SUSTAINABILITY REPORT 2020 - SGX
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SUSTAINABILITY REPORT 2020
CONTENTS
1. Board Statement 6. Governance
• Legal Compliance and Corporate Governance
2. About the Report • Ethics and Compliance
• Scope of Report • Customer Privacy & Data Protection
• Report Structure • Supply Chain & Procurement Practices
• Report Contact and Feedback • Service Quality and Responsibility
3. Our Sustainability Management Framework 7. Environment
• Our Strategic Approach to Sustainability • Our Approach
• Accountability to Stakeholders • Water and Energy Conservation
• Our Materiality Matrix • Paper Usage
• Waste Management
4. Economic • Promoting Green Practices
• Corporate Profile
• Mission, Vision, Shared Values 8. Social
• Economic Contribution to Society • Our Employee Management Approach
• Our Value Creation Model • Workforce Diversity
• Corporate Milestones • Employment Practices
• Financial Highlights • Employee Benefits
• Global Reach • Safety and Health in the Workplace
• Awards & Accolades • Business Partner & Stakeholder Engagement
• Labour- Management Relations
5. Alignment with International Initiatives • Corporate Social Responsibility
• Sustainable Development Goals (SDGs)
• Our SDG Goals 9. GRI Content Index
OUR SHARED VALUES
PROFIT-MINDEDNESS
Recognizing and maximizing the effective use of
resources as a whole
MANAGEMENT EXCELLENCE
Art in achieving all stakeholders’ needs from outside-in to inside-
out to achieve a competitive advantage
TEAMWORK
To work with utmost co-operation to overcome and complete tasks
promptly
INTEGRITY
Possessing strong moral values and principles, honest and
upright to differentiate between right and wrong and being
responsible and consistent
RESPECT
Positive feeling of esteem or deference for a
person or other business unit
COMMITMENT
Responsibility of individual /
business unit to put in extra
The ‘bulb’ concept signifies light efforts in completion /
giving us hope that despite the achievement of common
pandemic-induced challenges, Chasen goals / tasks
continues to work hard to overcome
them and seize prospects not visible pre-
COVID-19. The light leads us to the path of
opportunities where our agility to adjust to
changes will give us the edge to be resilient and
sustaining in the tough post-pandemic business
environment. Hence, Business Resilience will be
the theme steering our business going forward.
BOARD STATEMENT
(Left to Right)
Seated Low Weng Fatt, MD & CEO, Eric Ng, Non-Executive Chairman
Standing Siah Boon Hock, Executive Director, Chew Mun Yew & Chew Choy Seng (Independent Directors)
The COVID-19 pandemic has shaken the world and few can when delivering the Group’s high quality products and services.
deny the sudden intense spotlight on sustainability and
business continuity practices for organisations everywhere. The Group will continue to explore and evaluate business
opportunities that have potential to generate value for the
Disrupted global supply chains have forced nations to reduce shareholders, including but not limited to strategic investments,
reliance on overseas supplies and businesses to re-think their partnerships, or mergers and acquisitions. While we continue
operations and adopt nimble and agile strategies to respond to seek breakthroughs for new growth, we recognize the
to unexpected changes. We believe a positive impetus for increasing importance of strengthening the resilience and
our services and solutions is a result of greater reliance on sustainability of our current business operations.
well diversified industry players like the Chasen Group, who
are able to meet the growing demand for trustworthy and Moving forward, we would continue to invest in human capital
swift response of business partners to changes in operations as the key to the long-term sustainable success of the Chasen
planning and the supply chain. Group. Therefore, we are committed to strengthening our staff
training and development roadmap, as well as enhancing the
As a market leader in Specialist Relocation and early mover environmental sustainability of our operations in a low carbon
in cross-border third-party logistics, we demonstrate our economy of the future.
commitment through the adoption of sustainable business
practices while complying with applicable laws and regulations
in all the markets we operate in. The Board expects all Group ERIC J P NG
employees to be vigilant in maintaining our corporate values Non-Executive Chairman
CHASEN HOLDINGS LIMITED 1 SUSTAINABILITY REPORT 2020
SCOPE OF REPORT
At Chasen Holdings Limited (“Chasen”), we recognise the Report Structure
importance of sustainability to our business. As we embark
on our journey of sustainability reporting, the challenges and This Sustainability Report aims to reflect the interests of our
material issues that are important to our stakeholders, our key stakeholders. We have identified seven key stakeholder
strategy in managing these challenges and issues, and how we groups, such as employees, customers, suppliers, future
have performed in terms of our key performance indicators are generations and communities.
highlighted in our report.
For each stakeholder group, we set out our management
This report covers the performance of our consolidated approaches in respect of how material issues are identified as
entities in FY2020. This report focuses on the sustainability well as how such issues are prioritized and managed.
performance, activities and initiatives that are under our
direct control, including our Singapore operations, our local Further, we will present our sustainability initiatives in respect
supply chain as well as overseas business operations directly of environmental, social and economic issues relevant to
associated with us. our business and boundaries. Finally, we will provide the
information of our key performance indicators, performance
Material issues and topics described in this report have targets and outcomes. The information regarding the basis for
been selected according to their significance in respect of report boundaries and our materiality assessment is provided
the company boundaries, our sustainability context and the in section 2.
expectations of our stakeholders.
Altogether, this report provides the Chasen Group’s disclosures
The scope of all material topics disclosed in this report pertains in accordance to the SGX Sustainability Reporting Guidelines
to the business operations in Singapore. Nevertheless, our and the GRI-Standards “In-Accordance-Core” Relevant GRI
corporate governance and sustainability approaches are references and disclosures. A snapshot of the in the GRI
drawn from the policies and practices set at the Group level. Content Index provided in section 2 of this report.
This sustainability report focuses on the Group’s sustainability Report Contact and Feedback
strategies and practices whilst highlighting the economic,
environmental, and social and governance aspects of our We value your feedback on the content of this report and
activities and developments. This report aims to provide an encourage you to contact us through the following channels:
overview of our approach, priorities, performance review, as
well as targets for our key sustainability areas. CHASEN HOLDINGS LIMITED
18 Jalan Besut
Report Methodology Singapore 619571
www.chasen.com.sg /contact-us
The report is prepared based on the requirements of the
‘In accordance-Core’ level of the Global Reporting Initiative This sustainability report is available in our website:
(GRI) Standards Sustainability Reporting Guidelines. We have www.chasen.com.sg/ir-sustainability-report.asp
chosen the GRI Standards Reporting Guidelines for its robust
regime and detailed guidance which offers an internationally-
recognized benchmark for the disclosure of governance
approaches and of the environmental, social and economic
performance and impacts of organizations.
For reference to the GRI Content Index, please refer to Pages
32-36.
This report also incorporates the primary components of
the report content as set out in the “Comply or Explain”
requirements for sustainability reporting under Rule 711B of
Section B: Rules of Catalist of the Listing Manual of the SGX-ST
(the “Listing Rules”).
CHASEN HOLDINGS LIMITED 2 SUSTAINABILITY REPORT 2020
OUR SUSTAINABILITY MANAGEMENT FRAMEWORK
Our Strategic Approach to Sustainability GOVERNANCE STRUCTURE
With our vision and corporate values in mind, we aim to
integrate sustainability into the businesses of Chasen so that
it is systematic and seamless. Where possible, we incorporate
DIREC
D OF
sustainability considerations in our decision-making processes.
Our sustainability efforts are led by our senior management R TO
who ensures that the Company’s business objectives are in line A
BO
RS
with our commitments to sustainable development. Senior
management is responsible for on-going communication to
the Board of Directors. OUR
Chasen’s senior management has determined focus areas VALUES
where Chasen can have the greatest economic, environmental
T
SE
and social impact, as well as the areas that are most important
EN
to our stakeholders. IO M
N
RM
Chasen has taken efforts to seek the opinion of internal and A N AGE
external stakeholders either formally or informally. We aspire to
understand the needs and expectations of our key stakeholders
and strive to build mutually beneficial relationships.
BOARD
Corporate Sustainability Committee (CSC)
Corporate Sustainability Champion
Corporate Sustainability
Workgroup (CSWG)
ESG CSR
Management Management Education, Corporate
SGX 711/A/B
• Materiality & • CSR Plan Training and Sustainability
Sustainability
Boundaries • CSR Communication Oversight
Reporting
• ESG Factors & Performance
Metrics Tracking
CHASEN HOLDINGS LIMITED 3 SUSTAINABILITY REPORT 2020OUR SUSTAINABILITY MANAGEMENT FRAMEWORK
Reporting Boundaries and standards Report Period and Scope
The report is also prepared in accordance with GRI Principles This report covers data and information from 1 April 2019
for defining report content, including: to 31 March 2020 and discusses Chasen’s achievements and
performance towards Environmental, Social and Governance
• Materiality: focusing on issues that impact business (“ESG”) issues. This report has been prepared in accordance
growth and are of utmost importance to stakeholders; to the GRI Standards: Core Option.
• Stakeholder Inclusiveness: responding to stakeholder
expectations and interests; As part of our environmental conservation efforts, current
• Sustainability Context: presenting performance in the electronic edition of the report is available at: www.chasen.
wider context of sustainability; and com.sg.
• Completeness: including all information that is of
significant economic, environmental and social impact to
enable stakeholders to assess the Company’s performance.
We use a consolidated operating approach to determine
organisational boundaries. Our data is an aggregation of our
operations in Singapore over the last two years.
CHASEN HOLDINGS LIMITED 4 SUSTAINABILITY REPORT 2020ACCOUNTABILITY TO STAKEHOLDERS
We strive to be a corporate responsible citizen by working determining the material environmental and social issues.
closely with our stakeholders to understand their concerns and We will continue to engage our external stakeholders more
feedbacks. The stakeholder engagement provides valuable extensively to identify areas that are material, sustainable and
information for our sustainability reporting, particularly in necessary for future development.
OUR KEY STAKEHOLDERS HOW WE ENGAGE THEM KEY TOPICS
Customers • Informal feedbacks • Product features, value
• Public forums proposition of Chasen
• Informal surveys conducted by management staff • Customer feedback
Shareholders and Financial • Results briefing at least half yearly • Financial results
Community • Annual General Meeting • Key business developments
• Emails and tele-conferences such as new acquisitions, or
new business developments
such as new contract wins.
• Investor relations
Employees • Periodic townhall meetings • Information update by
• Performance appraisals management to staff
• Team bonding and company events
• Internal communication through emails and social
media
Suppliers • Regular meetings • Feedback on their products
• Emails and telephone calls and services
• Information of their new
product or service
Government and Regulatory • Consultations • Regulatory and industry
Agencies • Discussions standards and guidelines
Local Community • Community outreach activities • Partner with local not-for-profit
charitable organizations to
identify the target beneficiaries
Media • Media releases • Financial results
• Regular communication through emails and • Key developments such as
teleconferences business updates
CHASEN HOLDINGS LIMITED 5 SUSTAINABILITY REPORT 2020MATERIALITY MATRIX
5
3 5 6
7 8 16
17 20
4
22 15 1 19 13
Importance to Internal Stakeholders
4
3
21 12 10 14 18
2
1
9 2
11
1 2 3 4 5
Importance to Internal Stakeholders
1 Economic Contribution to Society 14 Diversity and Equal Opportunity
ECONOMIC
2 Wages and Local Hiring 15 Training and Education
3 Sustainable Growth 16 Business Partners Engagement
4 Innovation & Technology 17 Stakeholder Engagement
5 Legal Compliance and Governance 18 Labour-Management Relations
GOVERNANCE
6 Anti-Corruption and Anti-Fraud 19 Supply Chain & Procurement Practices
7 Service Quality & Responsibility 20 Customer Privacy & Data Protection
SOCIAL
8 Employee/Public Health & Safety 21 Socio-Economic Compliance
9 Water Conservation 22 Corporate Social Responsibility
10 Energy Management
ENVIRONMENT
11 Environmental Impact Assessment
and Mitigation
12 Waste Management
13 Emission & Air Pollution
Source: Verve Consultancy Pte Ltd Copyright@2018 All Rights Reserved
CHASEN HOLDINGS LIMITED 6 SUSTAINABILITY REPORT 2020ECONOMIC
CORPORATE PROFILE
Chasen Holdings Limited (“Chasen”) is an investment holding whereby the Company acquired the entire issued and paid up
company which has its group businesses now extended to capital of Chasen Logistics Services Limited. As a result of the
support the supply chain for specialist relocation services, reverse takeover, the Company acquired a new core business in
third party logistics and technical and engineering services in specialist relocation solutions for the manufacturing industries
Singapore, Malaysia, the People’s Republic of China, Vietnam, that utilize sophisticated machineries and equipment.
Timor-Leste, Thailand, and USA.
Presently, the Group has established diversified revenue
Incorporated on 2 November 1999, it was first listed on SESDAQ sources in three core business segments, covering industries
on 8 August 2000 and was transferred from the SGX Catalist such as wafer fabrication, TFT display panel production, semi-
to Mainboard on 26 February 2013. The Company changed conductor, chip testing and assembly, solar panel assembly,
its name from China Entertainment Sports Ltd to Chasen consumer electronics, telecommunications, marine, ordnance
Holdings Limited (“Chasen”) on 17 May 2007 following the and construction sectors.
completion of the reverse takeover exercise in February 2007
The three core business segments are as follows:
SPECIALIST RELOCATION THIRD-PARTY TECHNICAL &
SOLUTIONS LOGISTICS ENGINEERING
• Serves as the strategic partners to • Provides packing, packaging, • Provides design, fabrication, and
our customers in the management trucking, distribution, freight- installation of steel structures, as
of their global relocation needs forwarding, warehousing and well as mechanical and electrical
through projects or maintenance related services installation including hook-up
projects • We pack machinery and equipment for production facilities, parts
to the Original Equipment refurbishment, engineering
• We provide specialist manpower Manufacturers’ (OEM) specifications and spares support, facilities
equipped with specialized material utilising specialized packaging management, scaffolding
handling tools, equipment and materials before they are relocated equipment and services, contract
vehicles to relocate our customers’ to new destination. manufacturing, and water treatment
machinery and equipment, either and process engineering services.
within their premises or from one
location to another location.
CHASEN HOLDINGS LIMITED 7 SUSTAINABILITY REPORT 2020ECONOMIC
CORPORATE PROFILE
Management
Profit-Mindedness
Excellence
Recognizing and
Art in achieving all
maximizing the
stakeholders’ needs
effective use of
from outside-in and
resources as a whole.
inside- out to achieve a
competitive advantage.
Integrity OUR
Possessing strong
moral values and SHARED Teamwork
To work with
principles, honest VALUES the utmost
and upright to cooperation to
differentiate overcome and
between right and complete tasks
wrong and being promptly.
responsible and
consistent.
Commitment
Respect
Responsibility of
Positive feeling of
individual/ business unit
esteem or deference
to put in extra efforts in
for a person or other
completion / achievement
business unit.
of common goals/tasks.
VISION
To be a leading global integrated service provider with turnkey
capabilities in supporting the development of manufacturing and service
operation facilities.
MISSION
To develop the capability and synergize
the performance of our business units
in achieving the corporate vision.
CHASEN HOLDINGS LIMITED 8 SUSTAINABILITY REPORT 2020ECONOMIC
ECONOMIC CONTRIBUTION TO SOCIETY
At present, we are headquartered in Singapore, with operations We strive to maintain our market position by ensuring we gain
extending to Asia and the United States of America. We the trust of our customers and their families, and continually
manage our operations in accordance to our sustainability build our reputation and brand name in specialist relocation
principles. We work closely with our and operation staff to and third-party logistics industry in Asia Pacific.
identify and consider any sustainability opportunities and risks
that may arise. The Group’s vision is to offer integrated services combining
technical and engineering capabilities to complement logistics
Sustainability trends such as climate change, resource scarcity services. As the vision is being realised the Group would
and demographic changes shape the competitive environment enhance its competitiveness beyond pricing.
in which companies like Chasen operate by introducing long
term sustainability opportunities and recognising risks. We As a whole, Chasen continues to make good progress and
therefore view our business performance beyond short term the current financial year is expected to be another watershed
gains and financial bottomline. Our conviction is to achieve a as each subsidiary successfully implement their strategic
balanced triple bottomline (People, Profit, Planet) for sustained business plans approved by the Board last financial year. As
growth for the organisation and the community it operates in. book orders continue to build up and projects executed across
our three business segments, we hope to achieve another
The success of our business is highly dependent on the record in annual revenue in line with global economic growth
commitment of our management and staff. Their knowledge, opportunities.
professional expertise and their job satisfaction are key to our
economic sustainability. In today’s highly volatile business environment, Chasen has,
beyond sustained earnings, diligently embraced prudent
More importantly, we strive to contribute positively to the financial management, capitalised on our assets and
society through our economic presence by serving as Asia investments, and remained focused on growth strategies, to
Pacific’s leading specialist relocation and third-party logistics enhance shareholders’ value.
company in Singapore, Asia and the United States of America,
while maintaining good stewardship of the resources we For more information on Chasen’s financial and business
manage and generating good shareholders’ value. performance, please refer to financial highlights in pages
10-11 and the FY 2020 Annual Report.
Our business model focuses on cost leadership without
compromising our service level and highest priority on
customer’s interest. We seek organic growth from the existing
outlets as well as through the acquisition of new businesses
that reap good returns.
CHASEN HOLDINGS LIMITED 9 SUSTAINABILITY REPORT 2020ECONOMIC
FINANCIAL HIGHLIGHTS
REVENUE ANALYSIS DIVIDEND PER SHARE
(S$’MIL) (CENTS)
140 131.9 0.8
127.6
120 0.6
106.2
101.0
100 93.5 0.5
0.4
80 0.4
0.3
60 0.3
40 0.2
0.1
20 0.1 0.05
0.0
0 0
2016 2017 2018 2019 2020 2016 2017 2018 2019 2020
PROFIT/ (LOSS) AFTER TAX
(S$’MIL)
-15.0 -10.0 -5.0 0 5.0 10.0 15.0
-3.3 2016
2017 2.5
2018 6.1
2019 4.8
-15.2 2020
CHASEN HOLDINGS LIMITED 10 SUSTAINABILITY REPORT 2020ECONOMIC
FINANCIAL HIGHLIGHTS
REVENUE BREAKDOWN BY BUSINESS SEGMENT
59.2%
23.0% 23.0%
49.0%
2019 2020
17.8%
28.0%
Specialist Relocation Technical & Engineering Third Party Logistics
REVENUE BREAKDOWN BY GEOGRAPHICAL
36.7% 30.0%
3.8%
2019 2020
12.5% 20.0%
35.9%
41.0%
3.4% 5.0%
7.7% 3.0% 1.0%
PRC Singapore Vietnam Malaysia Thailand USA
CHASEN HOLDINGS LIMITED 11 SUSTAINABILITY REPORT 2020ECONOMIC
OUR VALUE CREATION MODEL
ECONOMIC ENVIRONMENTAL
• Generate good return to shareholders • Promote a strong environmental friendly
Cost & Skills Leadership culture
• Maintain market leadership position • Environmental conservation through
• Drive consistent business prospects adopting “Reduce, Reuse, Recycle” and
through organic growth & acquisition energy efficient practices
SOCIAL GOVERNANCE
• Build a resilient organization and caring • Focus on risk management by having
society good corporate governance and well-
• Provide the financial mechanism to developed policies and procedures which
promote greater support for the short- are periodically checked for compliance
term micro-financing in society • Compliance management with all applicable
• Build partnership and bonds with laws and regulations.
stakeholders
• Personal development focuses on KPIs,
training and employee engagement
program
CHASEN HOLDINGS LIMITED 12 SUSTAINABILITY REPORT 2020ECONOMIC
GLOBAL REACH
CHASEN HOLDINGS LIMITED 13 SUSTAINABILITY REPORT 2020corporate milestones
1999 2004
Set-up overseas
operations in People’s
Incorporated as Chasen Republic of China (“PRC”)
Logistics Services Pte Ltd
1995
through Chasen (Shanghai)
(“CLSPL”) Hi-Tech Machinery Services
2001
Pte Ltd (“HTS”)
Relocation Solutions Specialist CLSPL was certified ISO 14001 for
Chasen Logistics Environmental Management and
Services began CLSPL was awarded OHSAS 18001 for Occupational
business as a partnership first turnkey project Health and Safety
operating from consolidating several Management System
its office in manufacturing facilities of
Wallich Street customer to one location in
Singapore
CLSPL was certified ISO 9001
for Quality Management
System
Surpassed Established a global
FY2018 historical marketing office, Chasen
high by 3% at S$131.9 Chasen (USA), Inc. (“C-USA“) in San
million Group exceeded Jose, California,
3PL subsidiary, CZEM secured S$100 million revenue USA
MNC contracts for cross-border land benchmark for second time
freight from Malaysia to Vietnam and amassing S$106.2 million
China to Singapore with complementary
2015
HTS achieved highest contracts
warehousing in Singapore and Malaysia secured totalling S$50 million
3PL CZE Group established an office in (RMB245 million)
Shanghai 3PL established air and sea
CLSG certified ISO 620:2016 for freight business in Thailand to
Good Distribution Practice for complement its cross-border
Medical Devices trucking operations
2019 2017
Chasen Established
Group achieved its a joint venture 3PL
highest revenue to date company in Thailand, City
at S$127.6 million Zone Express Company Limited
(“CZET“) with operating offices in
HTS secured relocation contract Bangkok and Songkhla
for pilot phase of the world’s first 11th
Generation TFT LCD plant in Shenzhen, C-USA clinched US$12 million (S$17
PRC million) project for handling of inbound
cargo and move-in of equipment and
3PL established bonded warehouse in materials for an automobile product
Penang and office in Vietnam to manage manufacturing plant
cross-border land freight business
Incorporated Strategic Business
C-USA secured the third phase Plan for each business unit that
of automobile product would support the Group
manufacturing plant project strategy in achieving our
valued at US$9.3 million Corporate Vision
2018 2016
CHASEN HOLDINGS LIMITED 14 SUSTAINABILITY REPORT 2020corporate milestones
2007 2009
Chasen Holdings Limited Chasen Group
established footprint in
2005
(“CHL”) listed on SGX
SESDAQ (now known Vietnam with the setting-up of
as Catalist) via a reverse Chasen Transport Logistics Co.,
takeover of China Ltd (“CTL”) in Ho Chi Minh City
Established second Entertainment Chasen Logistics Services
2008
overseas subsidiary, Chasen Sports Ltd Limited (“CLSG“) was awarded
Logistics Sdn Bhd (“CLSB”) in bizSAFE STAR by Workplace
(mainland) Penang Safety and Health Council
CLSB secured its first contract Extended Third Party
to service a Singapore- Logistics (“3PL”)
based semiconductor MNC operations in Malaysia
(multinational company) that through acquisition of City
2010
transferred its operations to the Zone Express Sdn Bhd
Kulim IT Park (“CZEM”) and incorporation
in Kedah of DNKH Logistics Pte Ltd
(“DNKH“) in Singapore
Acquisition of “green”
companies, Global
Technology Synergy Pte
Ltd (“GTS”) and Towards
Green Sdn Bhd (“TGSB”)
Chasen was transferred
from Catalist to the Main Board
of the SGX-ST on 26 February 2013
Ho Chi Minh City-based CTL awarded its
first major move-in and installation project
worth of US$0.9 million (S$1.1 million) by a
HTS was awarded first
Japanese tyre manufacturer in Hai Phong, Vietnam
major Korean project to
Singapore-based CLSG secured its maiden relocate an OLED (organic
relocation project worth of US$4.25 million light-emitting diode) production line
(approximately S$5.4 million) from the from Busan, South Korea to Shanwei,
Middle East. Guangdong Province, PRC
CLSG and REI Technologies Pte Ltd (“REI“) CHL was awarded the Certificate of
collaborated in building 100k cleanroom to Excellence in “Best Investor Relations
house a Facilitized Refurbishment and by a SGX-Catalist Company” at the
Testing Centre (“FRTC”) and supporting IR Magazine South East
logistics services for the refurbishment Asia Awards
of wafer fab machine tools for 2011
a Japanese OEM (original Chasen
equipment manufacturer) Group achieved
2013
record historical high
revenue of S$99 million since 2011
listing (in 2007)
Chasen Group
surpassed S$100 CHL was recognized as one of the
million revenue mark for World’s Top 1000 Fastest Growing
the first time in its corporate Public Companies in 2011 by the
history International Business Times
(announced in
Chasen Group introduced
January 2012)
Shared Values as the basis
to develop our corporate
culture and growth
strategy 2012
2014
CHASEN HOLDINGS LIMITED 15 SUSTAINABILITY REPORT 2020ECONOMIC
5 ALIGNMENT WITH INTERNATIONAL INITIATIVES
United Nation 17 Sustainable Development
Goals (SDGs)
On 25 September 2015, the UN General Assembly adopted the sustainable world. We will use SDGs as one of the guiding
17 Sustainable Development Goals (“SDGs”) to end poverty, principles for our sustainability initiatives.
protect the planet, and ensure prosperity for all as part of a
new sustainable development agenda. Each goal has specific As we advance on our sustainability journey, we will continue to
targets to be achieved over the next 15 years. Although the assess our alignment with the SDGs and, whenever possible,
SDGs are primarily aimed at governments, they represent an redirect our internal priorities and sustainability strategy to
important opportunity for businesses to also act for a more more effectively and comprehensively address these goals.
The following SDG goals are relevant to our business, We do not believe these goals are relevant to our business
operations and value chain. They are addressed in our various and industry. They are not within our boundaries and scope
policies at the group level. Such goals are also embedded in of influence, therefore, we are currently unable to make
various initiatives carried out across the organisation. noticeable contributions to such goals.
SDGs Logo Source:
http://www.un.org/sustainabledevelopment/news/communications-material
CHASEN HOLDINGS LIMITED 16 SUSTAINABILITY REPORT 2020GOVERNANCE
LEGAL COMPLIANCE AND CORPORATE GOVERNANCE
Corporate governance and compliance have always been Compliance with Laws and Regulations
one of the top priorities for the Company. The decision-
making process in the Company is strictly in line with legal The Group is proactive in ensuring its compliance with all
and regulatory requirements and in compliance with the Code relevant laws and regulations. Our management team is
of Corporate Governance issued by Monetary Authority of responsible to review and monitor the Group’s policies and
Singapore and the Company Act of Singapore. practices in respect to legal and regulatory requirements
across all operations. Any non-compliance of the relevant laws
The Company has not received any correspondences or and regulations and the proposed resolutions will be reported
notifications in relation to any non-compliance of legal and to the Board of Directors on a quarterly basis.
regulatory requirements or the Code of Corporate Governance
from any government and regulatory agencies in FY2018. The The Group has put in place policies and procedures to ensure
Audit Committee received no whistle-blowing letters during compliance with the relevant laws and regulations to all the
the year. national jurisdictions we operate in. At corporate level, we
also ensure that we are in compliance, both in substance and
Ethics & Integrity in spirit, with the Listing rules of SGX Securities Trading (SGX-
ST), Securities and Futures Act and Singapore Companies Act.
We promote an ethical and act with integrity’ culture
throughout the Company and our outlets. We seek to conduct Any new enactment of or changes to the relevant laws and
our business in an ethical manner and in compliance with regulations will be communicated to all operations and
the best practices in the specialist relocation and third-party management staff via emails and small group meetings. Such
logistics industry. All Directors, operations and management communication is necessary to ensure that all staff are aware of
staff are required to fully comply with our principles set in our the changes and can carry out the necessary steps and actions
Employee Handbook and employment contract. to ensure compliance.
The Employee Handbook details our expected standards While we seek to leverage our data to serve our customers
of employee’s professional behaviour towards our business responsibly, we adhere and uphold the Personal Data
partners whom we have business dealings with, to the people Protection Act (“PDPA”). We have put in place policies to
in the society whom we serve as customers and towards ensure we are in compliance with PDPA and we respect our
each other as employees of the Company. Above all, we are customers’ choices in respect of their personal data and the
inculcated with strong corporate values to act with integrity. protection of our customers’ privacy.
Anti-Corruption and Anti-Fraud There is no incidence of product and service misinformation
and labelling or marketing communications.
With zero-tolerance policy to bribery and corruption, we
have put in place effective monitoring and management Risk Management
control systems to detect bribery, fraud or other malpractice
activities directly at the source. We have established a whistle- The Group recognises the importance of risk management
blowing mechanism for employees and any other concerned and how business risks may adversely affect Chasen’s business
stakeholders such as customers and their families, suppliers, performance.
competitors and contractors.
While it is the responsibility of the Audit Committee,
A direct whistle-blowing channel has also been implemented as delegated by the Board of Directors, to oversee the
to enable our employees to get direct access to the Audit effectiveness of our risk management and internal controls,
Committee. By doing so, our stakeholders can be assured that the core function of the internal audit is coordinated by our
all reports or suspicions of potential breaches of our Employee Chief Financial Officer who reports to the Audit Committee on
guidelines are taken seriously by the Group. a periodic basis.
CHASEN HOLDINGS LIMITED 17 SUSTAINABILITY REPORT 2020GOVERNANCE
CUSTOMER PRIVACY AND DATA PROTECTION
The nature of our business warrants high level of security We have invested to ensure our proprietary IT system meets
and confidentiality of our clients’ personal data as well as the highest standards for IT security. There is no incident of
the business transactions they have undertaken. We adhere non-compliance with laws and regulations in the social and
strictly to the guidelines set by the Personal Data Protection economic area reported.
Act (PDPA).
SUPPLY CHAIN & PROCUREMENT PRACTICES
We have maintained a strong partnership with the suppliers for any issues. Any non-compliance with the guidelines of local
our specialist relocation and third-party logistics businesses. and international regulatory bodies will result in us in not
We believe in transparency in our supply chain and our embarking on or discontinuing the procurement and business
approach is to positively engage with suppliers if we identify relationship with them.
SERVICE QUALITY AND RESPONSIBILITY
For specialist relocation and third-party logistics service Our Quality Policy
provider like Chasen, our service quality and responsibility
to our customers ranks high for the sustainable success of Chasen Logistics Services Limited is proud to be a specialist
the Company. We are committed to provide reliable and relocation and third-party logistics service provider with strong,
high quality specialist relocation and third-party logistics cohesive and innovative team that provide safe, professional,
solutions to our customers and every customer we service. We prompt support for handling, moving, storing and delivery of
emphasise on service excellence to every customer. our customer’s cargo.
Our operations and professional staff serve our customers We are totally committed and focused on continually improving
professionally and ethically. our service by regular training enabling us to improve our
quality standard, resulting in a better service to our customer.
CHASEN HOLDINGS LIMITED 18 SUSTAINABILITY REPORT 2020ENVIRONMENT
WATER AND ENERGY CONSERVATION
We strive to embrace environmental sustainability by managing As part of our initial efforts, we will align our environmental
environmental conservation through adopting ‘Reduce’, ‘Re- performance in our Singapore operations to key evaluation
use’, ‘Recycle’ and energy effcient practices. criterion for water consumption and energy conservation for
the both electricity and diesel consumption.
CHASEN GROUP CHASEN SINGAPORE
Water (FY 2019-2020) Water (FY 2019-2020)
3939
4000
3253
2836
97
3000 100
2277
89
80
68
64
(‘in 000)
2000
(‘in 000)
60
1000 40
20
0 0
FY 2019 FY 2020 FY 2019 FY 2020
Water Expenditure (S$) Water Consumption (litre) Water Expenditure (S$) Water Consumption (litre)
We tap on the water supply provided by Public Utilities Board This augmentation in the overall water consumption was
and disposed used water into the public sewage system. due to the first time reporting of the subsidiaries in China
in particular the precision engineering and contract
For FY2020, our water consumption in Singapore decreased by manufacturing plant, which requires more water for its precision
8% and expenditure decreased by 5.9% respectively. In terms engineering processes. The volume of water consumption is
of electricity, our consumption and expenditure decreased by in line with the nature of the business activity, even though
66.5% and 60.3 % respectively. For diesel, our consumption it has laden an extraordinary increase in the overall water
decreased by 7.5% and expenditure increased by 22.3% consumption at the Chasen Group level.
respectively.
While we take conscientious efforts to conserve water and
At the Group level, our water consumption and expenditure electricity, we are currently reviewing our utilisation pattern
increased by 21.1% and increased by 24.5% respectively, and will implement measures to reduce the consumption.
largely due to the increase in water consumption by our
Chinese operations. In terms of electricity, our consumption The electricity consumption at the Group level is relatively
and expenditure decreased by 47% and increased by 0.47% stable over the past two years. It is encouraging to note that
respectively. For diesel, our consumption and expenditure the Chasen Singapore’s electricity consumption has declined
decreased by 67.6% and increased by 9.7% respectively. over the past two years.
CHASEN GROUP CHASEN SINGAPORE
Electricity (FY 2019-2020) Electricity (FY 2019-2020)
5000 5000
3209
3846
3864
4000 4000
3000 3000
(‘in 000)
(‘in 000)
1273
2000 2000
660
824
1000 1000
437
221
0 0
FY 2019 FY 2020 FY 2019 FY 2020
Electricity Expenditure (S$) Electricity Consumption (kWh) Electricity Expenditure (S$) Electricity Consumption (kWh)
CHASEN HOLDINGS LIMITED 19 SUSTAINABILITY REPORT 2020ENVIRONMENT
WATER AND ENERGY CONSERVATION
DIESEL CONSUMPTION Since 2018, we have started acquired electric forklifts and
vehicles as our efforts to cut down diesel consumption and
The diesel consumption at the Chasen GROUP and Singapore reduce carbon emissions. Currently, we have 14 electric
level is relatively stable over the past two years. forklifts ranging from 2.5-ton to 16-ton that are deployed to
our subsidiaries in Malaysia, Vietnam and PRC.
CHASEN GROUP CHASEN SINGAPORE
Diesel (FY 2019 -2020) Diesel (FY 2019-2020)
3200
2918
4000 400
294
291
(‘in 000)
(‘in 000)
2215
272
238
3000 300
2000 200
717
1000 100
0 0
FY 2019 FY 2020 FY 2019 FY 2020
Diesel Expenditure (S$) Diesel Consumption (litre) Diesel Expenditure (S$) Diesel Consumption (litre)
CHASEN HOLDINGS LIMITED 20 SUSTAINABILITY REPORT 2020ENVIRONMENT
WASTE MANAGEMENT
The Group also takes a concerted approach to ensure we In FY 2020 alone, we have recycled 9,315 kg of waste at the
adopt a responsible waste management process within our group level, a positive mark in increase of waste recycled from
business operations. We will be reviewing and fine tuning our the previous year, largely due to the concerted efforts made by
waste management system to ensure optimal recycling for the entire group in waste recycling
the all the raw materials, mainly wood and steel, are properly
disposed or recycled.
CHASEN GROUP CHASEN SINGAPORE
Waste (FY 2019-2020) Waste (FY 2019-2020)
10000 9315 4500 3849
9000 4000
8000 3500
7000 6455 2550
3000
6000
2500
5000
4000 2000
3000 1500
2000 1000
1000 500
0 0
FY 2019 FY 2020 FY 2019 FY 2020
Weight of waste recycled (KG) Weight of waste recycled (KG)
PAPER USAGE • ‘Re-use’ single-side printed papers for non-confidential and
draft documents. We plan to roll out the daily operations
We have launched our Go-Green initiatives across all our reports to be electronic and paperless.
operations and Corporate Office. The implemented initiatives
aim to encourage the ‘Re-use’, ‘Recycle’ and ‘Reduce’ of At the group level, we have successfully recycled 399 kg of
papers through the following ways: paper in FY2020, an increase of 24.7% from the past year. This
reflect an efficiency in raising the paper recycling initiatives
• ‘Reduce’ the use of papers by sending the printers to print of the company and a successful effort in improving the cost
on double-sides of each piece of paper and print only when saving results overall
necessary.
CHASEN GROUP CHASEN SINGAPORE
Paper Recycled (FY 2019-2020) Paper Recycled (FY 2019-2020)
1200 1200
978
1000 1000
800 800
612
513
600 600
410
399
320
400 400
224
180
200 200
0 0
FY 2019 FY 2020 FY 2019 FY 2020
Weight of Cost of Saving of Weight of Cost of Saving of
paper recycled (KG) paper recycled (S$) paper recycled (KG) paper recycled (S$)
CHASEN HOLDINGS LIMITED 21 SUSTAINABILITY REPORT 2020ENVIRONMENT
EHS TRAINING & DEVELOPMENT
We strive to maintain a high commitment in training and In Singapore, both the total training and average training hours
development for our workforce. However, in FY2020, our total per employee have increased by 29.8% and 64% respectively.
training hours and average training hours per employee had
maintained due to the increase in our staff strength.
CHASEN GROUP CHASEN SINGAPORE
EHS Training (FY 2019-2020) EHS Training (FY 2019-2020)
9311
10000
2333
9000
8000 2500
1797
5428
7000
2000
6000
5000 1500
4000
3000 1000
2000
500
1000
4.1
5.1
7.4
3.1
0 0
FY 2019 FY 2020 FY 2019 FY 2020
Total number of Average number of Total number of Average number of
traning hours training hours per employee traning hours training hours per employee
TARGETS
We have set our goals to raise the bar for EHS training and EHS hours by 20%
in the next three years. We have plans to measure the carbon footprint and the
Greenhouse Gases (GHG) Emission of our business operations progressively
over the next three years.
At the Group level, total training and average training hours per employee
have increased 120%. Hence, we have set our goals to raise the bar for EHS
training and EHS hours by 20% in the next three years.
CHASEN HOLDINGS LIMITED 22 SUSTAINABILITY REPORT 2020SOCIAL
OUR EMPLOYEE MANAGEMENT APPROACH
Pivotal to our success is our people performing at their best. fair employment practices by ensuring equal opportunities for
We value the vital contributions by all employees towards recruitment, fair compensation, career progression and training
sustaining Chasen’s long term success. To underscore our opportunities. We provide fair employment opportunities
care and commitment towards our employees, Chasen to all, regardless of age, gender, race, or nationality. Chasen
drives a holistic human resource (“HR”) strategy focused advocates a policy of harnessing diversity in human resource
on fair remuneration and equal opportunities, training and as evidenced by a fair distribution of employees from different
development, employee wellness and engagement, and work- nationalities and age groups to support our key markets in
life harmony. Singapore.
We are taking progressive steps to go beyond compliance The Group has a stable labour force of 1410 with continued
with labour laws in Singapore to develop and implement expansion in all four major regions, with the latest expansion
policies and staff engagement programmes that aim to help move is in Thailand . Local hiring is emphasized as 38.41% of
employees build long-term, fulfilling careers with Chasen. Chasen’s employees are mainly Singapore citizen in Singapore
in FY2020. In Singapore, there is a well-balanced diversity of 11
Diversity & Equal Opportunity nationalities within Chasen’s workforce
Identifying, recognising and rewarding quality employees is
essential in our hiring and retention strategy. We advocate
CHASEN GROUP CHASEN SINGAPORE
Staff (FY 2019-2020) Staff (FY 2019-2020)
1446 1410 574
1500 600
509
500
1000 400
300
500 200
100
0 0
FY 2019 FY 2020 FY 2019 FY 2020
Total Staff Strength Total Staff Strength
CHASEN HOLDINGS LIMITED 23 SUSTAINABILITY REPORT 2020SOCIAL
OUR EMPLOYEE MANAGEMENT APPROACH
CHASEN GROUP CHASEN SINGAPORE
Nationalities (%) Nationalities (%)
2019 2020 2019 2020
Nationality FY 2019 (%) FY 2020 (%) Nationality FY 2019 (%) FY 2020 (%)
Singaporean 0.58 0.6 Singaporean 32.11 30.27
Malaysian 22.12 22.14 Malaysian 17.88 24.28
Filipino 0.48 0.5 Filipino 1.22 1.76
Indian 0.24 0.19 Indian 27.86 23.89
Bangladeshi 0.24 0.20 Bangladeshi 18.12 16.24
Sri Lanka 0 0 Sri Lanka 0.23 0.00
Indonesian 0.32 0.38 Indonesian 0.10 0.10
Myanmar 0 0 Myanmar 0.07 0.01
Thai 22.22 22.22 Thai 2.25 2.45
Chinese (PRC) 22.18 22.18 Chinese (PRC) 0.16 1.00
Vietnam 21.46 21.63 Vietnam 0 0
American 10.16 9.96 American 0 0
Nepal 0 0 Nepal 0 0
Total 100 100 Total 100 100
CHASEN GROUP CHASEN SINGAPORE
Gender Ratio (%) Gender Ratio (%)
12.79% 14.14%
16.29%
22.30%
2019 2020 2019 2020
83.71% 77.70% 87.21% 85.86%
FY 2019 FY 2020 FY 2019 FY 2020
Male Female Male Female
CHASEN HOLDINGS LIMITED 24 SUSTAINABILITY REPORT 2020SOCIAL
OUR EMPLOYEE MANAGEMENT APPROACH
Fair & Open Employment Policy
Chasen maintains a policy of fair and open employment policy has a good balance of age distribution, with 28.4% under the
through providing fair employment opportunities to both 30 year old group and 0.5% above the 65 years old age group.
young and older workers above age 65 years old. Its workforce
CHASEN GROUP CHASEN SINGAPORE
Employee Age Profile (%) Employee Age Profile (%)
37.50% 37.50% 38.70% 43.60%
2019 2020 2019 2020
62.50% 62.50% 61.30% 56.40%
EXECUTIVES FY 2019 (%) FY 2020 (%) EXECUTIVES FY 2019 (%) FY 2020 (%)
Below 30 yrs 12.1 5.3 Below 30 yrs 8.54 8.09
31 to 50 yrs 22.2 28.4 31 to 50 yrs 14.54 17.61
51 to 65 yrs 2.9 3.6 51 to 65 yrs 14.5 16.60
Above 65 0.3 0.2 Above 65 1.15 1.35
GENERAL WORKERS GENERAL WORKERS
Below 30 yrs 30.8 23.1 Below 30 yrs 18.58 11.42
31 to 50 yrs 26.7 33.4 31 to 50 yrs 34.08 36.66
51 to 65 yrs 4.8 5.7 51 to 65 yrs 7.53 7.14
Above 65 0.2 0.3 Above 65 1.08 1.13
Total 100 100 Total 100 100
CHASEN HOLDINGS LIMITED 25 SUSTAINABILITY REPORT 2020SOCIAL
OUR EMPLOYEE MANAGEMENT APPROACH
Our strategy for recruitment and retention of talents include staff who have been in the Specialist Relocation, Third Party
cooperation with professional institutions, talent pool Logistics and Technical & Engineering service businesses
development and retention, and staff grievance mechanism. for over 10-20 years. Through the organic growth of
In terms of employee skills profile, we have maintained a fair complementary businesses over the years, we have also
proportion of professional and management team to lead and strengthened the retention of our pool of senior staff whose
drive the business growth in our three business segments professional expertise and strong customer relationship has
been critical in the sustainable success of our three different
Our business is highly dependent on senior experienced businesses.
CHASEN GROUP CHASEN SINGAPORE
PMET Classification (%) PMET Classification (%)
2019 2020 2019 2020
PMET Classification FY 2019 (%) FY 2020 (%) PMET Classification FY 2019 (%) FY 2020 (%)
Professional 9.88 6.5 Professional 10.1 11.3
Management 11.17 13.0 Management 10.92 14.2
Executive 10.85 19.3 Executive 16.5 13.3
Technical 8.56 10.1 Technical 14.26 10.8
Others 59.54 51.1 Others 48.22 50.4
Total 100 100 Total 100 100
We are continuously recruiting talents, particularly younger sustainable financial and non-financial incentives, and learning
talents and grooming them through mentorship and on-the- and development opportunities. Our compensation and
job training programme. benefits policies are determined by guidelines proposed by
our Human Resource and approved by the Remuneration
Our recruitment policy is based on meritocracy and the Committee of our Board. All our staff undergo annual
pre-requisite skills and academic qualifications required to performance review and receive periodic performance
perform the required job scope. During recruitment, we have feedbacks from their superiors.
implemented stringent shortlisting process to ensure we
recruit people with the same values as we do. We practise equal opportunities for skills training and career
development for all staff and this has contributed to our high
We focus on retention of talents by providing fair and retention rate of 90.5% in FY2020 in Singapore.
CHASEN HOLDINGS LIMITED 26 SUSTAINABILITY REPORT 2020SOCIAL
OUR EMPLOYEE MANAGEMENT APPROACH
CHASEN SINGAPORE CHASEN SINGAPORE
Length of Years of Service (%) Length of Years of Service (%)
18.0%
12.6% 12.5%
6.3% Below 5 yrs. Below 5 yrs.
6.7%
6 to 10 yrs. 6 to 10 yrs.
2020 1.7% 2019
11 to 20 yrs. 11 to 20 yrs.
> 20 yrs. > 20 yrs.
62.8%
79.4%
Employment Practices Communications
Our employment practices focus on maximizing the strength As our Company grows, effective communications across the
of our employees by providing equal opportunities based on organization are crucial to ensure continuous alignment of
merit, and help our employees to develop strength through objectives of the employees and the organizational objectives.
our comprehensive training and development programme. We achieve this through our various communication sessions
We regularly review the competency and development of customized based on the target employees. Communication
our employees to effectively match their strengths to their sessions for our managers are held on a regular basis. Agendas
job specifications. Our performance based reward scheme covered at these sessions are customized in a manner
provides guidance and motivation to our employees to appropriate to the target functional scope of the managers.
perform to their potentials in alignment with the objectives of
the company. For example, in the monthly managers’ meeting, operational
agendas such as leadership and operation issues may be
discussed while at the quarterly sessions, the high level topics
The Tripartite Guidelines on Fair Employment include strategic business directions, new service launches,
Practices ongoing developments and key project reviews.
We proactively pursue and adopt best practices in HR
management. Our HR practices are guided by the Singapore
Tripartite Alliance for Fair and Progressive Employment
Practices. The Singapore Tripartite Alliance comprises
the Ministry of Manpower, Singapore National Employers
Federation and National Trades Union Congress.
The Tripartite Alliance has formulated guidelines on fair
employment practice for adoption by Singapore employers,
embracing the recruitment, training, treatment and reward of
employees.
CHASEN HOLDINGS LIMITED 27 SUSTAINABILITY REPORT 2020SOCIAL
OUR EMPLOYEE MANAGEMENT APPROACH
EMPLOYEE TRAINING & DEVELOPMENT
We practise equal opportunities for skills training and career Despite the increase in total training hours in Singapore, there
development for all staff and this has contributed to our high is a steady increase in the average training hours per employee
retention rate of 90.5% in Singapore and 86.7% at the Chasen for employee training & development in FY2019 at both the
Group level in FY2020 respectively. Singapore and Group level.
CHASEN GROUP CHASEN SINGAPORE
Training & Education (FY 2019-2020) Training & Education (FY 2019-2020)
1890
7000 2000
1716
5778
1800
6000
1600
5000 1400
4000 1200
2637
1000
3000 800
574
509
1410
1446
2000 600
400
1000
200
4.1
3.7
1.8
3.0
0 0
FY 2019 FY 2020 FY 2019 FY 2020
Total (avg) no. of EE Total Training Hrs Total (avg) no. of EE Total Training Hrs
Avg Training Hrs per EE Avg Training Hrs per EE
EMPLOYEE WELLNESS & BENEFITS
The Company also contributes to Central Provident Fund In FY2020, the overall turnover rate of 13.3% and 9.5% in Chasen
Scheme and obtains medical benefits such as Hospitalisation Group and Singapore respectively. We have no temporary or
& Surgical Plan for all our staff. We provide maternity as well as part- time employees.
paternity leave in accordance to the recommendations of the
Ministry of Manpower of Singapore.
CHASEN GROUP CHASEN SINGAPORE
Staff Turnover Rate (%) Staff Turnover Rate (%)
21.53%
19.58% 13.3% 9.5%
2019 2020 2019 2020
80.42% 86.7% 78.47%
90.5%
FY 2019 FY 2020 FY 2019 FY 2020
Staff Turnover Staff Retention Rate Staff Turnover Staff Retention Rate
CHASEN HOLDINGS LIMITED 28 SUSTAINABILITY REPORT 2020SOCIAL
OUR EMPLOYEE MANAGEMENT APPROACH
The flexi-work scheme was rolled out smoothly and expedited and offering programmes to support health and wellness. We
by the COVID-19 work from home requirements. Senior understand that the workplace can be at times stressful due
Management took the lead by working at least 2 day a week to the competitiveness of our workforce and our business. To
from home while the rest of the staff adopted similar 1 to 3 support our employees in their effort of pursuing excellence,
days of working remotely from home to alternate the rollout we will launch various programmes and initiatives to balance
with minimal disruption to the business operations. their work with fun, and to development an environment and
culture of mutual support.
All non-managerial employees in Singapore are covered by
the Employment Act (Chapter 91) of Singapore, which provides HEALTH AND SAFETY
basic employment terms and working conditions including
contract requirements, remuneration, hours of work, overtime, The CHASEN group is committed to embracing the highest
rest days and annual leave entitlement. In addition to the standards of workplace, safety and Health (“WSH”) and
statutory benefits outlined in the Employment Act, we provide environmental practices and inculcating the best practices
beyond-compliance level benefits to our fulltime employees. in the CHASEN group. We are guided by the steadfast
Examples of these benefits include vacation, marriage and commitment to our employees for a safe working environment
compassionate leaves. in which one can work and excel with full confidence.
Work–Life Balance The management team sets a strong foundation by providing
clear direction within the organisation of the value of an effective
While developing the talents of our employees and providing occupational health and safety management approach to
equal opportunities for them to excel are the key drivers foster risk-free and environmentally-friendly premises. We are
for our company, we also recognize that the well-being and building the environmental awareness and green practices to
contentment of our employees are pivotal to the success lead the group in adhering to all WSH regulations as stipulated
and sustainability of our business and performance. Our by the Ministry of Manpower (“MOM”) and all the relevant
employees are our most valuable asset, and we appreciate authorities of the national jurisdictions we operate in.
that their overall well-being needs to be well looked after in
order for them to sustain their performance and realize their Our operations are closely monitored and reviewed by our
full potential. appointed safety officers, who ensure all employees comply to
the codes of practice and safety procedures they have set out.
To support our employees to strike a work-life balance, we Our emphasis on promoting workers’ health and improving
aim to create an environment that allows our employees to occupational safety has resulted in low numbers of accidents
achieve harmony in their personal and professional life. We in our workplace and we will continue to uphold our mandate
intend to adopt a flexible approach to work arrangements to target zero injuries and fatalities amongst our workforce.
CHASEN GROUP
ESH Recordable Incident
14
12 11 11 11
10
8
8
6
4 4
4
2
0 0
0
FY 2019 FY 2020
Number of Fatality Number of Number of Number of property damages
Reportable accidents non-reportable accidents
CHASEN HOLDINGS LIMITED 29 SUSTAINABILITY REPORT 2020You can also read
