SUPPORTING GLOBAL GOALSAdopting the Global Goals in 2016 and being guided by purposes that go beyond...

S U S T A I N A B I L I T Y R E P O RT 2 0 1 5

SUPPORTING

GLOBAL GOALS

CONTENT

Group Chief Executive Officer’s Message

Vision, Mission & Values

ORGANISATIONAL PROFILE

Ownership & Legal Form

Locations

Number of Employees

Primary Brands, Products & Services

Market Segments & Industries Served

Product Impact

SUPPORTING GLOBAL GOALS

Sustainability Vision

Sustainability Approach

Stakeholder Engagements

Materiality

Community Engagement

External Partnerships & Participations

SUSTAINABLE IMPACTS

A Better Source

Zero Harm, Zero Waste

Innovation For Sustainable Development

Green Packaging / Carbon Net Positive

SUSTAINABILITY DASHBOARD

Habitability

Prosperity

Profitability

GRI G4 INDEX TABLE

06

08

12

12

13

14

15

16

18

20

22

23

24

26

28

36

37

42

44

52

55

56

S U S T A I N A B I L I T YR E P O RT2 0 1 5

5

perating a business in a responsible

and sustainable manner has come at

a more pivotal time than ever. With 2015

being the year that saw the global adoption

of the Paris Agreement and the formal

acceptance of 17 measurable Sustainable

Development Goals (SDGs) - what was merely

a growing consensus has become a unified

pursuit for long-term solutions to some of

the greatest challenges mankind faces. To

be achieved by 2030, the measurable goals

range from ending world poverty to achieving

gender equality, increasing sustainable

consumption and production, providing

clean water and sanitation to addressing

climate change actions among others. That

said, the narrative today is about the best

and quickest way to achieve these goals.

A Message From Our

Group Chief Executive Officer

O

"I did then what I knewhow to do. Now that I know better, I do better.”- Maya Angelou (1928-2014)

6 Emery Oleochemicals 2015 Sustainabil ity Repor t

Cincinnati, USA Loxstedt, Germany

At Emery Oleochemicals, even before the

formalisation of the 2030 Global Goals, we looked

to define the field by focusing on key operational

issues and sought out opportunities that allow us

to best deliver positive, social impact as part of

conducting our business. Last year, we focused on

implementing ‘traceability’ which is consistent with

the SDG’s Goal 12: Responsible Consumption and

Production. In the reporting period, 81% of the palm

oil procured was found to be traceable, surpassing

our intended goal. In addition, the partnerships we

sought were increasingly based on goals for the

common good, while leveraging our knowledge.

By becoming a local partner to the United Nations

through our support of Bluenumber, we saw the

benefits of increasing the visibility of farmers and

agribusinesses and their sustainable practices.

We now have an opportunity to participate in

capacity-building with them while continuing

to develop real-world solutions in crop care.

Adopting the Global Goals in 2016 and being guided

by purposes that go beyond manufacturing and

immediate shareholder value generation are both

strategic and visionary. For me, the Global Goals

represent a catalyst in shaping a future driven by

innovation and new market opportunities. I continue

to believe that in order to be the market leaders of

tomorrow, we have to think and behave differently.

My role outside the company as the President

of Global Compact Malaysia provides me with

a different lens with which to view the breadth

of influence Corporate Sustainability can offer.

Establishing more private-public partnerships

while aligning business operations with universally

accepted principles in the areas of human rights,

labour, environment and anti-corruption is a

redefinition of the model of successful leadership.

Maya Angelou said, "I did then what I knew how

to do. Now that I know better, I do better.” I am

fortunate enough to be in the leadership position

of an industry-leading company as well as a United

Nations sustainability initiative. It gives me a greater

perspective on the long sustainability journey

we have to undertake; I "know better", now, so

am trying to "do better” in my unique capacity.

While our 2015 Sustainability Report underscores

much of the invaluable work we have done, it is

the journey of nurturing lifelong advocates of

sustainable living – in and out of our workplace –

that motivates us to keep getting better. And I know

my leadership aspiration is the same as yours.

Let’s continue to reach for those Global Goals!

Ramesh Kana

Telok Panglima Garang, Malaysia

7

ne of Emery Oleochemicals’ early locations was by the Ohio River, which aided the transportation of raw materials and products. In the mid-

1880s, the factory relocated to a site in St. Bernard where it remains today after more than a century. Since then, it has developed into a cutting-edge facility. It sits next to the Mill Creek and along a railway system that connects it to the rest of the world. This is an indication that Emery Oleochemicals is destined to reach further and wider than its hometown of Cincinnati.

Today, Emery Oleochemicals has more than 900 employees worldwide, all working to build a business that will have a long-term impact on the world. Our vision, mission and values were formed to meet the goal of achieving sustainability for more than our stakeholders’ interests, although they remain one of our highest priorities. We have our sights set on a wider horizon and we want to effect significant changes for the entire world. We aim to create value with our existence in more ways than just providing sustainable products to the marketplace.

It is in line with these global goals that we have pledged to support the Sustainable Development Goals (SDGs), newly introduced by the United Nations in September 2015. The SDGs call for “concerted efforts towards building an inclusive, sustainable and resilient future for people and planet” by the year 2030. When we widen our perspective and set higher goals, we find that there is so much more that we can contribute.

O

Vision, Mission, Values


After considering our capacity as a natural-based chemicals manufacturing company, we have presently pledged to contribute to achieving six SDGs:

Goal 8 : Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all.

Goal 9 : Build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation.

Goal 12 : Ensure sustainable consumption and production patterns.

Goal 13 : Take urgent action to combat climate change and its impacts.

Goal 15 : Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss.

Goal 17 : Strengthen the means of implementation and revitalise the global partnership for sustainable development.

9

Leading change by creating or partnering in innovative sustainable product development and projects involving our suppliers and customers.

Increased efforts to fulfill regulatory compliance to obtain licenses to operate in more locations and sites;

Implementing initiatives that go beyond regulatory compliance to explore risks and opportunities in material sustainable development issues, such as responsible feedstock sourcing, water, energy and waste management, supply chain management and sustainability paradigm enhancement;

Improvements in mainstream initiatives, such as better and clearer reporting and fulfilling customer requests;

To support this commitment, we will leverage our scientific and innovative advancements to create sustainable products and we will continue to evolve better practices that could be a benchmark for the industry and beyond. We also engage with other corporations to advocate responsible operation as a way of life for moving forward, with a shared sustainability agenda to propel us closer to these goals.

Moving forward, in 2016 we are shifting our sustainability focus to support the SDGs, through :

We are therefore dedicated to “Supporting Global

Goals”. As always, we take advantage of opportunities

throughout our entire supply chain - from feedstock

procurement to product manufacturing, and thereafter -

to offer both immediate benefits as well as far-reaching

influence on long-term global sustainability.


Organisational Profile

11

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

USA

Germany

Malaysia

2012

9662011

10412013

10142014

10562015

905

843

198

782

184

820

194

865

191

741

164

284243 41

272234 38

252217 35

244211 33

274236 38

13293 39

283227 56

307245 62

340268 72

374297 77

489405 84

501404 97

455358 97

382303 79

393310 83

21%

2011

22%

2012

21%

2013

22%

2014

23%

2015

79% 78% 79% 78% 77%

218 211 213 233 209

823 755 801 823 696

99.1%

2011

99.3%

2012

98.5%

2013

98%

2014

98.5%

2015

24.7%

2011

28.9%

2012

29.5%

2013

30.4%

2014

32.3%

2015

Emery Oleochemicals is jointly owned by Sime Darby Plantation and PTT Global Chemicals, each with a 50 percent stake. We oversee our vast global presence through our regional offices in the USA and Germany, and from our headquarters in Malaysia.

This report is written ‘in accordance’ with the GRI G4 Reporting Principles (core option) guidelines and includes disclosure for our key manufacturing sites in Malaysia, the USA and Germany. Our Düsseldorf operation was divested in 2015 and data in this report have been adjusted to exclude any of its contribution.

Contact :

Emery Oleochemicals HeadquartersEmery Oleochemicals GroupLevel 5, Building E, Peremba Square Saujana Resort, Section U2 40150 Shah Alam, Selangor, Malaysia

Emery Oleochemicals (M) Sdn BhdTelok Panglima GarangLot 4, Jalan Perak, Kawasan Perusahaan Telok Panglima Garang42500 Selangor, Malaysia

Emery Oleochemicals LLC4900 Este Avenue, Cincinnati,Ohio, USA, 45232

Emery Oleochemicals GmbHPaul Thomas Str. 56, 40599 Düsseldorf, Germany

Ownership and Legal Form

Locations


Total Workforce

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

USA

Germany

Malaysia

2012

9662011

10412013

10142014

10562015

905

843

198

782

184

820

194

865

191

741

164

284243 41

272234 38

252217 35

244211 33

274236 38

13293 39

283227 56

307245 62

340268 72

374297 77

489405 84

501404 97

455358 97

382303 79

393310 83

21%

2011

22%

2012

21%

2013

22%

2014

23%

2015

79% 78% 79% 78% 77%

218 211 213 233 209

823 755 801 823 696

99.1%

2011

99.3%

2012

98.5%

2013

98%

2014

98.5%

2015

24.7%

2011

28.9%

2012

29.5%

2013

30.4%

2014

32.3%

2015

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

USA

Germany

Malaysia

2012

9662011

10412013

10142014

10562015

905

843

198

782

184

820

194

865

191

741

164

284243 41

272234 38

252217 35

244211 33

274236 38

13293 39

283227 56

307245 62

340268 72

374297 77

489405 84

501404 97

455358 97

382303 79

393310 83

21%

2011

22%

2012

21%

2013

22%

2014

23%

2015

79% 78% 79% 78% 77%

218 211 213 233 209

823 755 801 823 696

99.1%

2011

99.3%

2012

98.5%

2013

98%

2014

98.5%

2015

24.7%

2011

28.9%

2012

29.5%

2013

30.4%

2014

32.3%

2015

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

USA

Germany

Malaysia

2012

9662011

10412013

10142014

10562015

905

843

198

782

184

820

194

865

191

741

164

284243 41

272234 38

252217 35

244211 33

274236 38

13293 39

283227 56

307245 62

340268 72

374297 77

489405 84

501404 97

455358 97

382303 79

393310 83

21%

2011

22%

2012

21%

2013

22%

2014

23%

2015

79% 78% 79% 78% 77%

218 211 213 233 209

823 755 801 823 696

99.1%

2011

99.3%

2012

98.5%

2013

98%

2014

98.5%

2015

24.7%

2011

28.9%

2012

29.5%

2013

30.4%

2014

32.3%

2015

% of employees who are local citizens % of women employed in managerial positions

Europe Asia PacificRegion North America

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

USA

Germany

Malaysia

2012

9662011

10412013

10142014

10562015

905

843

198

782

184

820

194

865

191

741

164

284243 41

272234 38

252217 35

244211 33

274236 38

13293 39

283227 56

307245 62

340268 72

374297 77

489405 84

501404 97

455358 97

382303 79

393310 83

21%

2011

22%

2012

21%

2013

22%

2014

23%

2015

79% 78% 79% 78% 77%

218 211 213 233 209

823 755 801 823 696

99.1%

2011

99.3%

2012

98.5%

2013

98%

2014

98.5%

2015

24.7%

2011

28.9%

2012

29.5%

2013

30.4%

2014

32.3%

2015

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

2015

2014

2013

2012

2011

USA

Germany

Malaysia

2012

9662011

10412013

10142014

10562015

905

843

198

782

184

820

194

865

191

741

164

284243 41

272234 38

252217 35

244211 33

274236 38

13293 39

283227 56

307245 62

340268 72

374297 77

489405 84

501404 97

455358 97

382303 79

393310 83

21%

2011

22%

2012

21%

2013

22%

2014

23%

2015

79% 78% 79% 78% 77%

218 211 213 233 209

823 755 801 823 696

99.1%

2011

99.3%

2012

98.5%

2013

98%

2014

98.5%

2015

24.7%

2011

28.9%

2012

29.5%

2013

30.4%

2014

32.3%

2015

Managerial Positions

Non-Managerial Positions

Number of employees in

Workforce By Region

Workforce By Other Demographics

13

mery Oleochemicals offers superior natural-based solutions through six different business platforms:

Agro Green; Bio-Lubricants; Eco-Friendly Polyols; Green Polymer Additives; Home & Personal Wellness and OleoBasics. More than 3,000 products make up the gamut of commodity, semi-specialty and specialty chemicals in our product portfolio. With such a comprehensive product range, we are able to cater to niche applications, whether to improve process efficiencies or develop high-performance end-products.

Our customisable and innovative solutions are in demand by numerous high growth sectors; among others, the construction, automotive, lubricant, agriculture, food and beverage, packaging, pharmaceutical, home and personal care, textiles, electrical and electronics industries.Supported by our Technical Development Centres in the USA and Germany, and the Product and Application Development teams in Malaysia and Japan, we are able to engage with customers in exclusive or joint solution developments.

Our products are derived from renewable feedstock, mainly natural oils and fats such as palm kernel oil, palm oil and tallow. Today, our growing portfolio of sustainable solutions includes Roundtable on Sustainable Palm Oil certification for Segregated (SG) and Mass Balance (MB) grades, which are increasingly sought after by food, home and personal care manufacturers.

Our steadfast progress in the global marketplace is sustained by our access to renewable resources, network of expansive operations, industry expertise and commodity chemicals foundation. We remain committed to developing solutions that not only create sustainable industrial and end-consumer products, but also have lasting and widespread influence on global sustainability.

E

Primary Brands, Products & ServicesEmery Oleochemicals’

6 Business Platforms

>3000products

commodity semi-specialty and specialty

chemicals


Market Presence & Industries Served

CropProtection

LivestockFarming

OrganicFarming

Home &Garden

Turfs and Ornamentals

Automotive Greases IndustrialLubricants

MetalWorkings

Automotive Building &Construction

Furniture &Bedding

Packaging

Oilfields

Automotive Building &Construction

Toys & SportsEquipment

Coatings &Inks

Electronics Packaging

Body Care Cosmetics Detergents Hair Care Oral Care

Coatings &Adhesives

Food &Beverages

Paper Pharmaceuticals Textiles &Leathers

Market Segments & Industries Served

CREATING VALUE with our natural-based solutions

15

Product Impact

mery Oleochemicals ensures our manufacturing practices are in compliance with international laws

and regulations. Our products are REACH-compliant where applicable and come with safety data sheets that detail mandatory chemical management specifications. We also offer products that are Halal and kosher certified, as well as pharmaceutical and RSPO grades. In 2015, we achieved full compliance with regulatory standards and no case of non-compliance was reported during this period.

As a manufacturer that is concerned with the wider impact of our products, even after they leave our manufacturing facilities, we utilise a sales system to avoid selling to customers with questionable practices. Our screening criteria is based on data provided by sanctioned government institutions.

E

Although we are Business to Business (B2B), our solutions appear in many everyday products available to end users. Being natural-based provides several competitive advantages for our product range and they primarily are:

Greener and safer products for both

the environment and users, due to

natural-based ingredients

Some of our solutions are are

recyclable, thus extending usability

life and reducing carbon footprint

Viable alternatives to non-natural-based

derivatives with equal or better performance

capabilities


Supporting Global Goals

17

SustainabilityVision

mery Oleochemicals’ vision is to become the industry leader in natural-based chemicals. We envision this occurring in a world in which sustainability is a given and we have played a vital role in making it

so. Our solutions are the outcome of avid research and development. We continue to advance the science of chemicals, but also make breakthroughs in how our products impact the environment, society and the economy. Our solutions are innovative and sustainable, and also affordable to allow for mass implementation. We believe that this will allow us to maintain business viability while still preserving the world for generations to come.

This is our sustainability vision: to grow and create value by acting sustainably to achieve planet habitability, people prosperity and financial profitability. It is an equilibrium that is not always easy - but not impossible - to achieve. It is also a vision that has global impacts. We recognise that our actions and decisions could have far-reaching consequences and we take accountability for them.

E

Our products and practices take into account their long-term effect on the environment and society.


This is our sustainability vision: To grow and create value by acting sustainably to achieve planet habitability, people prosperity and financial profitability.

4Ensuring Sustainable Product Stewardship

to o�er products that protect environmental and societal interest while contributing to profitability.

3Embedding Sustainable Supply Chains to transition sustainable practices into an e�cient and responsible supply chain management system.

2Future-Proofing Our Environment

to respect and protect the environment and biodiversity around us and strive to continuously reduce our ecological footprint.

1Being a Preferred Partner

to create, nurture and maintain strategic partnerships with key stakeholders to meet and advance sustainability agendas.

OUR SUSTAINABILIT Y PILLARS

Our global sustainability vision continues to be supported by four pillars:

We have undertaken the responsibility to ensure sustainable sourcing, manufacturing and distribution, which could one day serve as an example for the industry at large. Our products and practices take into account their long-term effect on the environment and society. A product has to be socially responsible and ethically sound throughout its entire lifecycle.

Leading this charge is our Sustainability Steering Committee, directed by our Group Chief Executive Officer who also is the company's Chief Sustainability Officer. We constantly realign our leadership strategy, daily operations, policies and procedures to achieve our sustainability vision. We also embed this into our corporate culture so that our employees embrace the same ideals.

19

PEOPLETHINK

SUSTAINABLY

We adopt a mindset that thinks sustainably when

making daily, operational and strategic decisions.

We will always lead with the intention of adding

value to the environment, society

and business.

PROCESSACT

INNOVATIVELY

We follow up on our ideas and decisions with

innovative actions. Throughout the value

chain, we have executed numerous creative improvements and introduced various

innovations in line with our sustainability goals,

such as sustainable sourcing, waste

reduction, green product breakthroughs, carbon

o�setting initiatives, etc.

IMPACTINSPIRECHANGE

We inspire other corporations to adopt

responsible practices by leading by example. For

instance, we are outspoken advocates of

RSPO-certified derivatives. We are also embarking on initiatives

to promote haze-free products to address the recurring transboundary haze pollution in South

East Asia.

fter Emery Oleochemicals decided to undertake global goals, we re-examined our approach to sustainability and realigned it with our new, higher ambitions. Our sustainability approach is divided into three aspects, each with its

accompanying action.

A

Sustainability Approach

eing present in three different regions – Asia, USA and Europe – grants us the unique

opportunity to influence the widespread course of sustainability. Our workforce comprises more than 900 personnel spread across more than 50 countries. This wide network allows us to aspire towards greater sustainability goals.

Therefore, it is important that our corporate culture is compatible with our company’s sustainability commitments. In 2014, Emery Oleochemicals incorporated sustainability targets to ensure that we do not waver from our sustainability goals.

B

Sustainability Commitments


Emery Oleochemicals’ earliest history was a business based on a local renewable feedstock – making candles from tallow, a by-product of the food animal processing industry in Cincinnati. Over the years, expediency had transformed into a fundamental value that drives our business strategy. From feedstock to post-sales, we make everyday strategic and operational decisions conscious of their sustainability impacts.

For instance, we invested in geothermal heating and an on-site biogas plant in our Loxstedt and

Telok Panglima Garang sites respectively to diversify our energy sources and incorporate more renewable energy into our total consumption.

As a business with worldwide presence, we realise the effect we could have on the state of the earth and its population in the future. We have therefore voluntarily committed to the responsibility of ensuring the long-term well-being of our employees, the communities across the world and the global environment.

Hone a “responsible business” model.

A responsible business defines sustainability in a broader sense - people, planet and profit. We continue to hone our business model to cater to the evolving sustainability needs in these three aspects.

Reduce sustainability risks undertaken by our partners and us.

From feedstock to product, sustainability occurs throughout the entire supply chain and beyond.

1 Produce innovative and affordable sustainable derivatives and ingredients.

Our products and solutions are designed to support our clients’ sustainability goals. When sustainability challenges arise, we work together with customers to overcome them.

2

3 4

Our Sustainability Goals

Create a culture of responsible and sustainable practices for our internal and external stakeholders to meet our short-term and mid-term targets.

We work to build a culture of integrity, mutual respect and social responsibility among our employees, customers, suppliers, investors, policymakers, NGOs, and business partners.

Sustainability Commitments Progress Dashboard

2015 Status 2017 Status

SUPPLY CHAINS 50% key suppliers self-audited against Sourcing with Respect Guidelines.

Achieved100% key suppliers self-audited against Sourcing with Respect Guidelines.

In Progress

SUSTAINABLE PRODUCTS

Increase the uptake of sustainable palm products by offering commercially viable RSPO MB & SG Grade solutions.

AchievedProduce 5 innovative solutions that improve environmental and social impact while increasing profitability.

In Progress

PARTNERSHIPS

Establish 3 programmes that further strengthens Emery Oleochemicals’ responsible business mindset and practices with a focus on internal stakeholders.

Achieved

Establish 3 key initiatives that embed a culture of sustainability and responsible business within internal and external stakeholders and create win-win partnerships.

In Progress

21

he support of our stakeholders is vital to achieve our global sustainability ambitions. Therefore, Emery

Oleochemicals engages in active dialogue and practices transparency with all our stakeholders to earn their trust.

This engagement provides Emery Oleochemicals with direct insights into any stakeholder issues or concerns. An open exchange of knowledge also helps us enhance our business. When we are challenged to implement new ideas and overcome any issues, we are able to accomplish continual improvements for the benefit of our business and our stakeholders.

Frequent and diverse efforts provide us with the opportunity to properly gauge the effect of our actions and decisions. Examples of our engagement methods include dynamic dialogues, town hall sessions, site tours and suggestion schemes. One-on-one discussions are also organised with certain stakeholders to seek more specific feedback. The subject of sustainability and responsible supply chain practices are key topics in these engagement activities.

Emery Oleochemicals also takes advantage of various expertise and unique perspectives provided by our stakeholders. Subject matter experts of varied credentials – including academicians, NGO members, investors and industry counterparts – are consulted to enhance our sustainability efforts.

Our reporting process is also subject to regular assessment and improvement to achieve clarity and transparency.

Each stakeholder is unique, with varying expectations and needs that constantly change. It is our responsibility to keep abreast of this evolution so that our decisions meet current requirements. We adjust our business to achieve an optimum situation to best cater to all parties involved. With shared global sustainability goals, there are mutually beneficial outcomes for all stakeholders who are involved with our business.

T

Stakeholder Engagements

With shared global sustainability goals, there are

mutually beneficial outcomes for all stakeholders

who are involved with our business.

Stakeholders Approach Key Sustainability Concerns

• Meetings

• Townhalls

• Site Tours

• Audits

• Dialogues

• Feedback forms

• Suggestion schemes

• Product & Service Quality• Environmental, Social & Community Impacts• Sustainability Certifications

Customers

• Ethics & Corporate Values• Corporate Governance

Shareholders

• Health & Safety• Talent Management• Labour Rights

Employees

• Creating Economic & Social OpportunitiesPolicymakers

• Supply Chain ManagementBusiness Partners

• Environmental & Social ImpactsCommunities

• Accountability & TransparencyNGOs

Examples of how we engage with stakeholders


Materiality

s the needs of the global environment evolve, so should sustainability efforts. Therefore, Emery

Oleochemicals engages in continuous improvements in our business practices and customer solutions. This ensures that our business and solutions provide effective benefits to shareholders, employees, customers, community and the planet.

As sustainability is the underlying value that governs the rest of our corporate values, it is present throughout our entire value chain: each part works individually and together to produce positive social and environmental outcomes.

Our approaches and practices evolve to suit current sustainability priorities, and yet we remain a highly viable business. We are keenly aware of our responsibility to continuously communicate material information to stakeholders without reservation, so that they can form accurate conclusions about our business. Sustainable business practices require accountability and transparency, and Emery Oleochemicals has established specific mechanisms for that purpose.

A

Economic Performance •

Market Presence •

Indirect Economic Impacts • • Local communities at all our sites

Procurement Practices •

Materials •

Energy •

Water •

Biodiversity • • Local communities at all our sites

Emissions • • Local communities at all our sites

Effluents & Waste • • Local communities at all our sites

Products & Services •

Transport • • Local communities at all our sites

Employment •

Labour/Management Relations •

Occupational Health & Safety •

Training & Education •

Diversity & Equal Opportunity •

Labour Practices Grievance Mechanisms •

Non-discrimination •

Assessment •

Aspect Boundary External entities affected

Within Organisation

Outside Organisation

To ensure that our efforts are comprehensive and no essential aspects are inadvertently omitted, we have identified the following list of areas that require our attention:

Governance Ethics1> Corporate Governance2> Company Values

Community Engagement3> Community Health and Safety4> Community Development

People5> Talent Management and Development6> Recruitment and Retention7> Compensation and Benefits

OHS8> Occupational Health and Safety

Product Stewardship9> Product Safety10> Responsible Selling

Supply Chain11> Responsible Sourcing12> Supply Chain Governance

Environment13> Climate Change and Energy14> Water and Biodiversity15> Waste

* Customers, Shareholders, Policymakers, Employees, Business Partners and Community

Low

Low

Med

Med

High

High

Importance to Emery Oleochemicals’ business

Imp

ort

ance

to

Sta

keh

old

ers*

Materiality MatrixThe Materiality Matrix is one of the mechanisms we use to

determine sustainability issues that are of importance to our

different stakeholders.

These questions guide us in our analysis:

• What sustainability issues impact our business?

• What is the extent of this impact to our business?

• How do our stakeholders view these issues?

Feedback is solicited from key senior management personnel

from around the world, who serve in cross-functional roles and

are the most capable in representing our various stakeholders’

perspectives.

The matrix has helped us define the following priorities according

to our company stakeholders and business needs: Product Safety;

Supply Chain Governance; Community Health & Safety; Corporate

Governance; Occupational Health & Safety, and Responsible

Selling. When benchmarking our materiality matrix with other

industry counterparts, it was found that these priorities are

similar, hence consistent with the industry.

The Materiality Matrix further confirms the relevance of our

Sustainability Pillars and guides us to concentrate efforts and

resources in areas of greatest concern.

23

hile we work to preserve environmental quality, and maintain economic prosperity and business viability, we also contribute to community well-being; such is sustainability in its broader sense. Emery Oleochemicals engages with the community at large in

sustainability efforts so that together we will be able to progress toward a sustainable society with a high quality of life.

Our community programmes include:

W

Community Engagement

Community Dialogue

We organise and facilitate dialogues between the community and authorities. In Cincinnati, a Community Advisory Panel meets about six times a year, during which representatives from the company, subject matter experts and the surrounding communities discuss issues concerning the residents in the area.

Similarly, the Teluk Panglima Garang site hosts quarterly dialogues between local village heads and ministry representatives, the municipal council and utility providers.


Orphanage & Volunteer Programmes

On 15 August 2015, our Malaysian team organised a sports carnival at Morib Beach, Banting, attended by nearly 160 children from three different orphanages. The event was intended to encourage sportsmanship and explore the potential of the enthusiastic participants.

“Sungai Manggis” River Conservation

“Emery Class” School Programme

We adopted the river that runs next to the Telok Panglima Garang site and have taken it upon ourselves to clean, maintain and monitor the portion of the river from our site to the water gate, to ensure that all discharged water is in compliance with environmental standards.

Over the last four years, we have provided tuition, revision and teaching materials to a secondary (high) school located near the Telok Panglima Garang factory, and we also fund motivational camps for the students. Our team members volunteer their time to mentor the children and guide them in their personal development.

Causes for children are one of Emery Oleochemicals’ greatest passions. Our team at Cincinnati has been active contributors to the St. Joseph Orphanage for many years, and we look forward to the annual Christmas Toy Drive to help fulfill the wish list of every St. Joseph child.

Our team members also volunteer time at the Cincinnati Ronald McDonald House, which provides accommodation and food to help families who have a child receiving treatment at the nearby Cincinnati Children’s Hospital.

25

eing an active member in several relevant sustainability organisations and programmes is

a way of contributing our support to global goals. It facilitates the exchange of experience and expertise with others who share a similar agenda. This leveraging of one another’s strength has and will continue to help us in our progress for more sustainable corporate practices.

In January 2016, Emery Oleochemicals’ Group Chief Executive Officer (GCEO), Ramesh Kana, was elected the President of the Global Compact Local Network Malaysia (GCLN-MY), the local chapter of United Nations Global Compact (UNGC). UNGC is an international platform conceived by the United Nations to promote sustainable corporate policies and practices. With 12,000 signatories from 170 countries, the UNGC is the world’s largest corporate sustainability initiative. The Malaysian chapter was launched in 2008 and has been fast gaining support and participants from the local business community.

With our GCEO leading this initiative, Emery Oleochemicals will be further entrenched in regional and international initiatives to promote corporate sustainability. This has reinforced our commitment and multiplied our efforts to achieve global sustainability goals.

B

External Partnerships & Participations Involved in

RSPO Trade & Traceability Sub Working Group. Roundtable for

Sustainable Palm Oil

Voluntary signatory (Asia Pac)

Responsible Care

Voluntarysignatory

Together ForSustainabilityInitiative (TFS)

United Nations Global Compact

Voluntarysignatory

SEDEX

Voluntarysignatory

Sustainable Development Solution Network

Working group member for

Malaysian Chapter

Representedindustry viewsduring regional

workshop


Sustainable Impacts

27

he value chain of a chemical business is complex and has many potential

sustainability risks. However, for a responsible business, it also presents numerous opportunities that could be used to push sustainability efforts on a global level. It is therefore vital to Emery Oleochemicals to identify even the smallest of sustainability risks and drive behaviourial change throughout the entire value chain, whether internally or with external parties.

We have dissected our value chain to gain a comprehensive understanding of each component and have embarked on initiatives at each stage to effect positive sustainability impacts.

T

1. A BETTER SOURCE

The “Sourcing with Respect” Guidelines (SRG) is a tool we use to determine our suppliers’ social and environmental practices, relative to core principles upheld by Emery Oleochemicals. All suppliers are required to undergo an online self-assessment that encompasses areas of human rights, labour, environment and corruption. Feedstock suppliers, whose contracts are worth USD5 million or more, and other suppliers, whose contracts exceed USD500,000, must provide documented proof of their claims.

Since its implementation in 2014, the SRG has proven to be a valuable tool to determine the sustainability standards upheld by all our suppliers. This has allowed us to gauge the sustainability levels of the entire value chain, starting from raw material sources. By understanding the environmental footprints of our upstream suppliers, we are better able to engage in responsible sourcing and comprehend the total environmental impact of our business.

The intent of the SRG is not to discharge non-compliant suppliers immediately. Instead, to encourage widespread sustainable practices, we work with suppliers who fall short to work towards compliance in a time-bound plan. However, we maintain a zero-tolerance policy in corruption and labour issues.

The SRG will be reviewed every three years to ensure that its criteria are up-to-date with the needs of the environment and community.

Initiatives to improve

incorporation of social and

environmental footprints

caused by upstream

feedstock, products and

services, into our supply

chain.


We are guided by the10 principles of the United Nations Global Compact (UNGC). The UNGC addresses human rights, labour, the environment and corruption, and provides a framework for engagement by enlightened global business.

Our SRG Principles

Respect for our planet and the natural

environment whichsupports present and

future generations Respect forhuman dignityand decentworkingconditions

Mutual respect with suppliers, which we

nurture together

OurSRG

Values

1 2

3

SRG

The intent of the SRG is

to encourage widespread

sustainable practices.

29

Completed41%

Asia Pacific

34 Suppliers

PendingResponse

38%

Declined3%

Registered18%

Completed63%

Global125 Suppliers

PendingResponse

25%

Declined3%

Registered9%

Completed68%

Europe53 Suppliers

Pending Response26%

Registered6%

Completed76%

NorthAmerica38 Suppliers

PendingResponse

11%

Declined8%

Registered5%

Yes40%

No5%

In compliancewith local &

national laws54%

Does your organisation have a human rights policy?

No Response1%

Yes96%

Is your organisation compliant with national employmentlaws on minimum age?

No Response4%

Yes94%

Is your organisation compliant with national employment

laws on right to association?

No Response5%

No1%

Yes96%


laws on working hours?

No Response4%

Yes59%


national laws36%

Does your organisation have a non-discrimination or equal

opportunity policy?

No1%

No Response4%

Yes69%


national laws27%

Does your organisation have a health and safety policy?

No Response2%

No2%

LABOUR

HUMAN RIGHTS

Yes40%

No5%


national laws54%

Does your organisation have a human rights policy?

No Response1%

Yes96%

Is your organisation compliant with national employmentlaws on minimum age?

No Response4%

Yes94%


laws on right to association?

No Response5%

No1%

Yes96%


laws on working hours?

No Response4%

Yes59%


national laws36%

Does your organisation have a non-discrimination or equal

opportunity policy?

No1%

No Response4%

Yes69%


national laws27%

Does your organisation have a health and safety policy?

No Response2%

No2%

LABOUR

HUMAN RIGHTS

125 suppliers were requested to complete the SRG self-assessment via an online sustainability platform.

Overall completion status

"Sourcing with Respect"

Response Dashboards


Yes47%

Has your organisation adopted anenvironmental policy?

No6%


national laws45%

Yes3%

Has your organisation received any significant environmental fines

in the reporting period?

N/A14%

No78%

Yes45%

Does your organisation have an anti-corruption and bribery policy?

No5%


national laws48%

No13%

Does your organisation have a whistle blowing policy?

Yes35%


national laws50%

No7%

Does your organisation have a policy of anti-competitive practices?

Yes45%


national laws46%

No Response5%

No Response2%

No Response2%

No Response2%

No Response2%

CORRUPTION

ENVIRONMENT

SUPPLIER CERTIFICATIONS

Others35

ISO 14001

24%Completed

RSPO

18%Global

RSPO

43%Asia Pacific

RSPO

19%Europe

RSPO

3%North America

RESPONDENTS BY CATEGORY

Palm Oil10

Transportation14

Toller/Sub Manufacturer

7

Tallow4

Energy2

SUPPLIER CERTIFICATIONS

Others35

ISO 14001

24%Completed

RSPO

18%Global

RSPO

43%Asia Pacific

RSPO

19%Europe

RSPO

3%North America

RESPONDENTS BY CATEGORY

Palm Oil10

Transportation14

Toller/Sub Manufacturer

7

Tallow4

Energy2

31

mery Oleochemicals has been using tallow as feedstock since

the first candle we ever produced. Upcycling of this waste product from the food animal processing industry occurs mainly in our North American and European manufacturing sites. By converting waste into useful products, we fully utilise the source product and reduce waste.

We only obtain feedstock from tallow suppliers who are in compliance with the industry’s strict hygiene and environmental standards regulated by national and trade associations. Furthermore, suppliers who are in compliance with the AFOA Trade Rules (USA) or GROFOR or NOFOTA Trade Rules (European Union) are given preference.

alm oil and palm kernal oil are ubiquitous ingredients in everyday

items, from food to personal care products. They make up a large portion of our feedstock. The oil palm has an incredibly high yield, multiple times that of other vegetable oil sources. It requires the use of significantly less land to produce the same amount of oil.

Increasing concern for the environment, however, has rightfully led to certification schemes for palm oil, ensuring that

this feedstock is produced with due consideration for the environment. The Roundtable on Sustainable Palm Oil (RSPO) is the most widely used certification standard for palm oil. Its criteria supports these eight principles: transparency, compliance with laws, long-term financial viability, implementation of best practices, environmental responsibility, responsible employment, responsible new planting, and continuous improvement.

E

P

Tallow

Palm Oil and Palm Kernel OilWhen Emery Oleochemicals procures palm oil, key considerations include RSPO certification or oils with supply chain traceability.

By converting waste into useful products, we fully utilise the source product and reduce waste.

CertifiedPlantations

CertifiedMills

CertifiedRefineries

Consumer GoodsProducers

CertifiedDerivativesManufacturers


We undertake an active role to promote awareness among industry players regarding the importance and commercial viability of RSPO-certified products. On 16 November 2015, we hosted a site tour of our Telok Panglima Garang facility for 30 international delegates who participated in the RSPO Roundtable 13 Conference in Kuala Lumpur. It was an opportunity for us to share our insights into industry trends and how they are influencing our sustainability agenda.

The tour included a visit to our fatty alcohol manufacturing facility, where efforts are underway to commercialise RSPO SG-grade products. Following that, a demonstration of our SG-grade products under the EMERCOL® brand led to the opportunity for discussion and exchanging of ideas among the attendees, further strengthening industry-wide partnerships to promote sustainable palm oil.

Emery Oleochemicals took the pioneering initiative to produce commercial quantities of SG-grade fatty alcohols. Our success has contributed to the increasing availability of SG-grade products in the market, and in turn encourages sourcing of sustainable materials from the industry.

Besides being a beneficiary of the Roundtable on Sustainable Palm Oil scheme, we represent the ASEAN Oleomanufacturing Group in the RSPO Supply Chain Certified Review Task Force. Through our participation, we contribute industry insights and actively strive towards worldwide implementation of sustainable oleochemicals.

RSPO Task Force Member

Action-oriented RSPO advocate

Commercial producer of RSPO SG-grade Fatty Alcohols

33

Traceability is defined by the Codex Alimentarius Commission as “the ability to follow the movement of a food through specified stage(s) of production, processing and distribution”. Being able to track and trace this movement is important, not only for regulatory compliance, but to also manage sustainability risks throughout the entire value chain, increase quality control and address inefficiencies quickly and accurately.

In 2015, we set out to improve the traceability of our palm oil feedstock by engaging actively with our suppliers. The total amount of palm oil procured from our various suppliers last year was 139,888.71MT, 81% of which was traceable, far surpassing our target of 50%. This amount of traceable oil is contributed by the top 8 refineries and 71 mills in our supply chain.

Traceability


KELANTAN

KEDAH

PENANG

PERLIS

21%

10%1%

11%

27%

23%

8 REFINERIES71 MILLS

3%

TERENGGANU

PAHANG

JOHORMELAKA

NEGERI SEMBILAN

SELANGOR

PERAK

3%

Refineries

Mills

1%

Location of upstream traceable refineries and mills (Malaysia)

The total amount of palm oil procured from our various suppliers last year was 139,888.71MT, 81% of which was traceable, far surpassing our target of 50%.

In 2015, we set out to improve the traceability of our palm oil feedstock by engaging actively with our suppliers.

35

2. ZERO HARM; ZERO WASTE

All of our manufacturing sites operate at the same high standards and efficiency. The lean manufacturing approach adopted throughout the entire production process helps us to reduce resource consumption and waste production. We practice strict monitoring and control over our energy usage, water utilisation and disposal, and all types of emissions from our sites. This results in effective minimisation of environmental impacts that could otherwise be the result of our manufacturing activities.

We actively develop and invest in methods to reduce resource consumption and upcycle waste products during the production stage. For instance, our Loxstedt site received an ISO 50001 certificate for an energy management system and our Telok Panglima Garang facility includes a biogas plant that converts wastewater into an energy source. Future engagement of external energy providers will take into consideration their sustainability values and whether their business strategies include carbon reduction and renewable energy development.

Safety, Health and Environment (SHE) systems are put in place to safeguard the well-being of our employees in all our manufacturing facilities, as well as the communities in which they are located and the surrounding environment. The health and safety environment of the company’s premises and the surrounding areas takes topmost precedence. By conducting frequent evaluations based on internal and external standards, we continually seek opportunities for ongoing improvement.

Our employees are vital contributors to the enhancement of our production process. They are empowered to identify any sustainability risks or areas for improvement.

Initiatives to reduce safety risks, resource wastage and waste generation, and increase second life application of byproducts.

Biogas Plant at Telok Panglima Garang

It uses a high-rate anaerobic digester technology to treat wastewater and waste biomass. In the process, it generates biogas, adding yet another renewable energy source to our portfolio.

The plant demonstrates high performance but a low carbon footprint, and is the first of its kind to be used in South East Asia by an oleochemical company.

The biogas plant at our TPG plant has been operational since

2011.

In 2015, the TPG

site used above 7 million kWh of renewable energy produced by the biogas plant.


3. INNOVATION FOR SUSTAINABLE DEVELOPMENT

Emery Oleochemicals is at the forefront of green chemistry innovations. We use renewable natural-based feedstock to develop high-performance products with superior eco-profile.

Sustainability needs and customer requirements keep changing, and our solutions are evolving along with them. Research and development is therefore a key component in our business, into which we channel significant resources. In an effort to create distinct and customisable solutions for customers, our regional Technical Development Centres are tasked with making technological breakthroughs. The outcome is continual innovative and superior solutions, many of which surpass the sustainability criteria of the present.

We have expanded our Asia Pacific and European portfolio to include variants for all products that are RSPO-certified for Mass Balance (MB); our EMERCOL™ series are available in Segregation (SG) grade, and there are near-future plans to extend the SG grade to other brands.

Through exclusive or joint collaborations with customers from numerous high-growth industries, we have created products that meet strict customer pre-requisites and comply with increasingly stringent environmental regulations around the world. In the following pages are a few examples of our recent innovations.

Initiatives to drive innovation that lead to the development of products which can impact global sustainable development issues; subsequently, to promote sustainability opportunities afforded by these products.

37

Over the last few years, Emery Oleochemicals has developed new internal and external lubricant systems for PVC and other resins. The new internal lubricants LOXIOL® G 59 and LOXIOL® G 62 can be used in combination with the new external lubricants, such as LOXIOL® 2899, LOXIOL® G 25 or LOXIOL® G 24. These products are based on renewable feedstock, and show low volatility and maximum performance in the manufacturing of window profiles, pipes, technical and general purpose profiles, foamed sheets and fittings. These specially developed external lubricants are a new alternative to the traditional paraffin and Fischer-Tropsch waxes. Their advantages include the backing of a reliable and secure supply chain, and a high content of renewable raw materials (LOXIOL® 2899, 85% renewable; LOXIOL® G 25, 86% renewable; LOXIOL® G 24, 100% renewable).

Lubricants

Designing natural-based solutions in polymers

These products are based on renewable

feedstock, and show low volatility

and maximum performance in the

manufacturing of window profiles, pipes,

technical and general purpose profiles,

foamed sheets and fittings.


Lubricants Lubricants

Emery Oleochemicals' Bio-Lubricants platform is growing the regulatory compliance on its ester portfolio. A broad number of products have been listed on the Lubricant Substance Classification (LuSC) list of the European Eco Label (EEL) with a focus on usage in environmentally acceptable lubricants.

The EEL is currently the most demanding eco label for lubricants on a global comparison. The guidelines require data about biodegradability, bioaccumulation, toxicity, technical performance and renewability to be eligible to carry the logo of the EEL, the marguerite. The EEL is granted only for finished lubricants.

In order to suport formulators and marketers, the EEL LuSC-list indicates all approved base stocks, additives and components to formulate an EEL compliant product. The components on this list have to fulfill the same stringent criteria mentioned above.

Our Bio-Lubricants platform has so far successfully registered 10 products for inclusion on the LuSC-list which is verified by a letter from the competent body in the Netherlands, the IVAM institute located in Amsterdam.

The EEL will undergo a revision in 2016/2017 and Emery Oleochemicals has been requested to participate in this project.

Growing the regulatory compliance of our ester portfolio

Esters are the only base stocks to fulfill the request for renewable content and exhibit other technical benefits for the development of finished fluids :

• Most esters are readily bio-degradable as measured by OECD 301 tests.

• Esters offer highest compatibility with other base stocks.

• Esters can be designed towards certain properties : • VG ISO 10 – 1000 base fluids available. • Optimum low temperature flow properties. • Good to excellent oxidation stability. • Superior lubrication properties.

• High technical performance in combination with additive packs from major additive suppliers.

39

Honey bees are semi-domesticated insects within the Apis genus. In North America and Europe, the primary managed species is the European or Italian honey bee, A. mellifera, known for their gentleness and high honey production. Although the global value of the honey produced was USD7 billion in 2013, their value as pollinators is estimated at USD165 billion, as approximately one-third of all the plants eaten by humans depend on bee pollination.

Since 2006, honey bees have received considerable attention when colonies were noticed to lack adult bees. This syndrome became known as Colony Collapse Disorder (CCD) and sparked a public interest in the health of honey bees. Reports of CCD colony losses have waned since 2010, but many beekeepers continue to report annual losses greater than 15% of the colony, which is considered a recoverable loss.

One suspect for honey bee losses is pesticides, including neonicotinoids, or neonics. However, this does not consider other stresses such as pests and diseases, poor nutrition, and hive management. In particular, the varroa mite (Varroa destructor) is implicated as a major contributor to honey bee deaths.

As part of our efforts to develop real-world solutions, Emery Oleochemicals is evaluating the use of several fatty acid blends to control varroa mites. This widespread hive pest transmits diseases, reduces the productivity of adult bees, and injures both larval and adult bees. The varroa mite reproduces exclusively in brood cells, feeding on the larval bee as it develops over 21 to 24 days.

Based on preliminary research that showed varroa mites were more sensitive to fatty acids than honey bees, the Agro Green team conducted more detailed studies to further clarify these data. Additional lab testing with the fatty acid blends showed that the varroa mites could be killed at concentrations that were safe to the honey bees. This was particularly true for pelargonic (nonanoic) acid, and future testing will focus on this fatty acid.

An effective active ingredient is only part of the story, however. They must be in a form and at a concentration that is acceptable for the conditions in a honey bee hive. Currently, the Agro Green team is working on both semi-solid and liquid applications. Both use food-grade materials and it is anticipated that the product will be acceptable during honey production. Testing is on-going.

Control of Pests of Honey Bee Hives using Fatty Acids


Bio-Pesticides

As part of our efforts to develop real-world solutions, Emery Oleochemicals is evaluating the use of several fatty acid blends to control varroa mites. This widespread hive pest transmits diseases, reduces the productivity of adult bees, and injures both larval and adult bees. The varroa mite reproduces exclusively in brood cells, feeding on the larval bee as it develops over 21 to 24 days.

Figure 1: The honey bee on the left has a varroa mite (red circle) attached to its body just behind its head. This bee is also suffering from Deformed Wing Virus, which is one of the diseases transmitted by varroa mites. The honey bee on the right is healthy.

Figure 2: A larval bee has been removed from its brood cell after it died as a result of the varroa mites (red circles).

41

4. GREEN PACKAGING

5. CARBON NET POSITIVE

We will continue to explore new environmentally friendly recycled materials to be used as our product packaging. Moving forward, we will work with customers to right-size packaging based on their needs. This will subsequently minimise the usage of packaging material, and condense the volume and weight of packages. As a result, energy consumption and greenhouse gas emissions from product transport will be reduced. Packaging material recycling will also be increased.

Initiatives to use eco-friendly bags for product packaging and enabling right-sizing of our product packages based on customer requirements.

Initiatives to mitigate our contribution to climate change risks by consciously offsetting our internal and external logistic-related carbon footprint.

We pledge to conscientiously track the carbon footprint of our entire operations, and where possible, to reduce it with better industry practices, new technology adoption and innovative solutions.

One of the many logistics-related solutions that we have adopted is to give preference to transportation companies that include carbon reduction in their sustainability plans, which also encourages our suppliers to adopt better sustainability practices.

In other aspects, we will further alleviate the impact of our logistic-related activities by seeking opportunities for biodiversity development and promoting sharing economy among our stakeholders.


Sustainability Dashboard

43

ustainability requires managing our resources to meet present needs without compromising that of

the future. As our presence expands further in the world, we are ever more keenly aware that how we manage our operations will affect future generations and the environment.

We have pledged to support global goals, which will lead to the preservation of planet habitability indefinitely. Comprehensive environmental impact assessments are conducted at every location in which we establish a presence. Exploration works, mine modelling and local stakeholders engagement contribute to sustainable utilisation of the land. The resources we consume are closely monitored to prevent overuse. We also diversify and rely on renewable resources whenever possible; for instance, geothermal energy and biogas are part of our company’s energy portfolio.

S

Habitability

OverviewThe oleochemical industry is highly regulated with excellent industry standards in place. This has bolstered our progress in sustainability. Beyond the fundamental practices, we also take additional steps to realise our sustainability aspiration.

Our manufacturing sites adopt a risk management model to reduce the risk of adverse environmental and social impacts.

Our North America site includes a certified wildlife habitat zone for Monarch butterflies.

Our manufacturing sites are ISO 14001 certified, and are monitored to prevent deviation from the set criteria.

Only treated wastewater is discharged.


Environmental Materials Used By Weight or Volume

Energy Consumption within the Organisation

445

Renewable Materials : Fats & Oils (’000 mT)

2014

2013458

5222012

2011529

6000

6000

6000

6000

100

Non-renewable materials : Chemicals & Processing Aids (’000 mT)

2014

201390

342012

201138

2500

3092015

6000 2282015

2500

2500

2500

2500

Total fuel consumption from non-renewable sources

0

30,000

60,000

90,000

120,000

150,000

74,640

117,380

144,410 148,803

2014

128,318

2015201320122011

LNG (‘000 Nm3)

0

50,000

100,000

150,000

200,000

250,000

175,177 167,235 173,917206,657

2014

203,547

2015201320122011

Electricity (‘000 kWh)

Light fuel oil or Kerosene [Diesel or Gasoil] (‘000 liters)

0

100

200

300

400

500

600

2.26 1.5776.63

533

2014

267

2015201320122011

Renewable sources energy consumption within organisation

772

1,151 1,064

2014

1,056

201520132012

Total fuel consumption from renewable sources (’000 Nm3)

0 300000 600000 900000 1200000 1500000

Total energy consumption (’000 kWH)

2015

2014

2013

2012

2011

1,079,148

1,453,047

1,429,665

1,151,942

1,091,417

0

200

400

600

800

1000

1200

68

2011

Renewable energy, Biogas/ Biomass (GJ)

37,044

4,144

2014

25,722

201520130

500010000150002000025000300003500040000

Not monitored in 2011 & 2012

Total fuel consumption from non-renewable sources in joules or multiples (GJ)


3,909,513

6,246,673

4,841,308

2015

2014

2013

LNG80%

Biogas 1%

Electricity19%

EnergyConsumption

Portfolio 2015

2012 Guidelines to Defra / DECC’s GHG Conversion Factors for Company Reporting

Methodology Paper for Emission Factors, Pg 25, Table 11

www.iea.org/countries/non-membercountries/malaysia/

www.epa.gov/cleanenergy/documents/egridzips/eGRID2012V1_0_year09_SummaryTables.pdf

www.umweltbundesamt.de/energie-e/politik.htm

Report standards, methodologies, and assumptions used

445


2014

2013458

5222012

2011529

6000

6000

6000

6000

100


2014

201390

342012

201138

2500

3092015

6000 2282015

2500

2500

2500

2500


0

30,000

60,000

90,000

120,000

150,000

74,640

117,380

144,410 148,803

2014

128,318

2015201320122011

LNG (‘000 Nm3)

0

50,000

100,000

150,000

200,000

250,000

175,177 167,235 173,917206,657

2014

203,547

2015201320122011



0

100

200

300

400

500

600

2.26 1.5776.63

533

2014

267

2015201320122011


772

1,151 1,064

2014

1,056

201520132012


0 300000 600000 900000 1200000 1500000


2015

2014

2013

2012

2011

1,079,148

1,453,047

1,429,665

1,151,942

1,091,417

0

200

400

600

800

1000

1200

68

2011


37,044

4,144

2014

25,722

201520130

500010000150002000025000300003500040000




3,909,513

6,246,673

4,841,308

2015

2014

2013

LNG80%

Biogas 1%

Electricity19%

EnergyConsumption

Portfolio 2015







445


2014

2013458

5222012

2011529

6000

6000

6000

6000

100


2014

201390

342012

201138

2500

3092015

6000 2282015

2500

2500

2500

2500


0

30,000

60,000

90,000

120,000

150,000

74,640

117,380

144,410 148,803

2014

128,318

2015201320122011

LNG (‘000 Nm3)

0

50,000

100,000

150,000

200,000

250,000

175,177 167,235 173,917206,657

2014

203,547

2015201320122011



0

100

200

300

400

500

600

2.26 1.5776.63

533

2014

267

2015201320122011


772

1,151 1,064

2014

1,056

201520132012


0 300000 600000 900000 1200000 1500000


2015

2014

2013

2012

2011

1,079,148

1,453,047

1,429,665

1,151,942

1,091,417

0

200

400

600

800

1000

1200

68

2011


37,044

4,144

2014

25,722

201520130

500010000150002000025000300003500040000




3,909,513

6,246,673

4,841,308

2015

2014

2013

LNG80%

Biogas 1%

Electricity19%

EnergyConsumption

Portfolio 2015







45

Energy Consumption within the Organisation

445


2014

2013458

5222012

2011529

6000

6000

6000

6000

100


2014

201390

342012

201138

2500

3092015

6000 2282015

2500

2500

2500

2500


0

30,000

60,000

90,000

120,000

150,000

74,640

117,380

144,410 148,803

2014

128,318

2015201320122011

LNG (‘000 Nm3)

0

50,000

100,000

150,000

200,000

250,000

175,177 167,235 173,917206,657

2014

203,547

2015201320122011



0

100

200

300

400

500

600

2.26 1.5776.63

533

2014

267

2015201320122011


772

1,151 1,064

2014

1,056

201520132012


0 300000 600000 900000 1200000 1500000


2015

2014

2013

2012

2011

1,079,148

1,453,047

1,429,665

1,151,942

1,091,417

0

200

400

600

800

1000

1200

68

2011


37,044

4,144

2014

25,722

201520130

500010000150002000025000300003500040000




3,909,513

6,246,673

4,841,308

2015

2014

2013

LNG80%

Biogas 1%

Electricity19%

EnergyConsumption

Portfolio 2015







445


2014

2013458

5222012

2011529

6000

6000

6000

6000

100


2014

201390

342012

201138

2500

3092015

6000 2282015

2500

2500

2500

2500


0

30,000

60,000

90,000

120,000

150,000

74,640

117,380

144,410 148,803

2014

128,318

2015201320122011

LNG (‘000 Nm3)

0

50,000

100,000

150,000

200,000

250,000

175,177 167,235 173,917206,657

2014

203,547

2015201320122011



0

100

200

300

400

500

600

2.26 1.5776.63

533

2014

267

2015201320122011


772

1,151 1,064

2014

1,056

201520132012


0 300000 600000 900000 1200000 1500000


2015

2014

2013

2012

2011

1,079,148

1,453,047

1,429,665

1,151,942

1,091,417

0

200

400

600

800

1000

1200

68

2011


37,044

4,144

2014

25,722

201520130

500010000150002000025000300003500040000




3,909,513

6,246,673

4,841,308

2015

2014

2013

LNG80%

Biogas 1%

Electricity19%

EnergyConsumption

Portfolio 2015








• 2012 Guidelines to Defra / DECC’s GHG Conversion Factors for Company Reporting

• Methodology Paper for Emission Factors, Pg 25, Table 11

• www.iea.org/countries/non- membercountries/malaysia/

• www.epa.gov/cleanenergy/ documents/egridzips/ eGRID2012V1_0_year09_ SummaryTables.pdf

• www.umweltbundesamt.de/energie-e/ politik.htm

445


2014

2013458

5222012

2011529

6000

6000

6000

6000

100


2014

201390

342012

201138

2500

3092015

6000 2282015

2500

2500

2500

2500


0

30,000

60,000

90,000

120,000

150,000

74,640

117,380

144,410 148,803

2014

128,318

2015201320122011

LNG (‘000 Nm3)

0

50,000

100,000

150,000

200,000

250,000

175,177 167,235 173,917206,657

2014

203,547

2015201320122011



0

100

200

300

400

500

600

2.26 1.5776.63

533

2014

267

2015201320122011


772

1,151 1,064

2014

1,056

201520132012


0 300000 600000 900000 1200000 1500000


2015

2014

2013

2012

2011

1,079,148

1,453,047

1,429,665

1,151,942

1,091,417

0

200

400

600

800

1000

1200

68

2011


37,044

4,144

2014

25,722

201520130

500010000150002000025000300003500040000




3,909,513

6,246,673

4,841,308

2015

2014

2013

LNG80%

Biogas 1%

Electricity19%

EnergyConsumption

Portfolio 2015








Total Water Withdrawal by Source (‘000 m3)

Total (‘000 m3)

Ground water (‘000 m3)

2011

4752012

3852013

340

2014

1,4372015

249

3,8822011

3,7982012

3,8472013

3,9752014

3,6372015

Total (‘000 m3)

Ground water (‘000 m3)

2011

4752012

3852013

340

2014

1,4372015

249

3,8822011

3,7982012

3,8472013

3,9752014

3,6372015

Volume of recycled water Water used in our cooling towers are continuously recycled.

47

Emissions (‘000 tCO2)

Use of renewable energy for boilers

Improved steam boiler combustion

and insulation e�ciency

Switching to cleaner

refrigerants

Motor power consumption optimisation

Direct Greenhouse Gas (Ghg) Emissions (Scope 1) (CO2, HFC, PFC, NOx) (’000 tCO2)

4212011

1992012

2812014

3092015

2292013

Total Ghg Emissions (’000 tCO2)

6642011

4322012

4792014

3962015

4452013

Amount of Ozone - Depleting Substances (kg)

Energy Indirect Ghg Emissions (Scope 2) (’000 tCO2)

2422011

2322012

1972014

872015

2262013

2011 338kg

306kg2012

1,900kg2014

5,219kg2015

440kg2013

Use of renewable energy for boilers

Improved steam boiler combustion

and insulation e�ciency

Switching to cleaner

refrigerants

Motor power consumption optimisation

Direct Greenhouse Gas (Ghg) Emissions (Scope 1) (CO2, HFC, PFC, NOx) (’000 tCO2)

4212011

1992012

2812014

3092015

2292013

Total Ghg Emissions (’000 tCO2)

6642011

4322012

4792014

3962015

4452013

Amount of Ozone - Depleting Substances (kg)

Energy Indirect Ghg Emissions (Scope 2) (’000 tCO2)

2422011

2322012

1972014

872015

2262013

2011 338kg

306kg2012

1,900kg2014

5,219kg2015

440kg2013

Reduction Of Greenhouse Gas (Ghg) Emissions

We reduced our total Ghg emissions through concentrated efforts including :


2011 2012 2013 2014 2015

104 83

593

109 97

NOx(mT)

2011 2012 2013 2014 2015

4

3

N/A1

HFC/PFC(mT)

0

2011 2012 2013 2014 2015

11

631

1 1

SOx(mT)

2011 2012 2013 2014 2015

27

3334

26 26

VOC(mT)

2011 2012 2013 2014 2015

86

28

15 14

Dust(mT)

NOx, SOx and Other Significant Air Emissions

49

Total Water Discharge by Quality and Destination

Chemical Oxygen Demand (mT)

Treated Wastewater(’000 m3)

5,019

14,559

7,464

2,668

2,758

2015

2014

2013

2012

2011

Biological Oxygen Demand (mT)

1,874

4,765

3,867

1,645

1,802

2015

2014

2013

2012

2011

20152014201320122011

1,634

1,0441,149

1,511

1,230

Untreated Wastewater(’000 m3)

20152014201320122011

000

385

475



5,019

14,559

7,464

2,668

2,758

2015

2014

2013

2012

2011


1,874

4,765

3,867

1,645

1,802

2015

2014

2013

2012

2011

20152014201320122011

1,634

1,0441,149

1,511

1,230


20152014201320122011

000

385

475



5,019

14,559

7,464

2,668

2,758

2015

2014

2013

2012

2011


1,874

4,765

3,867

1,645

1,802

2015

2014

2013

2012

2011

20152014201320122011

1,634

1,0441,149

1,511

1,230


20152014201320122011

000

385

475


Total General Waste Generated (mT)

2011 2012 2013 2014 2015

20,9

85

18,8

67

13,0

18

20,7

74

15,9

67

Total General Waste Recycled (mT)

2011 2012 2013 2014 2015

15,8

51

9,31

5

8,68

2

13,3

61

8,27

6

Total Hazardous Waste Disposed (mT)

2011 2012 2013 2014 2015

172

580

422

401

272

Total Hazardous Waste Recycled (mT)

2011 2012 2013 2014 2015

178

1,61

9

1,985

2,00

5

2,51

4

Non Hazardous Waste To Landfill (mT)

2011 2012 2013 2014 2015

5,27

1

3,24

1

1,9297,

767

17,2

12

Amount of Energy Produced from Biogas (kWH)

2015

2014

2013

2012

2011

7,634,413

680,432

11,382,845

10,290,139

7,145,124

Total Weight of Waste by Type and Disposal Method

51

he long-term success of any company is dependent on its employees. Therefore, the well-being of Emery

Oleochemicals’ employees is never compromised in the running of our business.

The compensation and benefits that all our employees receive are in compliance with high international labour standards. Our employees receive health coverage (medical, dental, life and disability insurance), education loans, pension schemes and car schemes. Depending on the employee’s job scope and responsibility, flexible working hours options are available to facilitate work-life balance. We have a compensation and benefits philosophy that provides market-competitive remuneration and benefits package for our employees.

Professional and personal development is an integral part of any employment at Emery Oleochemicals. Guided by our core values and competency model, employee development focuses on Individual Development Plans (IDP), targeting technical, functional and management skills. This includes a

variety of formal and on-the-job training, and peer and mentor coaching. Inter-departmental placements, cross-functional exposure and regional relocations all serve to provide a breadth of work experience. Employees are empowered to determine and pursue their development needs in advancing their careers.

All management grade employees are required to submit an annual due diligence report on the areas under their supervision, in the form of a Letter of Representation, that checks for compliance with company code and values. Open and direct reporting mechanisms are in place to detect and eliminate any occurrence of non-compliance.

We are happy to note that has been no incidence of corruption. To ensure that this continues, we are regularly audited internally and by shareholders.

Prosperity

Employee Attrition

Labour Practices and Decent Work

T

The well-being of Emery Oleochemicals’ employees is never compromised in the running of our business.

Malaysia1 month

USA2 months

Minimum notice periods regarding operational changes

Total workforce attrition

6.4% 5.6% 5.7% 10.0%20142012 20132011

10.9%2015

Women workforce attrition

8.1% 8.7% 7.7% 12.0%20142012 20132011 2015

Men workforce attrition

6.0% 4.9% 5.2% 9.6%20142012 20132011

3.6%2015

44.5%

Malaysia1 month

USA2 months



6.4% 5.6% 5.7% 10.0%20142012 20132011

10.9%2015


8.1% 8.7% 7.7% 12.0%20142012 20132011 2015


6.0% 4.9% 5.2% 9.6%20142012 20132011

3.6%2015

44.5%

Malaysia1 month

USA2 months



6.4% 5.6% 5.7% 10.0%20142012 20132011

10.9%2015


8.1% 8.7% 7.7% 12.0%20142012 20132011 2015


6.0% 4.9% 5.2% 9.6%20142012 20132011

3.6%2015

44.5%


Training & Development

Total training hours

0

5,000

20,000

25,000

10,000

15,000

19,628 20,990 21,969

16,020

12,950

2014 2015201320122011

Total training hours for sta� (Non-managers)

0

5,000

20,000

25,000

10,000

15,00015,595

19,40117,155

11,446

2014 2015201320122011

Total training hours for managers

0

5,000

10,000

15,000

4,035

6,762

2,9113,927 3,289

2014 2015201320122011

2014

78%

20152011

86%

2012

86%

Percentage of Employees with Regular Performance and Development Plans

2013

88% 92%

7,244

Total training hours

0

5,000

20,000

25,000

10,000

15,000

19,628 20,990 21,969

16,020

12,950

2014 2015201320122011

Total training hours for sta� (Non-managers)

0

5,000

20,000

25,000

10,000

15,00015,595

19,40117,155

11,446

2014 2015201320122011

Total training hours for managers

0

5,000

10,000

15,000

4,035

6,762

2,9113,927 3,289

2014 2015201320122011

2014

78%

20152011

86%

2012

86%

Percentage of Employees with Regular Performance and Development Plans

2013

88% 92%

7,244

Professional and personal development is an integral part of any employment at Emery Oleochemicals. Guided by our core values and competency model, employee development focuses on Individual Development Plans (IDP), targetting technical, functional and management skills.

53

ur manufacturing facilities operate on strict Safety, Health and Environment (SHE)

standards, which are superior to industry standards or laws and regulations determined by the local authorities. As our vision is to be a global leader in an industry with a manufacturing component, it is vital that SHE practices are integrated across our entire business.

Our SHE professionals are vigilant in safeguarding health and safety at all our sites, including that of their occupants and surroundings.

Regular SHE committee meetings are conducted at each Emery Oleochemicals’ manufacturing facility at an average of 25 times each year. The agenda includes safety enhancements, accident prevention and general improvements in SHE matters. Comprising managerial and non-managerial personnel, the committee monitors, assesses and works to improve health and safety at the workplace.

Furthermore, employees are empowered to actively participate in the management of sustainability risks, including health and safety concerns and environmental consequences. We rely on all our employees to ensure that every consideration is given to the SHE aspect of the Emery Oleochemicals workplace.

Health & Safety

O

Employees are empowered to actively participate in the management of sustainability risks, including health and safety concerns and environmental consequences.

1.33

0.86

0.41

2.47

1.87

Total Recordable Injury Rate (TRIR)Number of injuries per 100 employees

2014 20152011 2012 2013

0.2

00.2

0.55

0.48

Total Recordable Injury Frequency (TRIF) Number of injuries per 100 employees

2014 20152011 2012 2013

18

5

1.15

17.66

3.35

Injury Absence Frequency Number of days per 100 employees

2014 20152011 2012 2013

WorkRelated

FatalAccidents

2011

12012

0

2014

02015

02013

0

Worked Hours

(in millons)

2011

1.92012

1.85

2014

3.0152015

1.7302013

1.93

2011

3.2%

2012

3.3%

2013

6.1%

2014

8.5%

2015

6.8%

Sickness Absence Frequency(% Average)

Our Safety, Health and Environment (SHE) professionals are vigilant in safeguarding health and safety at all our sites, including that of their occupants and surroundings.


1.33

0.86

0.41

2.47

1.87


2014 20152011 2012 2013

0.2

00.2

0.55

0.48


2014 20152011 2012 2013

18

5

1.15

17.66

3.35


2014 20152011 2012 2013

WorkRelated

FatalAccidents

2011

12012

0

2014

02015

02013

0

Worked Hours

(in millons)

2011

1.92012

1.85

2014

3.0152015

1.7302013

1.93

2011

3.2%

2012

3.3%

2013

6.1%

2014

8.5%

2015

6.8%


1.33

0.86

0.41

2.47

1.87


2014 20152011 2012 2013

0.2

00.2

0.55

0.48


2014 20152011 2012 2013

18

5

1.15

17.66

3.35


2014 20152011 2012 2013

WorkRelated

FatalAccidents

2011

12012

0

2014

02015

02013

0

Worked Hours

(in millons)

2011

1.92012

1.85

2014

3.0152015

1.7302013

1.93

2011

3.2%

2012

3.3%

2013

6.1%

2014

8.5%

2015

6.8%


Profitability 2015 Financial Data : Net Revenue (USD)

Global NorthAmerica

AsiaPacific

Europe

710,119million

263,883million 237,049

million 209,187million

55

This report is produced based on ‘in accordance’ - Core GRI G4 Reporting Principles, for the year 2015 and covers disclosure for the listed entities below:

GRI G4 Index Table

Code Description Page

G4-1 Provide a statement from the most senior decision-maker of the organisation about the relevance of sustainability to the 6 organisation and the organisations strategy for addressing sustainability.

G4-2 Provide a description of key impacts, risks & opportunities. 9, 10, 18, 19, 20, 21, 23

G4-3 Report the name of the organisation. 12

G4-4 Report the primary brands, products & services. 14

G4-5 Report the location of the organisations HQ. 12

G4-6 Report the number of countries where the organisation operates and names of countries where either the organisation 12 has significant operations or that are specifically relevant to the sustainability topics covered in the report.

G4-7 Report the nature of ownership and legal form. 12

G4-8 Report the markets served (including geographic breakdown, sectors served and types of customers and beneficiaries). 15

G4-9 Report the scale of the organisation including : 13 • Total number of employees • Total number of operations • Net sales • Quantity of products or services provided

G4-10 • Report the total number of permanent employees by employment type and gender. 13 • Report the total workforce by region and gender.

G4-11 Report the percentage of total employees covered by collective bargaining agreements. 52

G4-12 Describe the organisations supply chain. 32

G4-14 Report whether and how the precautionary approach or principle is addressed by the organisation. 20

G4-15 List externally developed economic, environmental and social charters, principles, or other initiatives to which the 26 organisation subscribes or which it endorses.

G4-16 List memberships of associations in which the organisation : 26 • Participates in projects or committees • Views membership as strategic

G4-18 a) Explain the process for defining the report content and the Aspect Boundaries. 23 b) Explain how the organisation has implemented the Reporting Principles for Defining Report Content.

G4-19 List all the material Aspects identified in the process for defining report content. 23

GG4-20 For each material Aspect, report the Aspect Boundary within the organisation as follows : 23 • Report whether the Aspect is material within the organisation • Report any specific limitation regarding the Aspect Boundary within the organisation

G4-21 For each material Aspect, report the Aspect Boundary outside the organisation as follows : 23 • Report whether the Aspect is material outside of the organisation • If the Aspect is material outside the organisation, identify the elements for which the Aspect is material

G4-24 Provide a list of stakeholder groups engaged by the organisation. 22

G4-25 Report the basis for identification and selection of stakeholders with whom to engage. 22 G4-26 Report the organisation’s approach to stakeholder engagement, including frequency of engagement by type and by 22 stakeholder group and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

G4-27 Report key topics and concerns that have been raised through stakeholder engagement, and how the organisation has 22 responded to those key topics and concerns, including through its reporting.

G4-28 Reporting period for information provided. 12

G4-29 Date of the most recent previous report. 45

G4-30 Reporting cycle. 12

G4-31 Provide the contact point for questions regarding the report or its contents. 58

G4-32 a) Report the ‘in accordance’ option the organisation has chosen. 12



G4-34 Report the governance structure of the organisation, including committees of the highest governance body. 19 Identify any committees responsible for decision making on economic, environmental and social impacts.

G4-37 Report processes for consultation between stakeholders and the highest governance body on economic, environmental and 19 social topics. If consultation is delegated, describe to whom and any feedback processes to the highest governance body.

G4-38 Report the composition of the highest governance body and its committees. 19

G4-42 Report the highest governance body’s and senior executives roles in the development, approval, and updating of 19 organisations purpose, value or mission statements, strategies, policies and goals related to economic, environmental and social impacts.

G4-45 a) Report the highest governance body’s role in the identification and management of economic, environmental and 19 social impacts, risks and opportunities. b) Report whether stakeholder consultation is used to support the highest governance body’s identification and management of economic, environmental and social impacts, risks and opportunities.

G4-46 Report the highest governance body’s role in reviewing the effectiveness of the organisation’s risk management processes 19 for economic, environmental and social topics.

G4-56 Describe the organisation’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics. 8

EC6 a) Report the percentage of senior management at significant locations of operation that are hired from the local 13 community. b) Report the definition of ‘senior management’ used. c) Report the organisation’s geographical definition of ‘local’. d) Report the definition used for ‘significant locations of operation’.

EN1 a) Report the total weight or volume of materials that are used to produce and package the organisation’s primary 45 products and services during the reporting period, by : - Non-renewable materials used - Renewable materials used

EN3 a) Report total fuel consumption from non-renewable sources in joules or multiples, including fuel types used. 46 b) Report total fuel consumption from renewable fuel sources in joules or multiples, including fuel types used. c) Report in joules, watt-hours or multiples, the total: - Electricity consumption - Steam consumption e) Report total energy consumption in joules or multiples. f) Report standards, methodologies, and assumptions used. g) Report the source of the conversion factors used.

EN8 a) Report the total volume of water withdrawn from the following sources : 47 - Ground water - Waste water from another organisation - Municipal water supplies or other water utilities b) Report standards, methodologies, and assumptions used.

EN9 a) Report the total number of water sources significantly affected by withdrawal by type : 47 - Size of water source - Whether or not the source is designated as a protected area (nationally or internationally) b) Report standards, methodologies, and assumptions used.

EN15 a) Report gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent, independent of any GHG trades, such 48 as purchases, sales, or transfers of offsets or allowances. b) Report gases included in the calculation (whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all). e) Report standards, methodologies, and assumptions used.

EN16 a) Report gross energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent, independent of any GHG 48 trades, such as purchases, sales, or transfers of offsets or allowances. b) Report gases included in the calculation, if available. d) Report standards, methodologies, and assumptions used.

EN19 a) Report the amount of GHG emissions reductions achieved as a direct result of initiatives to reduce emissions, 48 in metric tons of CO2 equivalent. b) Report gases included in the calculation (whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all). d) Report standards, methodologies, and assumptions used.

EN20 a) Report production, imports, and exports of ODS in metric tons of CFC-11 equivalent. 49 c) Report standards, methodologies, and assumptions used.

57

GRI G4 Index Table

For further enquiries please contact :

Mr. Faroze Nadar, Global Sustainability Lead, Global Corporate Sustainability, Emery OleochemicalsT : +60 3 7844 9262 (DL) +60 3 7844 9333 (GL)F : +60 3 7844 9334 M : +60 12 235 0875E : [email protected]

Contact Point


EN21 a) Report the amount of significant air emissions, in kilograms or multiples for each of the following: 49 - NOX - SOX - Volatile organic compounds (VOC) - Other standard categories of air emissions identified in relevant regulations b) Report standards, methodologies, and assumptions used. EN22 a) Report the total volume of planned and unplanned water discharges by: 50 - Destination - Quality of the water including treatment method b) Report standards, methodologies, and assumptions used.

EN23 a) Report the total weight of hazardous and non-hazardous waste, by the following disposal methods: 53 - Recycling - Landfill b) Report how the waste disposal method has been determined: - Disposed of directly by the organisation or otherwise directly confirmed

EN25 a) Report the total weight for each of the following: 53 - Hazardous waste treated b) Report the percentage of hazardous waste shipped internationally.

EN27 a) Report quantitatively the extent to which environmental impacts of products and services have been mitigated during 44 the reporting period. LA1 b) Report the total number and rate of employee turnover during the reporting period, by age group, 52 gender and region.

LA4 a) Report the minimum number of weeks’ notice typically provided to employees and their elected representatives prior 52 to the implementation of significant operational changes that could substantially affect them. b) For organisations with collective bargaining agreements, report whether the notice period and provisions for consultation and negotiation are specified in collective agreements.

LA6 a) Report types of injury, injury rate (IR), occupational diseases rate (ODR), lost day rate (LDR), absentee rate (AR) and 54 work-related fatalities, for the total workforce (that is, total employees plus supervised workers).

LA9 a) Report the average hours of training that the organisation’s employees have undertaken during the reporting period, by: 53 - Gender - Employee category

LA11 a) Report the percentage of total employees by gender and by employee category who received a regular performance 53 and career development review during the reporting period.

SO3 a) Report the total number and percentage of operations assessed for risks related to corruption. 53 b) Report the significant risks related to corruption identified through the risk assessment.


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