease traffic congestion
September 2018 to June 2020. that has been building up over the years at the checkpoint.
With better security facilities, it will also enhance national
NORTHERN GATEWAY INFRASTRUCTURE SDN. security at the border.
BHD. ("NGISB")
NGISB celebrated a milestone on 1 November 2017 when
NGISB, a 100%-owned subsidiary of DRB-HICOM, holds Phase 1 of ICQS was completed and opened to traffic.
a 28-year concession beginning 14 June 2014 from the Construction of Phase 2 has begun, and is scheduled to
Government of Malaysia to develop and subsequently be completed by June 2019. Upon completion, ICQS Bukit
manage a new ICQS Complex in Bukit Kayu Hitam, Kedah. Kayu Hitam will serve more than three million travellers
Being directly connected to the highway at the northern and one million vehicles per year.
part of Peninsular Malaysia, ICQS Bukit Kayu Hitam offers
smooth cross-border access from and to Thailand.
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ASSET AND FACILITY MANAGEMENT
GLENMARIE GOLF & COUNTRY CLUB ("GGCC")
GGCC is one of the most prestigious golf courses and club houses in the country, attracting high-profile
tournaments such as the international Eurasia Cup. Other tournaments hosted during the year included the 12th
AmBank Group-SportExcel International Junior Golf Championship, and the 100 Plus Malaysian Junior Open Golf
Championship. Total revenue from membership and events for the financial year amounted to RM22.3 million.
HOLIDAY INN KUALA LUMPUR GLENMARIE ("HIKLG")
HIKLG is a business and leisure resort-styled hotel in Shah Alam, Selangor. Despite a slowdown in tourism, it
recorded a higher number of guest arrivals than in the previous year, achieving an average occupancy rate of
62% as compared to 59% in FY2016/17, with revenue totalling RM25.7 million.
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VIVANTA BY TAJ - REBAK ISLAND, LANGKAWI
Vivanta by TAJ - Rebak Island, Langkawi is a luxury resort under the globally renowned Vivanta by TAJ brand. Offering
the allure of staying on a private island, the five-star resort continues to be a popular choice among local and
foreign tourists, achieving an occupancy rate of 69.3% for the year and revenue of RM26.69 million.
113DRB-HICOM Annual Report
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A viable bottom Sustainability
Report
line from sustainability
Statement by There exists a perception gap between local and global companies in the sustainability
movement, with the latter being ahead in terms of understanding and adoption.
Nevertheless, more local companies are embracing concepts such as Sustainable
DATO’ SRI SYED FAISAL ALBAR Development Goals (“SDGs”) and incorporating these into their business approach.
BIN SYED A.R. ALBAR
The positive adoption is mostly due to the entire chain or spectrum of economy adopting
Group Managing Director these goals, such as institutional changes which require corporate sustainability
reporting or commitment, to secure financial loans, building permits, trade allowances
DRB-HICOM Berhad and concessions. Bursa Malaysia’s mandatory reporting is one such sample of institutions
playing their part to drive the local sustainability movement, and with time, I believe
local companies will catch up with the advanced pursuits of their western counterparts.
Since formation, DRB-HICOM has consistently gone beyond achieving regulatory
compliance and incorporated elements of sustainability into its business practices, with
a large focus on resource efficiency as well as health and safety of our staff.
At present, DRB-HICOM recognises the importance of viewing sustainability in a more
holistic manner, incorporating human capital, carbon emissions and local community
into its sustainable policies as well as overall business practice.
To drive our Group’s mission, a Sustainability Steering Committee was established in
the Group to oversee and support the sustainability movement across our companies.
Our current sustainability efforts focus on five key themes: Safety and Health; Energy
Management; Waste Management; Human Capital and Corporate Responsibility, and
quarterly reporting of data keeps us abreast of the progress as well as the challenges
that we face throughout our Group.
Social Factors
DRB-HICOM operates throughout Malaysia, representing the primary labour provider
in several locales. Therefore, in these areas, we have a direct impact not only on the
environment, but also on local communities through employment, trade and economy,
as well as housing demand.
Our organisation undoubtedly creates a pressure on the micro environment within which
we operate. Hence, it is of utmost importance that we have a sustainable approach to
our business, and ensure that local communities receive the benefits of our success as
well.
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In the financial year 2017/18, DRB-HICOM conducted 25 For the long-term outlook, DRB-HICOM is committed to
community development activities throughout Malaysia which continuously analyse and innovate our manufacturing processes
included giving out more than 3,000 free motor vehicle checks at as well as business plans, to not only ensure we are efficient
festive seasons, developing electric vehicle technology for public from an energy perspective, but also ensure that we are one
transportation usage as well as giving back to local communities. step ahead of our competitors with regard to market demands.
With regard to Safety and Health, over the past few decades, With waste generation, DRB-HICOM has yet to fully adopt a
the Malaysian Government has made effort to clamp down circular economy, but has begun exploring the collection of
on workplace accidents, and coupled with new and advanced food waste through Alam Flora. This can be further enlarged
technology, safety at the workplace has significantly increased. across more businesses and waste categories, but will take some
time. Employing a fully circular economy will need detailed
While many corporations still view occupational safety as consideration and independently assessed case studies for
important due to the financial impact accidents present, here all subsidiaries. This is to guarantee that a feasible and solid
at DRB-HICOM, we have always viewed safety with a high level business case to go down this road can be established prior to
of priority as it can impact one’s livelihood or even cost a life. fully venturing into a circular economy concept.
Beyond this loss, we must consider the impact onto a family,
especially if the deceased is the sole breadwinner. Challenges
As a conglomerates with over 70 subsidiaries and around
As compared to financial year 2016/17, we successfully decreased 56,000 employees, clearly our size is a challenge. Related to
our incident cases by 11.1%. The primary measure taken to that is the diversity of our business, which include automative
achieve this decrease was through educational workshops and distribution, automotive manufacturing and assembly, banking,
awareness campaigns, which were conducted on a regular basis. education, waste management, postal, as well as certification.
The challenge is in finding an effective system that can be
The Group Human Capital Division along with the Group Safety applied across the industries.
and Health Department coordinate these efforts across the Group,
and a quarterly meeting is convened at the Steering Committee Despite the challenges, we know that our sustainability efforts
level to ensure we keep pace with progress of the efforts. have borne fruit in many of the areas that we have focused on,
with some areas beginning to show significant results. As it
At DRB-HICOM, our talent pool is vital to our success, and we are stands, we are currently developing roadmaps for these, as well
firm believers that an inspired and happy workforce will produce as addtional initiatives, so that there is a clearer blueprint for us
quality output. Training is key to ensure that our talent can to achieve our sustainable targets.
develop a hunger for innovation and that each person at all levels
of a department is the right fit for the job. In the financial year Growth
2017/18, we invested RM13 million into our staff by providing With sustainability gaining traction across the globe and also
over 4,000 training sessions across all our subsidiaries. locally, the entire economic chain will demand sustainable
practices across our organisation. This can be sustainable
In order to enhance professional work performance and develop human resource practices and sustainable usage of resources.
a balanced workforce, activities that provide team building and This is where the opportunity for competitive advantage lies.
social skills are conducted throughout the year. There was an
average 20% increase in the number of participants for training As the economic chains pressure businesses to be sustainable,
activities, which is a good sign of employee participation and merely adhering to regulatory requirements would be a
morale. We also recognise the trend of the digital world today, disadvantage to the Group, therefore, DRB-HICOM is committed
and are preparing for Industry 4.0 which will assume a greater to strategising and targeting our sustainability goals through
role in the future economy. benchmarked reporting. As the automotive and construction
industry moves toward more sustainable concepts, creative
Resource Management thinking and innovation will continue to take root in DRB-
Beyond the resources explored for our manufacturing, HICOM, and with time, we should be able to lead the local
DRB-HICOM has begun to explore resource management from an market in being sustainable across our entire business portfolio.
organisational perspective, monitoring our energy usage as well
as our waste generation data.
Syed Faisal Albar
Over the past two years, we have required our subsidiaries to
declare and work toward reducing their energy consumption, as
this is the simplest and lowest hanging fruit for any business.
To date, we have taken measures to decrease our energy
consumption by almost 9% as compared to the previous year.
Moving forward, we intend to work with more subsidiaries to
reduce energy consumption, as well as conduct equipment
audits, as ageing or inefficient equipment can be a major cause
of energy wastage.
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ABOUT THIS REPORT
DRB-HICOM Berhad is proud to present its second Sustainability Report and the progress of making our
Group a more sustainable business. Sustainability has been ingrained in our values since the inception of
our Group. With our diversified business in multiple sectors, we are conscious of the impact our businesses
have on the environment, workplace, local community and economy. Reporting on our sustainability
initiatives not only gives us an opportunity to showcase our progress and performance, but also identify
expectations and concerns of our stakeholders. Through this exercise, we hope to unveil what sustainability
means to our Group and our stakeholders, including the efforts taken to make DRB-HICOM a responsible
and sustainable Malaysian conglomerate.
Our Reporting Approach Scope and Boundaries
This report has been prepared in reference to the framework This report covers the sustainability performance and
and guidance provided by the Global Reporting Initiative progress of all our businesses in Malaysia, unless otherwise
(“GRI”) Standards. The content of the report is based on the stated. This report has encapsulated the overall sustainability
reporting principles as defined by GRI Standards, which performance of our Group for the period starting from 1 April
includes: 2017 to 31 March 2018. Our inaugural sustainability report
was published in 2017 and has captured information from 1
• Stakeholder Inclusiveness - capturing our stakeholders’ January 2016 to 31 December 2016. We are determined to
expectations and concerns publish our sustainability performance and progress annually
• Sustainability Context - presenting our performance in through our sustainability report. References to DRB-HICOM,
the wider context of sustainability the Company, the Organisation, the Group and we refer to
• Materiality - identifying and prioritising the key DRB-HICOM and/or its sectors and subsidiaries.
sustainability issues that our Group encounters
• Completeness - reporting all sustainability topics that Feedback
are relevant to our Group and influence our
For further details, you may contact:
stakeholders
Name : Mahmood bin Abdul Razak
The Material references included in this report are as stated
Designation : Head, Group Strategic Communications Division
below:
Email : info@drb-hicom.com
• GRI 203 Indirect Economic Impacts 2016
• GRI 302 Energy 2016
• GRI 306 Effluents and Waste 2016
• 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
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Sustainability
Report
B
A
C
AWARDS AND RECOGNITION
A. HR ASIA AWARDS - BEST COMPANIES TO WORK FOR C. MALAYSIA HR AWARDS 2017 – EMPLOYER OF CHOICE
IN ASIA 2017 AWARD (PRIVATE SECTOR)
DRB-HICOM was acknowledged as one of the Best DRB-HICOM won Bronze under the Employer of Choice
Companies to Work for in Asia 2017, scoring above Award (Private Sector), being recognised for its continuous
the industry average rating on all categories that commitment and sustainability for the development of its
include workplace culture, employee engagement, human capital.
career advancement and development opportunities.
D. ASIA SUSTAINABILITY REPORTING AWARDS 2017
B. HR EXCELLENCE AWARDS 2017 – HR LEADER OF THE
DRB-HICOM was nominated as the finalist of Asia’s Best
YEAR AWARD
Sustainability Report within an Annual Report.
DRB-HICOM’s former Head of Group Human Capital,
the late Muhammad Rizal bin Md. Zain, was awarded
the HR Leader of the Year Award for his contribution in
implementing considerable changes to the business.
117DRB-HICOM Annual Report
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OUR COMMITMENT TO SUSTAINABILITY
SUSTAINABILITY
VISION
SUSTAINABILITY
MISSION
A sustainable business is a profitable business. We understand that our business depends on a large amount of
resources which has a significant impact on the environment and society at large. We see a potential threat to our
long-term success if we don’t hold ourselves accountable for such impacts. As a responsible Group, we are determined
to take accountability for the footprints we leave behind. We are determined to operate responsibly through the
integration of Social, Economic and Environmental (“SEE”) principles throughout our Group’s value chain. This is a
commitment for all our business sectors, and the Group as a whole, as we work together to incorporate sustainability
into our daily operations.
In 2015, the Sustainable Development Goals (“SDGs”), also known as Global Goals, were set up by the United Nations.
These are a set of 17 Goals that was a call 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 national SDGs. We have mapped our material factors influencing our business to relevant SDGs. We are
making progress in achieving these goals within and outside the Group.
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Business Themes GRI Standards Disclosure Indicator Key Initiatives
SAFETY AND HEALTH
403-1: Workers representation in • DRB-HICOM Emergency Assistance
3 GOOD HEALTH
8 DECENT WORK
ECONOMIC
formal joint management– Team (“D-HEAT”)
AND
WELL-BEING GROWTH
worker health and safety • Injury Prevention and Intervention
committees Programmes
403-2: Types of injury and rates of
injury, occupational diseases,
lost days, absenteeism, and
number of work-related
fatalities
ENERGY MANAGEMENT
302-1 Energy Consumption within the • PROTON Green Initiative
7 AFFORDABLE
AND CLEAN 12 RESPONSIBLE
COMSUMPTION 13 CLIMATE
ACTION
organisation • Energy Management System in
ENERGY AND
PRODUCTION Manufacturing & Engineering
302-4 Reduction of energy
consumption
WASTE MANAGEMENT
306-2 Waste by type and disposal • Separate@Source Programme
3 GOOD HEALTH
12 RESPONSIBLE
COMSUMPTION
method • Buy Back Center
AND
WELL-BEING
AND
PRODUCTION • Food Composting
• Material Recovery Facility
• Awareness Programmes
(Eco-Ranger, Waste is Amaze)
Note: All initiatives are from Alam Flora
HUMAN CAPITAL
404-1: Average hours of training per • Seminar Skor SPM DRB-HICOM dan
4 QUALITY
8 DECENT WORK
ECONOMIC
year per employee Berita Harian
EDUCATION
GROWTH
• DRB-HICOM We Care Programme
404-2 Programmes for upgrading • Human Capital Engagement Day
employee skills and transition
assistance programmes
407-1 Operations and suppliers in
which the right to freedom of
association and collective
bargaining may be at risk
413-2: Operations with significant
actual and potential negative
impacts on local communities
CORPORATE RESPONSIBILITY
203-1 Infrastructure investments and • Breast Cancer Screening
3 GOOD
AND
HEALTH
4 QUALITY
EDUCATION
7 AFFORDABLE
AND CLEAN services supported • Back to School Programme
WELL-BEING ENERGY
413-2 Operations with significant
actual and potential negative
impacts on local communities
119DRB-HICOM Annual Report
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OUR APPROACH TO SUSTAINABILITY
Themes
For the inaugural sustainability report published in 2017, we carried out assessments to identify economic, environmental and
social concerns that impact our operations and those that were of the utmost importance to our stakeholders. Safety, Health
and Environmental (“SHE”) matters - occupational safety and health, waste management as well as energy consumption and
reduction concerns were identified as having significant impact to the Group. Similarly, for social matters, developing human
capital stood out as having significant impact to us, followed by the Group’s corporate responsibility.
Based on the key concerns identified, we have formed specific themes and assigned teams to take responsibility in managing
these themes and their impacts. The teams have developed specific goals, targets and initiatives to ensure there is continuous
progress within the Group in managing all the material concerns. We are certain this will ensure a sustainable business model
for the Group.
OCCUPATIONAL ENERGY WASTE TRAINING AND COMMUNITY
SAFETY AND COMSUMPTION MANAGEMENT EDUCATION RELATION AND
HEALTH AND CONTRIBUTION
REDUCTION
DRB-HICOM SUSTAINABILITY THEMES
SAFETY AND ENERGY WASTE HUMAN CORPORATE
HEALTH MANAGEMENT MANAGEMENT CAPITAL RESPONSIBILITY
Managing Our Supply Chain
We have built a strong relationship with our vendors and suppliers over the years, all of whom have been instrumental in the
success of our business. We provide equal business opportunities to all suppliers through fair tendering and a Request for
Quotation (“RFQ”) process whereby all participants are evaluated transparently by the appointed committee members. Points
are awarded to locally-based suppliers in our tender/RFQ evaluations where found practical. Prior to invitation in any tender
or RFQ, a supplier will be screened through our pre-qualification (“pre-Q”) evaluation. Only the suppliers who pass the pre-Q
will qualify to participate in any tender or RFQ.
DRB-HICOM is committed to conduct business in a transparent and ethical manner. The Ethics in Procurement clause in our
Group Procurement Policy (“GPP”) outlines the behaviours and conditions that the procurement personnel must adhere to. We
manage conflicts of interest, procurement relationships and ethical conduct of suppliers through our Invitation To Bid (“ITB”)
documents that are issued to participating suppliers during all tender exercises. The ITB documents provide the requirements
suppliers have to strictly adhere to. The following are the relevant clauses:
1. Clause 2.7 : Confidentiality
2. Clause 2.8 : Bidder’s Undertaking
3. Clause 2.16 : Bribery and Solicitation
4. Clause 2.17 : Compliance to Safety, Health and Environment Regulations and Guidelines
5. Clause 2.18 : Immigration Regulations
Any unethical behaviour is to be reported directly to the DRB-HICOM Group’s toll-free Whistleblower hotline: 1-800-88-2005.
This is mentioned in both GPP and ITB.
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SUSTAINABILITY GOVERNANCE
Progress on sustainability within the Group is dependent on a good governance structure. DRB-HICOM is in the process
of taking sustainability from a topic not included in the Board’s agenda to one that is considered a key component in the
Board’s business strategy. This outcome is achieved through the formation of a governance structure where sustainability
considerations are embedded at all levels within the organisation.
Governance Structure
The highest level where sustainability matters are considered is with the Board of Directors. The Board Risk and Sustainability
Committee (“BRSC”) reports to the Board of Directors and are responsible for the effective oversight of sustainability initiatives
(in particular, sustainability reporting guidelines prescribed by Bursa Malaysia). The BRSC delegates the Sustainability Steering
Committee (“SSC”) the responsibility of implementing effective initiatives that inculcate a sustainability driven culture at
DRB-HICOM. The SSC is also obligated to set goals and targets for key sustainability matters identified. The Sustainability
Working Committee (“SWC”) reports to the SSC and is responsible for managing all related information and perform assessments
on sustainability related programmes. SWC also provides incentives for the employees to be environmental and socially
responsible, and work together to help DRB-HICOM progress in a sustainable direction.
Board Risk and Sustainability
Committee (”BRSC”)
Sustainability Steering
Committee (”SSC”)
Sustainability Working
Committee (”SWC”)
Group Corporate
Automotive Services Automotive
Properties
Support Services
Sustainability Risk Management
Risk Management is important for the Group to identify and
manage risks more effectively. By understanding the risks within
our business processes, we are able to evaluate the possibilities eviews of the ris rofiles the ontrol
ro ed res and stat s of the a tion lans are
to mitigate or even transform it into opportunities. Generally, ond ted on a arterly asis
sustainability is perceived as the preventive overlay for risks.
At DRB-HICOM, we categorise risks into several groups; these
include sustainability-related reputational risk, industrial risk,
and organisational risk, among others. We have established a Signifi ant ris iss es and stat s of
comprehensive system towards managing these risks within DRB- a tion lans are reviewed and dis ssed
at to management level
HICOM.
The Group’s three lines of defense provide assurance to manage
Management of the res e tive om anies are
risks at various levels within the Group. Several initiatives have rovided with re orts to ena le them to review
been implemented to measure and mitigate risks at all sectors, dis ss and monitor the ris rofiles and
units and divisions, on a frequent basis. This ensures that risks im limentation of a tion lans
identified are assessed thoroughly to reduce the severity of any
possible impact. Our Sustainability Risk Management Approach
For further information on risk management at DRB-HICOM, please
view information provided between pages 74 and 79.
121DRB-HICOM Annual Report
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ENGAGING OUR STAKEHOLDERS
Engaging our stakeholders to understand their expectations and concerns on our businesses helps us identify areas within our
operations that require improvement. Taking effective actions for the identified concerns and expectations will automatically improve
the performance of our Group. We also believe in maintaining transparent communication with our stakeholders to ensure that they
are aware of our performance, and support our growth as we progress.
Our Stakeholders
We nurture our relationship with our employees, who are the backbone of our business; the customers, to whom we strive to deliver
quality products and services; suppliers and contractors, that provide products and services to us; local communities, to whom we
are accountable for; and our esteemed investors and regulators. These are key stakeholders who have the greatest impact on our
organisation, and with whom we engage regularly.
Frequency of
Stakeholders Mode of Engagement Concerns Expectations
Engagement
Customers • Website / Social Media Platforms • Continuous
• Marketing Promotions and Activation • As needed
• Media Conferences • As needed
• Customer Call Centres • Continuous
• Consumer Surveys • Annually
Employees • DRB-HICOM Talent Development • Continuous
Programme
1. Management of health 1. Provide training
• Excellence Award and Scholarship • Annually
and safety and education to
Programmes
risks in all operations all employees
• Code of Ethics and Business Practice • Continuous
(“COEBP”)
2. Total energy 2. Community
• Whistle Blower Policy • Continuous
consumption in all engagement,
• Dialogue with National and • As needed
operations impact assessment
In-House Unions
and development
• DRB-HICOM Safety, Health and • Quarterly
3. Impact of programmes in all
Environment Council
infrastructural operations
developments,
Suppliers and • Business Negotiation • As needed
investments and 3. Safe disposal of
Contractors • DRB-HICOM Group Procurement • Continuous
services effluents and
Policy (“GPP”)
waste from all
• Vendor Development Programme • Annually
operations that
have least impact
on communities
Local Communities • Participation In and Sponsorship • As needed
and biodiversity
of Community Service Events / NGO
Events
• Social and Environmental • As needed
Contribution Programme
• Safety, Health and Environmental • Quarterly
Campaigns
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Frequency of
Stakeholders Mode of Engagement Concerns Expectations
Engagement
Investors • In-House, One-to-One and Small • Ad hoc 4. Violation of freedom 4. Assessment of
Group Meetings with Stakeholders of association and suppliers on
• Annual General Meeting (“AGM”) / • Annually/ collective bargaining environmental
Extraordinary General Meeting As needed of workers criteria to mitigate
(“EGM”) of Shareholders negative impacts in
• Media Briefings • As needed 5. Risks and incidences supply chain
• Dialogue Between the Group and • Ad hoc related to corruption
Investors 5. Diversity in
• Roadshows and Teleconferences • As needed 6. Water use by all representation
operations, of all employee
Regulators • Attend Workshops and Seminars • Continuous Greenhouse Gas categories (age
organised by Regulatory Agencies (GHGs) and other group, gender,
to Stay Abreast of Any Regulatory significant emissions minority group
Requirements produced by etc.), and equal
• Pro-Active Engagement / Consultation • Continuous operations opportunity
with the Relevant Regulatory Bodies
on Corporate Compliance Matters 6. Assessment of
suppliers on human
rights criteria to
mitigate negative
impacts in supply
chain emissions
produced by
operations
123DRB-HICOM Annual Report
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MATERIALITY ASSESSMENT
With reference to the GRI Standards reporting guidelines, our report is developed based on the
Materiality principle that encompasses economic, environmental and social sustainability issues of our
operations. We conducted focus group discussions to understand our stakeholders’ concerns. Feedback
from stakeholders were compiled by external consultants. DRB-HICOM has conducted the materiality
assessment and validation through discussions with respective working groups. The Materiality matrix
was compiled and mapped according to the influence of sustainability issues to stakeholders and
significance of economic, environmental and social impacts to DRB-HICOM. Seven material sustainability
issues were identified as highlighted in the materiality matrix below:
1
1. Occupational Health and Safety
8
2 2. Training and Education
3. Energy
4. Indirect Economic Impacts
5. Local Communities
3 6. Effluents and Waste
7. Freedom of Association and
INFLUENCE OF 4 5 Collective Bargaining
STAKEHOLDER
ASSESSMENT &
6 8. Anti-Corruption
DECISION 9. Water
7
10. Supplier Environmental Assessment
11. Diversity and Equal Opportunity
9 12. Emission
13. Human Right Assessment
10
11 12
13
Respective indicators can be found in GRI
Standards Content Index on pages 156-157
SIGNIFICANCE OF ECONOMIC
ENVIRONMENTAL & SOCIAL IMPACTS
Climate Check
Evaluation of Previous Reports (comparative analysis on: peers, best-in-class
and international standards)
External Stakeholder Management Interactions
Communication (management meetings and focus group
(compiled survey results by external consultant) discussions)
Materiality Assessment Validation
(discussions with theme and sustainability GRI Standards Mapping
committee)
Our Materiality Assessment Approach
124DRB-HICOM Annual Report
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Safety and Health Key Highlights in
FY2017/18
11.1% 42.7%
Reduction on Total Number of Reduction on Total Lost Time
Incidents Injuries
Competency Based
Hiring and Training Launched
for SHE Practitioners Behaviour-
Based Safety
More than Programme
150 in Composites Technology
Research Malaysia Sdn. Bhd.
for SHE Practitioners throughout the Group
1 2
2
NO POVERTY ZERO HUNGER
3 4 5 6 7 Target for Safety and Health
in FY2017/18
GOOD HEALTH QUALITY GENDER CLEAN WATER AFFORDABLE AND
AND WELL-BEING EDUCATION EQUALITY AND SANITATION CLEAN ENERGY
To reduce by 2% total number of
8 9 10 11 12 incidents against FY2016/17 level
DECENT WORK INDUSTRY, INNOVATION REDUCED SUSTAINABLE RESPONSIBLE
AND INEQUALITIES CITIES AND COMSUMPTION
ECONOMIC GROWTH
COMMUNITIES AND PRODUCTION
ACHIEVED
INFRASTRUCTURE
13 14 15 16 17
CLIMATE LIFE LIFE PEACE, JUSTICE PARTNERSHIPS
ACCTION BELOW WATER ON LAND AND STRONG FOR THE GOALS
INSTITUTION
125DRB-HICOM Annual Report
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Why It Matters
At present, DRB-HICOM stands as one of the largest and most
diversified conglomerates in Malaysia. We put forward a
formidable force with about 56,000 employees across the nation,
mainly involved in the Automotive, Services, and Properties,
sectors. With a diverse range of operations that are interlinked
in generating sustainable value to the Group, maintaining our
employees’ wellbeing is undoubtedly a top priority for the Group.
Besides striving to build a healthier and resilient workforce,
we believe a strong safety and health culture will increase the
productivity of our business operations and protect our brand’s
reputation.
How We Approach It
All our practices pertaining to Safety, Health and Environment
(“SHE”) are guided by the Group’s SHE policy. The policy adopted
four key principles, namely compliance, reduction of pollution,
communication and continual improvement, to underpin our
overarching commitment towards protecting the environment
where we operate as well as our employees’ workplace safety
1 COMPLIANCE
and health.
2
Every employee in DRB-HICOM is accountable for adhering to REDUCTION OF
the policy while remaining vigilant for potential SHE hazards in POLLUTION
their daily operations.
The SHE Council is headed by the Group Managing Director with
the Group SHE acting as secretariat to the council. The Council,
with active participation from Senior Management of the Group,
meets quarterly to review the Group’s SHE strategy and examine
the progress on the Group’s SHE performances and audit results.
3 COMMUNICATION
Ultimately, the establishment of the Council is to ensure safe
work practices, create conducive working environment and build
SHE culture within DRB-HICOM in order to sustain ideal health
levels of all our employees. 4 CONTINUAL
IMPROVEMENT
A strong safety culture relies on effective communication in the
workplace. Today, there are more than 150 SHE practitioners
across the Group who ensure and drive compliance monitoring
in regard to safety and health. Key Principles in DRB-HICOM ‘SHE’ Policy
126DRB-HICOM Annual Report
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Integrated Reporting Occupational Safety,
Health & Environmental (“IROSHE”)
In 2015, Group SHE introduced a web-based data
management system – IROSHE that enables us to monitor
14,333
Total Number of Workdays
on our SHE performance not only at Group level but also
at the subsidiaries. It is compulsory for all subsidiaries
to report their SHE performance (e.g. energy, waste and
FY2016/17
safety & health) via IROSHE on a monthly basis.
39,753,022
IROSHE will help in generating effective reports and
analysis from the data collected. All results will be 8,212
subsequently reported to the SHE Council.
FY2017/18
Our Performance
We track our Total Lost Time Injuries 1 and Total Number Total Lost time Injuries
of Incident Cases 2 to better manage and control potential
risk. Consequently, these measures are making a markedly
positive impact on our performance.
In FY2017/18, we managed to reduce the total number of
incident cases by 11.1%. It went down from 760 to 676
incidents, which is equivalent to 84 fewer incidents than
the previous year. This result has exceeded our target of
2% reduction of FY2016/17 level. 760
Total Number of Incidents
Moreover, we have achieved 42.7% reduction in the total
lost time injuries from 14,333 to 8,212 lost workdays. FY2016/17
This indicates a decrease of 6,121 days in total number 39,753,022
of lost workdays due to injury or illness as compared to
FY2016/17 3. 676
Near Miss Reporting
FY2017/18
We encourage our employees to report near miss incidents
across all operations as part of the measures to prevent
any such recurrence. Our near miss reporting system is Total Number of Incident Cases
designed to ensure that all near miss incidents (including
minor incidents) are reported, recorded and investigated
in a consistent and effective manner.
1
Total Lost Time Injuries (Total Lost Workdays): The number of workdays on which the employee would have worked but could not because of occupational injury or occupational
poisoning or occupational disease
2
Total Number of Incident Cases: Incident cases include occupational injury/disease, fatality, pandemic case, fire, natural disaster and property damage
3
The data disclosed represents 25 selected subsidiaries
127DRB-HICOM Annual Report
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Key Initiative 1: DRB-HICOM Emergency Assistance Team (“D-HEAT”)
Established in the wake of floods in Pahang during December 2014 to January 2015, D-HEAT is a trained team that responds
to any disaster or crisis when the Management of DRB-HICOM deems fit for it to be deployed.
D-HEAT members are selected according to the criteria issued by Fire and Rescue Department of Malaysia (“BOMBA”). The
members have undergone various training courses under the guidance of Balai Bomba Seksyen 15, Shah Alam. Some of the
trainings have included light Search and Rescue (Land and Water), Self-Contained Breathing Apparatus (“SCBA”), first aid,
firefighting and rappelling.
D-HEAT Search and Rescue Navigation (“SARNAV”) Training at Taman Botani Negara Shah Alam,
Selangor
In FY2017/18, D-HEAT members underwent various training courses under the supervision of BOMBA Kota Anggerik and Forest
Ranger Taman Botani Shah Alam. On 24 and 25 March 2018, in collaboration with BOMBA, Kota Anggerik had organised a
Search & Rescue Navigation (“SARNAV”) training session at Taman Botani Negara Shah Alam, Selangor.
Key Initiative 2: Injury Prevention and Intervention Programmes
In our continual efforts to nurture SHE culture and instil greater awareness among employees, DRB-HICOM conducts various
injury prevention and intervention programmes to minimise the risk of injury. Several activities and training programmes have
been conducted by our subsidiary companies, including Composites Technology Research Malaysia Sdn. Bhd. (“CTRM”), Pos
Malaysia and PROTON, to ensure a thorough understanding of safety and health roles and responsibilities.
The activities and programmes undertaken by the aforementioned subsidiaries in FY2017/18 include:
CTRM Pos Malaysia PROTON
OCCUPATIONAL HEALTH AND OCCUPATIONAL HEALTH AND OCCUPATIONAL HEALTH AND
SAFETY SAFETY SAFETY
Safety, Health and Enviroment SHE Mobile Campaign SHE Campaign
(”SHE”) Campaign
Accident Prevention Team (”APT”)
Cutting Apparatus - Knife ROAD SAFETY
SoHELP Programme Participation
Improvement Defensive Driving
SHE D’Hearty - Counselling for
Behavior Based Safety (”BBS”) MVA Victim oad Safety Briefing and
Programme Inspection Road Hazard Mapping
Plant Safety Audit
Commuting Safety Support
ROAD SAFETY Fire Training and Evacuation
Programme
Dengue Prevention - Fogging
Road Safety Campaign Safety Inspection Video
and Misting.
Forklift and Reach Truck
Improvement ROAD SAFETY
Integrated Gemba with Health Motorcycle Defensive
Management System (Unsafe Act Riding Training
and Unsafe Condition) Motorcyle Safety Audit
Road Safety Pledge
Advocacy Programme
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