SUSTAINABILITY REPORT 2019/20 - POST FOR THE FUTURE - Singapore Post
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Sustainability Planet Operational Societal Transformational
Corporate at SingPost Positive Excellence Responsibility Growth
SUSTAINABILITY
REPORT 2019/20
POST FOR THE FUTURE
1
Sustainability Planet Operational Societal Transformational
SingPost Sustainability Report 2019/20 Corporate at SingPost Positive Excellence Responsibility Growth
CONTENTS
Board Statement 4
Sustainability at SingPost at a Glance 5
About the Report 6
About SingPost 6
Sustainability at SingPost 7
Sustainability Governance 7
Stakeholder Engagement 8
Materiality Assessment 9
Sustainability Strategy 10
Planet Positive 12
Energy Consumption and Associated Greenhouse Gas Emissions 14
Operational Excellence 20
Our People 22
Compliance with Laws and Regulations 26
Ethics, Anti-Bribery and Corruption 29
Data Security and Privacy 31
Business Continuity Planning 34
Societal Responsibility 38
Responsible Supply Chain 40
Customer Satisfaction 43
Community Investment 51
Transformational Growth 58
Product and Service Innovation 60
Appendices 64
Energy and GHG Emissions Methodology 64
GRI Content Index 66
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SingPost Sustainability Report 2019/20 Corporate at SingPost Positive Excellence Responsibility Growth
BOARD STATEMENT 102-10 102-14
As we forge ahead with the
strategic transformation of
On the environmental front, we
replaced lights at SingPost Centre,
We also faced a sudden manpower
shortfall as a result of quarantine
SUSTAINABILITY AT SINGPOST
Singapore's evolving urban Regional eCommerce Logistics cases and lockdowns, and had AT A GLANCE
urban logistics and eCommerce Hub and Kallang Delivery Base to activate contingency plans
landscape, the Board remains with LED lamps, which would overnight to ensure the continuity
committed towards driving generate energy savings of of mail operations. In response to
sustainability throughout the 10,458,679 kWh – equivalent of the onset of these challenges, a Planet Positive
business, and creating long- powering up 5,909 units of 4-room multi-divisional SingPost COVID-19
term value for our stakeholders. HDB flats annually, and continued Task Force was formed in March
We believe that responsible to explore various green initiatives. 2020 to tackle the challenges
30% projected 42% increase in
corporate stewardship is integral In our community-support efforts, ahead. Various measures were put
energy savings from the
collection of e-waste through 6% decrease in
to the organisation, and we we introduced the Blessings in a in place to safeguard the well- replacement of lightings
our joint nation-wide Scope 2 greenhouse gas
remain focused on managing Box campaign to drive donations being of our stakeholders. programme ReCYCLE with (“GHG”) emissions
with LED fittings
our partner Singtel
the Environmental, Social and of health essentials for the elderly
Governance (“ESG”) facets of our in need, and continued to run Even as the post COVID-19 world
business and operations towards Postman Home Visits and the Food continues to pose challenges,
the highest standards in our Distribution Initiative to help the SingPost will strive to improve our
sustainability journey. underprivileged in our community. sustainability efforts and continue
to have the Board oversee the Operational Excellence Societal Responsibility
Over the financial year, In the fourth quarter of the strategic management of the
SingPost continued to step up financial year, the COVID-19 sustainability-related risks and Average score of
in our sustainability efforts on pandemic swept across the globe. opportunities of the ESG matters 0 cases of
Refreshed 4.8 stars out of 5 given to
multiple fronts. Like many other organisations, of the Company. We thank all our corruption or the postmen in the first six months of
uniforms for frontliners MyPostman campaign
the Group faced extraordinary stakeholders for their unwavering unethical behaviour
We conduct our business in challenges. Air freight disruptions support during this trying period
accordance to the highest ethical interrupted cross-border and seek their continual support,
standards and have rolled out fulfilment and international as we continue to battle against Clinched
a new Anti-Money Laundering deliveries, with trickle-down this pandemic together. Best Partner in Customer Service
and Countering the Financing of effects for last-mile deliveries. Transformational Growth ‘Double-11’ Award by Alibaba Cai Niao
Terrorism Policy, as well as due
diligence and compliance controls
across the Group this year. As
35 new Point Launched
part of responsible supply chain of Sales (“POS”)
new concept post Launched
management, we commenced office, Tampines Blessings in a Box, a community-support
counters across
Central Post initiative to drive donations of health
on-site assessments for selected our post offices
Office @Telepark essentials to vulnerable elderly
suppliers via a risk-based
approach to ensure adherence to
our Supplier Code of Conduct. We
also embarked on social initiatives
such as MyPostman to encourage
communities to get to know their
neighbourhood postmen.
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Sustainability Planet Operational Societal Transformational
SingPost Sustainability Report 2019/20 Corporate at SingPost Positive Excellence Responsibility Growth
ABOUT THE REPORT ABOUT SINGPOST 102-2 102-5
SUSTAINABILITY It is imperative that we continue to ensure the sustainability of our
operations given our role as the country’s trusted postal service provider.
This is SingPost’s third Sustainability Report, which As the country’s postal service provider, SingPost We trust that our current efforts have brought convenience to homes and
communicates our approach towards and performance
surrounding sustainability.
has been delivering trusted and reliable services AT SINGPOST businesses and we seek to continue managing and operating our business
to homes and businesses in Singapore for over 160 and resources to create long term value for our stakeholders.
years. SingPost has grown from a humble mail office
in the 19th century to an international organisation with
REPORTING SCOPE 102-50 102-51 102-52
operations in 17 markets worldwide. Listed on the
SGX-ST, SingPost’s largest shareholders are Singapore
Sustainability reporting is performed on an annual Telecommunications Limited (22.0 %) and Alibaba
basis, with our last report published in August 2019. SUSTAINABILITY GOVERNANCE 102-18 102-19 102-20 102-26 102-32
Investment Limited (14.6 %), as at 31 March 2020.
The reporting period of this report covers 1 April
2019 to 31 March 2020 (“FY2019/20”), with historical Every SingPoster has a part to Overseen by the Group Chief
We continue to grow our eCommerce logistics business
performance data included for comparison, where play towards the sustainability of Brand & Communications Board of Directors
as well as provide innovative mail and logistics
available. Unless otherwise stated, the sustainability SingPost and the world around us. Officer, SingPost’s Sustainability
solutions to customers in Singapore and around the
data and information presented in this report relates
world, with a vision of becoming a global leader in Department is responsible for
to our three key business segments – Post & Parcel,
eCommerce logistics. At SingPost, sustainability matters initiating, driving and monitoring
Logistics and Property. For a more holistic overview
Group CEO
of SingPost’s financial performance, this report are governed and managed across the various aspects of SingPost’s
should be read together with the SingPost Annual various levels in the organisation. sustainability practices. The
Report FY2019/20. As the designated Public Postal Licensee in Sustainability Department works
Singapore, we are committed to our service The Board of Directors sets the with the relevant business
REPORTING FRAMEWORK 102-54 102-56 obligations. We offer reliable and quality overall direction for SingPost’s and support units for each
domestic and international postal services, Relevant
sustainability matters, followed sustainability matter. Each Sustainability Departments /
This report has been prepared in accordance with the and end-to-end mail solutions. We have a by the Group CEO who is sustainability matter is overseen Department Committees /
SGX-ST Listing Rules 711A and 711B and draws on wide network of touch points, with 56 post
Working Groups
accountable for the management by their respective senior
the guidance set out in Practice Note 7.6.
offices, 7 delivery bases, 300 self-service and monitoring of sustainability management and department, or
Post & Parcel
automated machine (“SAM”) kiosks, 743 matters, including their a working committee.
The Global Reporting Initiative (“GRI”) Standards are
posting boxes and 10,996 POPStation lockers strategies, policies, practices,
selected as our sustainability reporting framework as
they represent the global best practice for reporting across 160 locations in Singapore. performance and targets.
on an organisation’s sustainability impacts. This
We offer end-to-end eCommerce logistics
report has been prepared in accordance with the
GRI Standards: Core option. More information on the solutions to tap the growing eCommerce
GRI Standards disclosures selected for reporting are market in Asia Pacific. Through our
provided in the GRI Content Index, on Page 66. subsidiaries Quantium Solutions, Famous
Holdings and General Storage Company, we
We continue to adopt a phased approach to our provide a diverse range of logistics solutions
reporting and will consider seeking external
Logistics covering freight, warehousing, self-storage,
assurance as our sustainability reporting matures
domestic and international distribution and
over time.
delivery services.
Throughout the report, tags are provided for We provide end-to-end solutions across
clarity when a disclosure is aligned with specific the eCommerce value chain, including
GRI disclosure(s). An example is provided below: eCommerce technology solutions to leading
international brands, creating and managing
Disclosure #
Standard #
XXX-YY eCommerce
enterprise-grade online stores, digital
marketing and customer care under our
subsidiary SP eCommerce.
Property comprises commercial property,
FEEDBACK 102-53
including the SingPost Centre and
eCommerce Logistics Hub as well as the self-
We welcome feedback on any aspect of our
Property
sustainability journey. Please address your feedback storage business, Lock+Store.
to csr@singpost.com.
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Sustainability Planet Operational Societal Transformational
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STAKEHOLDER ENGAGEMENT 102-40 102-42 102-43 102-44 102-46 MATERIALITY ASSESSMENT 102-47
Conversations with our from the materiality assessments corporate website offers various What’s important to our stakeholders are important to us too.
stakeholders help us align our and ongoing engagements avenues of contact such as
SingPost defines material ESG matters as topics that reflect our significant ESG impacts and will substantially
priorities with the matters that continue to influence sustainability phone, live chat, and a dedicated
influence the decision-making process of our stakeholders. The following presents a summary of our
affect them most. efforts in the Company. section for feedback. Separate
materiality process.
sections are provided for different
The Group has put in place The basis for and methods audiences – customers, media
practices that enable regular of engagement with our and investors, as well as other
2017/18 2018/19
communication and engagement stakeholders, along with the key engagement platforms such as
with stakeholders, so as to areas of focus for each stakeholder LinkedIn, Facebook and Instagram. A comprehensive list of potential material External Stakeholder Engagement
sustainability matter was drawn up, taking into
understand and address their group can be found in pages 73 to account insights from internal stakeholder We connected with several investors, customers and the
engagement (including consideration of the trade union for their inputs on the sustainability matters
needs and interests. 78 of our Annual Report 2019/20. interests and concerns of external stakeholders),
that are important to them in their capacity as an external
and benchmarking of industry peers’ and key
customers’ ESG factors. Cross-functional stakeholder of SingPost.
Identification interviews and focus group discussions were
Formal materiality assessment Our corporate website – conducted with the management to refine the list Their inputs resulted in two new material ESG matters for
of potential material sustainability matters.
conversations with internal and www.singpost.com – is updated reporting.
external stakeholders were on a timely basis to provide The new list of sustainability matters was presented to the
Materiality assessment workshops were
conducted from FY2017/18 to stakeholders with current and conducted with the management, followed Board for validation and approval.
by an anonymous electronic voting exercise
FY2018/19 to identify ESG topics relevant information. A dedicated by the management on 24 potential material In subsequent reporting periods, reviews will be done to
sustainability matters. ensure continued relevance to SingPost’s business and
that matter to them. The results “Contact Us” section on the operations.
The results were plotted on a materiality matrix
Prioritisation that displays each matter’s position relative
to the degree of impact to both internal and
external stakeholders.
A total of six key material sustainability matters 2019/20
UNIVERSAL POSTAL UNION SHAREHOLDERS were selected by top management for reporting.
A specialised agency of the United Nations that Institutional investors, equity analysts, retail investors.
coordinates postal policies among member nations, Securities Investors Association of Singapore The result were presented to the Board for
validation and approval. In FY2019/20, we continue to report on these material ESG
in addition to the worldwide postal system
Validation matters, which remain relevant for reporting.
tal Share
l Pos hol
rsa der
nive ion s
U Un
GOVERNMENT / REGULATORS
Infocomm Media Development PARTNERS
Authority, Singapore Exchange, Business and other partners
tor t /
Bu r Pa
Ot
n
sin rtne
Ministry of Manpower, National
he
Reg nme
s
ess
Environment Agency, etc
ula
er
and
Gov
MATERIAL ESG MATTERS
rs
Energy Consumption and Associated Greenhouse
Charitable Organ
L o cal C o m m
LOCAL COMMUNITIES / Compliance with Laws and Regulations
Gas Emissions
s/
rkes
CHARITABLE ORGANISATIONS
p lo y e e
Charitable organisations and the EMPLOYEES / OTHER WORKERS
er Wo
disadvantaged in the communities Including contract and Ethics, Anti-Bribery and Corruption Responsible Supply Chain
u n it
temporary workers
Em
in which we operate
isat
Oth
ies
ion
/
s
Data Security and Privacy Customer Satisfaction
up
n
Un
S
pl
io
ie
rs a de Business Continuity Planning Product and Service Innovation
SUPPLIERS Tr
Airlines, international postal agencies,
TRADE UNION
C u st o m e r s
Union of Telecoms Employees of
delivery partners, etc
Singapore(“UTES“)
CUSTOMERS
Corporates, retail customers, general public ADDITIONAL ESG MATTERS REPORTED
Our People Community Investment
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Sustainability Planet Operational Societal Transformational
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SUSTAINABILITY STRATEGY
Sustainability at SingPost is delivered through four interlinking pillars – Planet
Positive, Operational Excellence, Societal Responsibility, and Transformational
Growth. This framework supports and strengthens the execution of our Future of
Post strategy1, guides us where to focus on and empowers us to work towards a
more sustainable future.
We care about doing the We care about the lives
We care about sustaining
right things the right of all stakeholders and
a liveable planet for all
way, across our entire go the extra mile to
future generations.
value chain. deliver value to them.
Operational
Excellence
Planet Societal
Positive Responsibility
Transformational
Growth
We care about the distribution of sustainable
economic value and the important role we play in
transforming the markets we operate in.
Planet
Positive O perational
Excellence S ocietal
Responsibility T ransformational
Growth
ESG MATTERS Energy Our People# Responsible Product and
Our pillars provide Consumption Supply Chain Service Innovation
an outline for our and Associated Ethics,
Sustainability Report. Greenhouse Gas Anti-Bribery Customer
Under each pillar, we Emissions and Corruption Satisfaction
disclose on a number
Compliance Community
of relevant material
with Laws and Investment#
ESG matters that are
Regulations
significant to us and
our stakeholders. Data Security
and Privacy
# Not identified as a material Business
ESG matter but reported Continuity
additionally
Planning
1
For more information on our Future of Post Strategy, please refer to our Annual Report.
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PLANET POSITIVE
We care about sustaining a liveable planet
for all future generations
Delivering a sustainable future can only begin with the one place that
matters most to all of us. We recognise the importance of environmental
sustainability and our unique position to drive society’s transition to a
circular, low carbon economy.
ESG MATTERS IN THIS PILLAR
30%
PROJECTED ENERGY SAVINGS Energy Consumption and
FROM THE REPLACEMENT OF
LIGHTS WITH LED LAMPS IN Associated Greenhouse Gas
OUR LARGEST BUILDINGS Emissions
42%
INCREASE IN E-WASTE
COLLECTED THROUGH
ReCYCLE, OUR JOINT
NATION-WIDE PROGRAMME
WITH SINGTEL
3%
DECREASE IN DIRECT (SCOPE
1) GHG EMISSIONS
6%
DECREASE IN ENERGY
INDIRECT (SCOPE 2) GHG
EMISSIONS
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ENROUTE TO CARBON-VOYAGE ENVIRONMENTAL MANAGEMENT
Energy Consumption and Associated WE CAN ONLY DELIVER IN THE FUTURE IF WE START DELIVERING
Greenhouse Gas Emissions 103-1 103-2 103-3 FOR THE FUTURE, TODAY
We think about how we can change the way we operate in a world of climate change. As the scale of
Climate change has widespread consequences on the planet. We recognise the responsibilities
our operations grow, it is inherent that without actionable interventions, our carbon footprint will grow
corporations must bear in tackling climate change and the importance of rethinking the way we operate,
too. This accounts for why we are working on an environmental blueprint to operationalise change.
all with the eventual aim of putting an end to the carbon-intensive business-as-usual.
We look forward to sharing this blueprint in future reporting periods.
OUR MANAGEMENT TOOLS OUR TARGETS
Our Environmental Policy articulates our primary environmental objectives and commitments around
Environmental Policy four thrusts:
• The policy articulates our Future Target FY2019/20 Progress and Performance
primary environmental
objectives which focus on
operational, fleet and building By FY2029/30, reduce absolute GHG Collaborating with
emissions2 by 35%, from FY2018/193 On track Operational efficiency Fleet efficiency Building efficiency
Stakeholders
efficiency and stakeholder baseline level
collaboration.
We aim to work closely with We commit to base We aim to apply innovative We are dedicated towards
OUR CHANGE MAKERS our investors, customers, our operations on key solutions that optimise and energy efficiency in our
suppliers, business partners principles of international upgrade our fleets, reduce sites and facilities, utilising
Environment Committee and regulators to establish environmental management mileage, explore alternative alternative energy sources in
environmentally sustainable system standards and fuel-saving options and place of grid electricity, and
• Made up of representatives and responsible business achieve resource efficiency implement initiatives to progressively refurbishing
from operating units across the practices. through the optimisation of reduce delivery trips. outdated infrastructure.
resources in our value chain.
Group, the committee oversees
environmental stewardship
in the Group. Fuel and energy
consumption are managed Aligning with global and local ambitions to reduce GHG emissions, we set a long-term target of
and monitored by the various 35% reduction in our absolute GHG emissions from FY2018/19 baseline level4 by FY2029/30. In
operating units such as the FY2019/20, we continue to collaborate with stakeholders and drive initiatives that aim to improve our
conveyance and delivery teams environmental performance.
in Post & Parcel, Famous
Holdings and by the Property
division.
4Baseline level has been adjusted from FY2017/18 to FY2018/19 to reflect the 100% operational scope.
2Direct (Scope 1) and Energy Indirect (Scope 2) GHG emissions in Singapore.
3Baseline level has been adjusted from FY2017/18 to FY2018/19 to reflect the 100% operational scope.
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PERFORMANCE INDICATORS 102-48 302-1 305-1 305-2
KEY ACTIVITIES IN FY2019/20
Energy and GHG Emissions5 FY2017/186 FY2018/19 FY2019/20
Light-emitting diode (“LED”) fittings
Fuel Consumption
Lights at SingPost Centre, Regional eCommerce Logistics Hub and Kallang Delivery Base
have been replaced with LED lamps, which is projected to achieve estimated energy savings of
Post & Parcel (TJ) 36 36 37
10,458,679 kWh – the equivalent of powering up 2,576 four-room HDB flats in Singapore in a year,
or, 30% in energy savings compared to the last financial year.
Logistics (TJ) 14 15 13
Waste management Total Fuel Consumption (TJ) 50 51 50
ReCYCLE is a nationwide e-waste recycling initiative with our partner Singapore
Electricity Consumption
Telecommunications Limited (“Singtel”). Unwanted electronic devices can be dropped off into the
ReCYCLE bins at selected Singtel Shop and Singtel Exclusive Retailer outlets and post offices,
Post & Parcel (MWh) 29,910 38,076 38,856
as well as other partner locations. All locations are listed on recycle.sg. Alternatively, members
of the public can also ask for a ReCYCLE envelope from any Singtel Shop and Singtel Exclusive
Logistics (MWh) 10,010 9,612 5,807
Retailer outlets, and Post Offices, and mail their unwanted mobile device and accessories at no
charge as postage is waived. The programme collected 22,340 kg of e-waste in FY2019/20 from 61
Others7 (MWh) 509 406 341
collection points island-wide. This is an increase of 42% from the previous year.
Total Electricity Consumption (MWh) 40,429 48,093 45,004
Raising awareness
Total Electricity Consumption (TJ) 146 173 162
Every individual in SingPost can play their part in reducing their environmental footprint. We
continually engage our employees through an array of communication tools and events such as Total Energy Consumption within SingPost
Earth Hour to instill a shared sense of responsibility towards the environment. SingPost has been
supporting Earth Hour since 2013 and in March 2020, the SingPost Centre switched off all facade Total Energy Consumption within
196 224 212
lights and non-essential lighting for an hour as a show of commitment to our planet. SingPost (TJ)
Direct (Scope 1) GHG Emissions
Installation of solar photovoltaic (“PV”) systems
Post & Parcel (tCO2e) 2,646 2,676 2,717
These power systems are designed to supply usable solar power by means of solar panels.
While we have invited tenders for our two larger buildings, Singapore Post Centre and Regional Logistics (tCO2e) 1,035 1,136 983
eCommerce Logistics Hub, this project is currently under evaluation and further planning.
Total Direct (Scope 1) GHG Emissions
3,681 3,812 3,700
(tCO2e)
Pilot test on electric vehicles (“EV”)
Energy Indirect (Scope 2) GHG Emissions
SingPost is currently exploring to pilot the use of Electric Vehicles (“EV”) as a more sustainable
alternative to our current fleet of logistics. Our pilot trial has been put on hold in light of the
Post & Parcel (tCO2) 12,673 15,961 16,273
COVID-19 situation.
Logistics (tCO2) 4,241 4,029 2,432
Chiller upgrading
Others7 (tCO2) 216 170 143
Chiller systems, which provide ventilation and air-conditioning, make up a significant portion of
energy consumption within a building. We are currently assessing our chiller perfomance ratings Total Energy Indirect (Scope 2) GHG
17,130 20,160 18,848
and working with vendors to maintain equipment efficiency, and we are exploring chiller upgrades. Emissions (tCO2)
Automatic lighting system Total Energy Indirect (Scope 2) GHG Emissions
We are exploring the feasibility of implementing an automatic lights-off system after working Total Direct (Scope 1) and Energy
hours for certain areas in our buildings. Indirect (Scope 2) GHG Emissions 20,811 23,972 22,548
(tCO2e)
5Restatements were made for FY2017/18 and FY2018/19 data for greater accuracy. Please refer to the Appendix for our energy and GHG emissions methodology.
6In FY2018/19, SP Parcels was moved from the Logistics segment to the Post & Parcel segment. This was reclassified for FY2017/18 for better comparability in this report.
7Others relate to SingPost’s properties which have been leased out as well as properties under Group Technology.
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FUEL CONSUMPTION AND ELECTRICITY CONSUMPTION AND
FUEL CONSUMPTION & DIRECT (SCOPE 1) ELECTRICITY CONSUMPTION & ENERGY
ASSOCIATED DIRECT (SCOPE 1) ASSOCIATED ENERGY INDIRECT
GHG EMISSIONS INDIRECT (SCOPE 2) GHG EMISSIONS
GHG EMISSIONS8 (SCOPE 2) GHG EMISSIONS9
Across our business operations, we utilise Electricity is utilised for our leased spaces 173
motor gasoline and diesel oil for vehicles 180 30,000 and properties owned or under SingPost’s 180 162 30,000
Direct (Scope 1) GHG Emissions
Energy Indirect (Scope 2) GHG
Electricity Consumption (TJ)
and equipment. A significant portion relates 160 operational control. Our two largest 160 146
25,000 25,000
Fuel Consumption (TJ)
to fuel consumption of our own fleet and 140 buildings are the Regional eCommerce 140 20,160
18,848
Emissions (tCO2)
leased vehicles. In FY2019/20, there was a 120 20,000 Logistics Hub, an automated parcel sorting 120 17,130 20,000
slight decrease in our total direct (Scope 100 and warehousing facility, and SingPost 100
(tCO2e)
15,000 15,000
1) GHG emissions by approximately 3% 80 Centre. In FY2019/20, our total energy 80
from FY2018/19, mainly attributable to our 60 50 51 50 10,000 indirect (Scope 2) GHG emissions decreased 60 10,000
Logistics segment. This relates to a slight by approximately 6% from FY2018/19, mainly 40
40 3,681 3,812 3,700
reduction in cargo volume in our freight 5,000 attributable to our Logistics segment. This 5,000
20 20
forwarding business, due in part to the mainly relates to the closure of a warehouse
0 0 0 0
global trade slowdown and the impact of the FY2017/18 FY2018/19 FY2019/20 and post office in the third and fourth FY2017/18 FY2018/19 FY2019/20
international COVID-19 pandemic. quarters of FY2018/19 respectively, as well
Fuel Consumption Electricity Consumption
as a result of the installation of energy-
Direct (Scope 1) GHG Emissions Energy Indirect (Scope 2) GHG Emissions
efficient LED light fittings at the Regional
eCommerce Logistics Hub.
8Please refer to the Appendix for our energy and GHG emissions methodology. 9Please refer to the Appendix for our energy and GHG emissions methodology.
18 19Sustainability Planet Operational Societal Transformational
SingPost Sustainability Report 2019/20 Corporate at SingPost Positive Excellence Responsibility Growth
OPERATIONAL EXCELLENCE
We care about doing the right things the right
way, across our entire value chain
SingPost has a heritage dating back to the founding of Singapore in 1819. We
recognise that future-proofing this success would not be possible without the
trust of our stakeholders and our people’s commitment towards excellence.
Underpinned by the highest standards of corporate governance, we adopt best-in-
class practices that reflect our obligation towards accountability, transparency and
safeguarding of our stakeholders’ interests.
ESG MATTERS IN THIS PILLAR
0 Our People #
CASES OF CORRUPTION OR
# Not identified as a material ESG matter
UNETHICAL BEHAVIOUR
but reported additionally
Compliance with Laws and
Regulations
Ethics, Anti-Bribery and
Corruption
Data Security and Privacy
Business Continuity
Planning
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PEOPLE ARE THE HEART OF SINGPOST OUR PEOPLE 102-12
Our People We offer our people a workplace built on trust and mutual respect.
As a signatory to the Employers’ Pledge of Fair Employment Practices by the Tripartite Alliance for Fair &
Our achievements and sustained success over the years would not have been possible without our people. Progressive Employment Practices (“TAFEP”), we strive to adopt fair and progressive practices on employment.
Today, SingPost comprises a 4,183-strong family in Singapore. We believe in the benefits of having a diverse From recruitment to development and the reward of our talents, meritocracy is one of the key values we uphold
workforce, bringing together employees from a wide range of backgrounds and career experiences. at SingPost.
We invest in developing our people and accompany them through their career journeys.
OUR MANAGEMENT TOOLS OUR CHANGE MAKERS
• PRIDE Framework • Human Resources Department We believe that SingPost will only succeed when our employees do – which is why we invest in shaping our
workforce to be one that is future-fit. PRIDE, our people strategy, encompasses five objectives - all of which are
• Various learning and integral to transforming the way we work and sustainable in a changing world.
development opportunities and
programmes
As we continue on our transformation journey, it is important for us to develop a learning organisation by
balancing the needs of today while future-proofing for tomorrow. We have taken a number of steps in
this direction.
SingPost was one of the first few unionised companies in the Trade and Connectivity sector to seal our commitment
to reskilling of our workers, through the formation of the Company Training Committee (“CTC”) in partnership with
the Union of Telecoms Employees of Singapore (“UTES”). Within the first 6 months of its inception, more than
500 front-line team members have received training relevant to their roles, aimed at increasing their digital
readiness, productivity and service quality. Our goal is to train close to 1,500 staff over 3 years.
We remain committed to building leadership
capabilities at the middle management SINGPOST PRIDE FRAMEWORK
level through our accelerated development
programme, iLEAD and Manager P roviding top talent across the Group
Effectiveness Programmes in our efforts For talent pool and leadership bench strength, and succession pipeline
to grow our own timber, strengthen our
talent bench strength and build a pipeline R ewarding for performance
of successors. Through this programme, we For a high-performance culture to achieve business results
have been able to offer career progression
for more than 55% of our talent pool.
I nstilling a lean HR operating system
For scalable and efficient processes through leveraging technology
We endeavour to create an agile learning D
eveloping and growing our talent
mindset in our workforce by offering For enhanced managerial and talent capability, and opportunities for growth
accessible learning opportunities through
e-learning platforms, annual learning E
ngaging every employee in our transformation
carnival in partnership with SkillsFuture, For high engagement and organisational drive
monthly lunch and learn sessions and
specially curated On-Demand Learning
Journeys supporting specific business
upskilling needs. As part of our efforts to digitalise and upscale our learning programmes, we launched our
e-orientation programme #MySingPostStory in October 2019 on mobile and web platforms. This allowed all
new hires across the Group to receive a consistent and engaging virtual orientation experience with easy-to-
access, bite-size and interactive content. The programme successfully on-boarded approximately 100 new hires
at Managerial levels, enabling them to assimilate into their roles and the organisation seamlessly.
22 23Sustainability Planet Operational Societal Transformational
SingPost Sustainability Report 2019/20 Corporate at SingPost Positive Excellence Responsibility Growth
TOTAL NUMBER OF EMPLOYEES BY EMPLOYMENT CONTRACT AND GENDER IN SINGAPORE
KEY ACTIVITIES IN FY2019/20
Best Ambassador Of The Year Awards
Our Employees 102-7 102-8 FY2017/18 FY2018/19 FY2019/20
Best Ambassador of the Year (“BAOY”) is SingPost’s annual
award event held in October on World Post Day as we recognise
exemplary members of our SingPost family who consistently Total number of employees
demonstrate our Core Values, delight and positively impact our
customers. In 2019, 24 staff across frontline and support units All 4,210 4,135 4,183
were given awards across 15 categories.
Percentage of employees, by gender
Refreshing Our Look Male 50% 52% 52%
At SingPost, we pride ourselves as postal ambassadors,
serving our customers with pride and confidence as we connect Female 50% 48% 48%
communities. In celebration of World Post Day on 9 October 2019,
we launched a brand new set of uniforms for our frontline staff at
Total number and percentage of employees, by employment contract and gender
our post offices and philatelic stores.
Workforce Skills Qualifications (“WSQ”) Professional Image & Permanent employees 2,723 2,694 2,755
Etiquette trainings were also provided for effective communication.
The launch of our new uniforms for frontliners formed the
‘hardware’ component while the training formed the ‘software’ soft Permanent employees (Male) 66% 68% 67%
skills component of our initiative to improve customer service standards. Together, they aimed to equip
our staff to deliver an exemplary customer experience across the 56 post office touchpoints in Singapore.
Permanent employees (Female) 34% 32% 33%
For more information on the WSQ training, please refer to the section on ‘Customer Satisfaction’.
Contract employees 1,487 1,441 1,428
Contract employees (Male) 22% 23% 22%
SPECIAL PROFILE Contract employees (Female) 78% 77% 78%
Interview with Mr James Wee,
Neighbourhood Postman Total number and percentage of employees, by employment type and gender
“This is not a job, it’s a mission Full-time employees 3,237 3,070 3,199
given by the sender. We have to
fulfil their mission - we have to do Full-time employees (Male) 62% 64% 64%
the job and do it nicely and I cannot
let down our senders."
Full-time employees (Female) 38% 36% 36%
Mr James Wee, 60, has been delivering mail at an estate in Yishun for 7 years, covering 15 blocks Part-time employees 973 1,065 984
and over 2,000 units each day. He recently emerged as one of five highest rated postmen10, which he
attributes to making sure he greets the residents with a friendly "good morning" every day.
Part-time employees (Male) 11% 18% 12%
Part-time employees (Female) 89% 82% 88%
The ratings were based on MyPostman campaign, which allows residents to rate their neighbourhood postmen. For more details, please refer to the Customer Satisfaction section
10
of this report on page 50.
24 25Sustainability Planet Operational Societal Transformational
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GOING BEYOND COMPLIANCE COMPLIANCE WITH LAWS AND REGULATIONS
Compliance with Laws and Regulations 103-1 103-2 103-3
BEING COMPLIANT IS OUR FOUNDATION FOR SUCCESS
Going above and beyond regulatory compliance is important to us as it reinforces our fundamentals: Non-compliance to our legal and To strengthen the effectiveness compliance risk management. To
to fulfill our duties to the communities we serve, and to serve the best interests of all our stakeholders. regulatory requirements may of the compliance function further strengthen compliance at
result in direct legal consequences within SingPost Group, the SingPost, the Local Compliance
that undermine our capability and Group Compliance Function Function (“LCF”) and Privacy
reputation. To that end, we have was established to oversee Liaison (“PL”) perform supporting
OUR MANAGEMENT TOOLS OUR TARGETS
in place a strong framework of and monitor the Compliance roles towards the Group
• Anti-Bribery & Corruption Policy policies, processes and procedures Risk Management and control Compliance on compliance areas
• Board Renewal and Perpetual Target FY2019/20 Progress and Performance that serve to guard SingPost systems. In tandem, the Group across the Group.
Tenure Policy 307-1 416-2 417-2 417-3 419-1
against such potential incidences. Compliance Charter (“GCC”)
• Code of Business Conduct and We regularly monitor, evaluate and has been rolled out to define the
IMDA regulates and assesses
Ethics for Directors SingPost’s postal performance by audit our key business activities for scope of the Compliance Function
• Enterprise Risk Management setting Quality of Service (“QoS”)
standards for letter deliveries. continual improvement. and the methodology behind
Framework
• Policy on Diversity For the period of January to
December 2019, SingPost met all QoS
and Inclusivity standards for the delivery of Local
and International Basic Letters, but
• Policy on Professional marginally failed to meet its QoS
Development No significant fines or non-monetary standard for “100% of Local Registered
sanctions relating to non-compliance Letters to be delivered by the second
• Privacy Policy with laws and regulations working day” with the late delivery of
• Supplier Code of Conduct four registered letters and a case of
a misplaced registered letter, all of
• Whistle-Blowing Policy which occurred largely in the first half
• Workplace Safety and of the year before service improvement
measures were implemented.
Health Policy
• Work Injury SingPost achieved 98.81% in January
2019, and 99.63% in March, May, June
Compensation Policy and July 2019.
OUR CHANGE MAKERS
• Audit Committee (“AC”)
• Board Risk and Technology
Committee (“BRTC”)
• Local Compliance Function
• Group Compliance Function
26 27Sustainability Planet Operational Societal Transformational
SingPost Sustainability Report 2019/20 Corporate at SingPost Positive Excellence Responsibility Growth
HONESTY, OUR BEST POLICY
Examples of regulations that SingPost adheres to:
Relevant legislation Ethics, Anti-Bribery and Corruption 102-16 103-1 103-2 103-3
(including but not limited to)
Our stakeholders place their trust in us to do good. It matters that this trust is not misplaced. We remain
steadfast in upholding our business ethics and integrity to the highest levels. We strive to work with like-
Postal Regulations minded individuals and entities who resonate with our values and sustainable development objectives.
IMDA regulates SingPost’s performance by setting Quality of Service (“QoS”) standards
for deliveries, and our targets are to meet or exceed these standards.
• Postal Services Act (Cap 237A)
The Company is required to submit quarterly reports regarding its service quality to • Postal License
the IMDA. Monthly letter tests and audits are conducted by appointed independent • Postal Services Regulations OUR MANAGEMENT TOOLS OUR TARGETS
assessors to measure these service standards and the results are submitted to the • Postal Services Operations Code
IMDA. IMDA announces the results of SingPost’s QoS performance each year. • Postal Competition Code • Anti-Bribery & Corruption Policy
SingPost’s Postal QoS standards remain one of the most stringent in the world, with • Anti-Money Laundering and
delivery standards of 100% for basic letters and registered letters posted by the second Perpetual Target FY2019/20 Progress and Performance
working day. Countering the Financing of 205-2 205-3
Terrorism Policy
• Code of Business Conduct and Uphold anti-corruption and ethical There were zero cases of corruption or
behavior unethical behaviour.
Ethics for Directors
Anti-Corruption Regulations • Prevention of Corruption Act (“PCA”)
• Penal Code • Code of Ethics
We are committed to conducting our businesses with utmost integrity, transparency and • Corruption, Drug Trafficking and • Enterprise Risk Management Communication and training about anti-
Annual anti-bribery and corruption
honesty, as well as implementing and enforcing effective systems to counter bribery and Other Serious Crimes (Confiscation compliance declaration exercise
Framework corruption policies and procedures
corruption. Recognising that any lapses has a direct bearing on our reputation and loss of Benefits) Act conducted for all senior officers and
of confidence from our stakeholders, we continually strengthen our systems in line with • UK Bribery Act (“Bribery Act 2010”) • Supplier Code of Conduct managerial grade employees.
the applicable legislations. • US Foreign Corrupt Practices Act of
1977 (“FCPA”) • Whistle-Blowing Policy
OUR CHANGE MAKERS
Data Protection and Privacy Regulations
• General Data Protection Regulation • Audit Committee (“AC”)
The workflow and processes of our operations is consistently reviewed by our legal, EU regulation 2016/679 (“GDPR”)
compliance and operation teams to ensure the security of our data. Our internal Privacy • Personal Data Protection Act 2012 • Board Risk and Technology
Policy provides information relating to collection, use, and disclosure of personal data. (“PDPA”) Committee (“BRTC”)
In addition, our PDPA Handbook provides information on SingPost’s framework of
compliance to PDPA and is made available through SingPost’s intranet, “SPhere”. • Ethics Committee
Financial Sector Regulations
We are regulated under the Monetary Authority of Singapore Financial Advisers Act
(Chapter 110)11 as we offer financial services distribution via partners at our post
• Monetary Authority of Singapore
Financial Advisers Act
offices. We conduct quarterly compliance validation training and tests and have put
in place compliance key performance indicators to ensure that our financial service
ambassadors comply with the regulations.
Workplace Safety & Health Regulations
• Employment Act
We are committed to providing a healthy and safe work environment for our staff, and • Retirement & Re-employment Act
we seek to perform beyond regulatory requirements to protect their rights and welfare. • Workplace Safety & Health
Our Group Workplace Safety & Health (“WSH”) Policy and Work Injury Compensation (“WSH”) Act
(“WIC”) Policy are set in line with relevant acts and legislations, outlining our • Work Injury Compensation
commitment towards a safety culture of zero accidents, injuries or damage to the assets (“WIC”) Act
and human resources of SingPost.
Notice and Appointment of Introducers by Financial Advisors: Regulation 31 of the Financial Advisers GN. No. S462/2002.
11
28 29Sustainability Planet Operational Societal Transformational
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ETHICS, ANTI-BRIBERY AND CORRUPTION 102-16
SAFEGUARDING A DIGITAL WORLD
OUR CORE VALUES FOSTER AND UNDERPIN A CULTURE OF OPENNESS,
TRUST AND ACCOUNTABILITY
Data Security and Privacy 103-1 103-2 103-3 418-1
We live in a digital age. As data grows, so do the risks. Cyberattacks, data fraud and theft continue to
KEY ACTIVITIES IN rank highly in their likelihood and impact on shaping the world’s risk landscape12. It is thus a business
FY2019/20 Top Execution
imperative for us to dutifully protect our corporate data and that of our stakeholders with the highest
One Team
standards of data security and privacy.
Establishing our Ethics
Committee CORE
VALUES
The Ethics Committee was OUR MANAGEMENT TOOLS OUR TARGETS
officially established in Transformation Total Customer
June 2019 to implement the • Enterprise Risk Management
revamped Code of Ethics. Framework Perpetual Target FY2019/20 Progress and Performance
The Committee comprises Trust • Information Classification and 418-1
the Group General Counsel Handling Policy
as Chairman, the Group One breach event was reported to and
• Information Security Policy verified by the Group Data Protection
CFO and Group CHRO as
members. The Terms of IT IS IMPORTANT TO US OUR STAKEHOLDERS ARE • Cybersecurity Framework Zero data breaches Officer ("GDPO"). GDPO has confirmed
the remediation action to address the
Reference of the Committee THAT WE MANAGE RISKS EMPOWERED TO DRIVE event.
is to: THAT MAY COMPROMISE OUR ETHICAL CULTURE OUR CHANGE MAKERS
• Establish; OUR VALUES AND
102-17
PDPA talks and e-learning modules
• The Board Risk & Technology were carried out, and gaps identified
• Embed; and INDEPENDENCE Our Whistle-Blowing Policy sets
Committee has oversight over were tracked till closure with
• Provide governance out the guidelines under which our appropriate measures implemented.
internal and external stakeholders risk management
oversight and SingPost’s Code of Ethics Compliance with the Personal Data In addition, a Group-wide privacy
describes the importance of are able to raise concerns about • Group Chief Information Officer,
management of ethical Protection Act (“PDPA”) and data protection framework was
safeguarding sensitive and possible matters of improprieties Group Data Protection Officer, developed and approved, with its
principles and values to
confidential information as an or wrongdoings in confidence. All as well as all departments are programme and activities rolled out to
guide the behaviour and whistle-blowing reports received enable all business and support units to
employee. Employees are expected responsible for integrating the comply with their respective privacy and
conduct of all employees to conduct themselves in a will be investigated promptly, data protection obligations.
professionally, fairly and honestly. approach in daily operations
of the company. professional manner with utmost
integrity and total commitment to Where appropriate, the matter will
New Anti-Money be escalated to the relevant law
the Code.
Laundering and Countering enforcement authorities for their
the Financing of Terrorism investigation and further action.
Our employees are required to
Policy (“AML and CFT Findings from the investigations
disclose when/if they are placed
Policy”) and the follow-up actions taken or
in a conflict of interest that
In March 2020, our AML could potentially lead to such to be taken will be reported to the
and CFT Policy was rolled a situation. They are required SingPost Audit Committee.
out. This policy aims to to make declarations annually
reduce the risk of money and to provide updates where To be aligned with our newly
laundering and prevent appropriate. Guidelines relating rolled out AML and CFT Policy,
sophisticated terrorist to entertainment, receipt and we conduct proper due diligence
financial transactions that offer of gifts are also established. on any company that SingPost
assist in funding criminal Moreover, our employees are will be establishing a business
activities around the world. required to ensure that all relationship with or has an
SingPost will only conduct business dealings and decisions established business relationship
businesses with customers, are legitimately made for the that involves the transfer or
suppliers or vendors and interest of SingPost and are not receipt of funds. Any suspicious
third parties involved conducted under any improper transaction or red flag that
in legitimate business influence or advantage. We are has been determined will be
activities, and whose funds currently developing new training escalated to the Group Compliance
are derived from lawful and materials on this topic, which will immediately. Furthermore, as part
legal sources. be rolled out in due course. of record-keeping, employees are
obliged to maintain records of
proper due diligence undertaken.
World Economic Forum, “The Global Risks Report 2020”
12
30 31Sustainability Planet Operational Societal Transformational
SingPost Sustainability Report 2019/20 Corporate at SingPost Positive Excellence Responsibility Growth
DATA SECURITY DATA PRIVACY
STRENGTHENING DATA INTEGRITY AND PROTECTION IS GREAT EMPHASIS IS PLACED ON
PARAMOUNT IN THE DIGITAL AGE 102-11 RESPECTING THE PRIVACY RIGHTS OF
ALL OUR STAKEHOLDERS
Cybersecurity remains one We have developed the manuals are communicated to
of our top risk concerns. We Cybersecurity Framework and all employees. These policies
are committed to protecting Group Information Security Policy are reviewed yearly, and updated Prudent handling, processing, storage and usage
our customers’ personal data, as guiding principles and key where necessary, to ensure of our stakeholders’ information in our systems’
building resilience in data security controls to identify threats, protect, continual relevance regulations infrastructure is important to us as significant
and improving our response to detect, respond to cyber-attacks and industry practices. failure of our controls may result in litigation,
cyber threats. We are also focused and recover from incidents. As penalties and most importantly, undermine trust of
on minimising any potential part of SingPost’s Enterprise Risk our stakeholders. We do our utmost in minimising
impact from cyber threats and Management (“ERM”) Framework, the risk of privacy breaches and data leakages. We
recovery processes. our data security policies and have in place an escalation process for incident
management, which ensure timely response,
internally and externally, to minimise the impact.
To ensure SingPost’s data privacy compliance in the
markets we operate in, we have acquired the privacy
WE PUT OUR SYSTEMS TO THE TEST management resources that allow us to:
• Conduct research and track latest privacy and
As cyber threats evolve, SingPost will continuously build on cyber resilience and prepare its people to defend data protection developments in markets where
the business. We work with key stakeholders to deploy various means to monitor, measure our systems and SingPost is operating in;
stress-test our response across different scenarios. These include:
• Compare global privacy and data protection
standards; and
Audits Cybersecurity ratings Scenario-based exercises
• Utilise available tools and templates for
We engage in rigorous internal and We conduct reviews of the cybersecurity While we continue to strengthen our adaption and deployment.
external audits on our information threat landscape, our security posture cybersecurity capabilities, we also focus
systems annually. and identify new methods to improve our on improving our people-process in
cybersecurity resilience. effectively responding to cybersecurity
• We constantly review our incidents via regular exercise and
Cybersecurity General Controls • We engage Bitsight, a cybersecurity awareness programs.
and identify areas to improve our ratings company, for a data-driven
security operations, with the help of measurement of our cybersecurity • We work with industry stakeholders
Group Internal Audit. Scope of audit performance and monitor our ratings such as IMDA to together conduct
is reviewed annually following the every quarter to keep it within a tabletop exercise on a specific
organisation risk landscapes and to our target range. Should ratings topic annually. The tabletop exercise
address any emerging threat. fall, we will take the necessary conducted recently was on the topic
• External consultants are engaged improvement actions based on of registered articles. One of the A CONCERTED EFFORT WHERE EVERY
to assess and provide feedback on the recommendations provided scenarios presented was a cyber- EMPLOYEE IS AWARE AND ACCOUNTABLE
our Cybersecurity readiness. Its by Bitsight. attack where the ‘compromised’ IT
cybersecurity subject matter experts • Internally, we continue to implement system rendered the disablement of
have conducted stress-testing security a comprehensive threat and the mail tracking function, resulting Our employees are consistently reminded on the
controls of our critical systems and vulnerability management program, in registered articles not being
review their compliance to Group strengthen our cybersecurity hygiene tracked but are still delivered to the importance of data security and privacy and the
Policy and regulatory requirements. and further invest into layered end customer. The exercise helped role they must play. We do this through regular
defence capabilities. business stakeholders to improve its communication and education awareness on these
• Cybersecurity cuts across entire business continuity processes in order topics. In addition, all staff are required to go through
Group businesses, we provide regular to minimise the service impacts to
updates to senior management and our customers. mandatory PDPA Awareness Training via e-learning
risk committees to keep them updated • We conduct annual Disaster Recovery modules to be equipped with a good understanding of
on key development of Cybersecurity exercises for critical information data protection and how it applies to the workplace.
program as well as cyber threat systems across the SingPost
landscapes and incidents in relation organisation. The exercise simulates
to the Group. various types of IT disaster situations,
in order to stress test our data and IT
system recovery processes.
• This year, we have conducted
the annual security awareness
e-learning programme for more than
1,500 employees.
32 33Sustainability Planet Operational Societal Transformational
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ANTICIPATING WHAT’S IN STORE BUSINESS CONTINUITY PLANNING 102-11
Business Continuity Planning 103-1 103-2 103-3
RISK MANAGEMENT IS A CONTINUOUS, ITERATIVE
AND INTEGRATED PROCESS
Global risks are interconnected and ever-shifting. As such, it is vital for us to remain vigilant, enhance our
readiness and continually build resilience. Prudent business continuity planning enables us to manage Risks come in various forms and from different sources that
may impact our business. Some risks can be eliminated, some
risks and establish mitigative measures to safeguard against disruptive impacts. This is necessary for
may be accepted, some can be mitigated by transferring the
quick recovery of our critical functions so that we can continue to deliver for our stakeholders. risks or via action plans, and managed as part of our business
model. Our risk management strategy involves assessing
OUR MANAGEMENT TOOLS OUR TARGETS and balancing risk probabilities, preparing for reasonable
contingencies while minimising precautionary expenditure or
• Business Continuity activity. We adopt a top-down as well as bottom-up approach.
Management Framework Perpetual Target FY2019/20 Progress and Performance The Group’s Enterprise Risk Management ("ERM") framework
• Master Crisis Management is modelled largely on ISO 31000:2018 Risk Management
Directives – Principles and Guidelines, and covers the key strategic,
Formalise Business Continuity operational, financial, compliance and information technology
• Emergency Response Strengthen governance and instil the
Management Council and develop
Business Continuity culture within the
the Business Continuity Management risks facing the Group. The ERM framework is supported by
• Enterprise Risk Management organisation
Framework. appropriate risk policies, procedures and provides guidance
Framework to the Group’s various business units and support units on
• IT Disaster Recovery managing risks. More information on risk management
• Workplace Safety & Conduct disaster recovery exercises for
SingPost has successfully conducted and internal controls can be found in our Annual Report, WE ENSURE OPERATIONAL
disaster recovery exercises for critical
Health Policy critical IT systems each year pages 81 – 88.
IT systems in the financial year. READINESS THROUGH BUSINESS
CONTINUITY
OUR CHANGE MAKERS
• Board Risk & Technology BUSINESS CONTINUITY MANAGEMENT Our Business Continuity Management
Committee, Crisis Management COUNCIL STRUCTURE Council with Business Continuity
Management Framework serves to drive
Team and department heads
business continuity plan (“BCP”) efforts
• Business Continuity across the organisation, in order to ensure
Management Council Board of Directors
minimal disruptions of our operations
and a quick recovery and continuation of
critical business and operational functions.
Chair (GCEO)
Systems are in place for our operations to
respond to incidents, crises and threats
Deputy Chair
(GCFO) when they occur. We have contingency
Secretariat response plans for a broad span of events
including emergencies, pandemics and
security threats, as well as other forms of
BC Manager
disruptions that might occur in the course of
our business and operations.
Crisis Management Team In addition to operational response
(Management Committee)
plans, we have also set out processes to
communicate to our stakeholders in an open
manner. We communicate timely accounts
of all incidents and the progress of the
Project Sponsor recovery efforts that are being carried out to
Project Sponsor - Project Sponsor -
- E-Commerce &
Postal Corporate Service our stakeholders.
Overseas
(CEO, Pos Svcs & SG) (GCFO)
CEO, Couriers Please
Our crisis management and communication
plans are reviewed and refined regularly, as
Overseas
Postal Business Unit Support Units well as updated in our BCPs. In addition, all
Subsidiaries
BCPs are periodically tested, documented
and maintained. This enables us to respond
to crises in an organised and efficient
manner, and expedite recovery processes.
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