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Sustainability Report for the year ended 30 June 2018 Chinese Global Investors Group Ltd

Table of Contents

1. Highlights .................................................................................................................................... 1 1.1 Corporate profile ....................................................................................................................... 1 1.2 Message to stakeholders .......................................................................................................... 2 1.3 Scope of sustainability report .................................................................................................... 3 1.4 Sustainability contact ................................................................................................................ 3

2. Our approach to sustainability .................................................................................................. 4 2.1 Sustainability organisational structure ....................................................................................... 4 2.2 Sustainability strategy ............................................................................................................... 5 2.3 Consulting our stakeholders ...................................................................................................... 6 2.4 Sustainability materiality ............................................................................................................ 7

3. Our performance ........................................................................................................................ 8 3.1 How we measure our performance ............................................................................................ 8 3.2 Product quality .......................................................................................................................... 9 3.3 Regulatory compliance ............................................................................................................ 11 3.4 Environmental sustainability .................................................................................................... 13 3.5 Employee motivation ............................................................................................................... 15

Appendix A: Sustainability scorecard ........................................................................................... 17

Appendix B: GRI content index ...................................................................................................... 18

Sustainability Report for the year ended 30 June 2018 Chinese Global Investors Group Ltd | 1

1. Highlights

1.1 Corporate profile

Over the years, Chinese Global Investors Group Ltd. (CGIG or the ‘Company’), together with its subsidiaries, (the ‘Group’) has diversified beyond the waterproofing and building protection business into new areas of business as opportunities emerged. The Company and its subsidiaries are principally engaged in two business segments, namely (i) provision of quality waterproofing and building protection solutions and products; and (ii) financial services and investment.

The Company was incorporated in Singapore on 14 June 1966 under the name W Graham Hitchins (Far East) Pte Ltd. W Graham Hitchins was founded in England in 1932, whose core business is to provide integrated solutions for the waterproofing and protection of building and concrete structures — from materials research and development to manufacturing and installation of waterproofing and concrete protection products. In 1989, the UK parent company underwent a worldwide restructuring, leading to a management buy-out for the Group’s businesses located in Singapore, Malaysia and Brunei.

On 23 January 2003, the Company was listed on the SGX-SESDAQ, now known as the Catalist Board of the Singapore Exchange Securities Trading Limited (SGX-ST) under the name of Hitchins Group Ltd (Hitchins).

In January 2007, after M.E. Development L.L.C. of Dubai acquired a strategic stake in Hitchins, the Company was renamed as Middle East Development Singapore Ltd (MEDS). In collaboration with this strategic investor, MEDS expanded into project and construction management contracts in the Middle East.

In January 2009, Germir Group Limited (Germir) first acquired a 14.66% interest in the Company and subsequently increased its stake to 34.65% via purchase of new shares issued on 23 July 2009. With the addition of Germir as a major shareholder, the Company then expanded into the businesses of coal, metals and other natural resources in the People’s Republic of China (PRC).

In December 2009, the Company was renamed as Auswin Holdings Limited.

On 8 October 2010, Germir sold its 26% interest in the Company to Horwood Capital Pte Limited. Following this, on 2 February 2011, upon the approval by shareholders, the Company was renamed as Chinese Global Investors Group Ltd. to reflect its diversification into financial services and investment activities. Through one of its major subsidiaries, CGI (Offshore) Limited, the Company acquired 100% equity interest in CGI Financial Services Limited and CGI (HK) Limited as the Company’s intermediate investment holding entities.

Waterproofing and Building Protection

Our waterproofing business is marketed under the Hitchins® trademark. As an ISO 9001:2008 certified organisation, we are one of Asia’s leading waterproofing specialists with expertise in preservation, restoration and maintenance of buildings and concrete structures.

With our cutting-edge green technology in developing and manufacturing specialty building materials, we have preserved many historical and modern buildings from deterioration and restored them to their original splendour. We are committed to building a green and sustainable future.


1.2 Message to stakeholders

CGIG has been committed to creating a sound living and working environment for our customers. This reflects not only our attitude to the environment and responsibilities for the society, but also our expectations for the future.

We continue to engage in constructive dialogue with our stakeholders and focus on our four key pillars of Regulatory Compliance, Product Quality, Environmental Sustainability and Employee Motivation.

We wish to confirm that the Board has considered sustainability issues as part of its strategic formulation, determined the material environmental, social and governance (ESG) factors and overseen the management and monitoring of the material ESG factors.

As part of CGIG’s commitment to sustainable development, we will continue to strive to do business in a responsible way. To contribute to a greener future, we are committed to providing the best greening concepts, quality products and services to protect and enhance the built environment.

On behalf of the Board of Directors.

U KENG TIN Acting Chairman


1.3 Scope of sustainability report

The scope of the report covers information on material sustainability aspects of CGIG, covering Hitchins (F.E.) Marketing Pte Ltd (Hitchins), from 1 July 2017 to 30 June 2018 unless otherwise specified. We believe that the report should sufficiently address stakeholders’ concerns in relation to sustainability issues arising from the Group’s major business operations.

This report is prepared in accordance with the Global Reporting Initiative (GRI) Standards: Core Option as it provides a set of an extensive framework that is widely accepted as a global standard for sustainability reporting. It also considers the Sustainability Reporting Guide in Practice Note 7F of the SGX-ST Listing Manual Section B: Rules of Catalist (Catalist Rules). In preparing our report, we applied the GRI’s principles for defining report content and report quality by considering the Group’s activities, impacts and substantive expectations and interests of its stakeholders.

The data and information provided within the report have not been verified by an independent third party. We have relied on internal data monitoring and verification to ensure accuracy.

1.4 Sustainability contact

We welcome your views and feedback on our sustainability practices and reporting at [email protected].

mailto:[email protected]


2. Our approach to sustainability

2.1 Sustainability organisational structure

Sustainability is a vital part of our corporate strategy for achieving long-term growth. The values we create for our people, the environment and society at large very much determine our financial performance. We developed a sustainability organisational structure to move things forward:

LeadershipThe Board of Directors and Group Chief Financial Officer formulates related strategies and guidelines.

Organisers

Corporate Social Responsibility (CSR) Coordinator helps to

organise and coordinate the CSR work of all departments

and subsidiaries.

Executives

Assigned staff at the subsidiaries are responsible for the organisation and implementation of CSR works.

ise


2.2 Sustainability strategy

Our sustainability strategy aims to create integrated values. Together with disciplined execution of our strategy and a commitment to doing business responsibly, we commit to deliver value to all our stakeholders through the following:

The sustainable strategy is underpinned by our comprehensive and extensive internal policies that covers the areas above such as regulatory compliance, performance monitoring, occupational safety and health, employee training, and employee welfare.

The strategy is also guided by external sources, including ISO 9001:2008 Quality Management System, and Sustainability Reporting Guide in Practice Note 7F of the SGX-ST Catalist Rules.

Regulatory Compliance

Environmental Sustainability

Product Quality

Employee Motivation


2.3 Consulting our stakeholders

We recognise the need to continuously develop our responsible business approach in order to address growing stakeholder expectations around our impact on the economy, environment and society.

As such, we periodically consult with our stakeholders to determine the issues that are most relevant to them and the Group. An overview of our approach and rationale is set out below (with stakeholders listed in alphabetical order), together with the feedback we have received.

Stakeholders How we listen Why we do it What you’ve told us

Customers • Meetings with customer's procurement department

• Ensure ability to meet customer’s requirements in terms of quality and delivery timeliness

• Provision of high-quality waterproofing materials

• Ability to meet delivery timelines

Employees • Informal feedback

• Employee bonding session

• Compliance with regulations

• Provide healthy work environment to ensure the well-being of all our staff

• Salary increment

• Improve employee welfare and benefits

Government and regulators

• Understand relevant laws and regulations

• Interaction with government and industrial bodies

• Trainings and meetings

• Compliance with laws and regulations

• Uphold highest standards of corporate governance and ethical behavior

• Participation in government-related events

• Compliance with food safety and environmental laws and regulations

• Compliance with SGX regulations

Investors/ shareholders

• Shareholders’ meeting

• Board meeting

• Hitchins website

• Regular updates and communication

• Consistently improve company's management

• Operate, manage and compliant against regulations

• Committed to delivering economic value to our capital providers through a strong financial performance and our methods of engagement with them

• Long-term profitability

• Achieve company targets

• Growing and development

• Compliance with laws and regulations

Suppliers • Inspection of suppliers' production lines

• Interaction with supplier representatives

• Perform periodic supplier evaluation

• Build up strategic business relationship

• Compliance with environmental laws and regulations

• Timely payment and adherence to agreement terms

• Compliance with environmental laws and regulations


2.4 Sustainability materiality

Based on the stakeholder engagement, we developed our sustainability materiality matrix containing material aspects which are aligned with our principal business and operational risks, and formed our sustainability strategy which has shaped our approach to sustainability reporting, as illustrated in the diagram below.

We have also developed metrics to help us measure our progress, as indicated in our sustainability scorecard in Appendix A. We will review and adjust the matrix each year, as the external and business context changes.

The aspect boundaries ‘within’ the organisation are limited to Hitchins and our employees, whereas the aspect boundaries ‘outside’ the organisation include customers, government and regulators, investors/ shareholders and suppliers.

⚫ Product quality ⚫ Managing our ⚫ Supply chain ⚫ Legal carbon footprint management compliance ⚫ Energy efficiency ⚫ Preventing ⚫ Business air bribery and travel corruption ⚫ Waste management ⚫ Skills competency and employee training ⚫ Performance appraisal ⚫ Equal opportunity ⚫ Encouraging work-life balance

Relevance to CGIG


3. Our performance

3.1 How we measure our performance

Our sustainability strategy is embedded into the appropriate parts of our business, with dedicated teams for each focus area, and coordination by our relevant departmental managers.

Progress will be tracked in two key ways: measuring performance against metrics, and evaluating how well the programs have advanced, through a series of ‘commitments’.

Metrics and targets

We have established key performance indicators for each of the four focus areas outlined in our sustainability strategy. As this is our first year adopting sustainability reporting, we will be establishing targets within the next year to hold ourselves accountable and track how we are doing.

Periodically, we plan to introduce new metrics and update targets to ensure alignment with our strategy.

Commitments

To ensure we have a robust sustainability program in place, we will also publish the key initiatives we plan to implement within the next year.


3.2 Product quality

Overview

As the leading waterproofing specialist in Asia, Hitchins provides integrated solutions for protecting, maintaining as well as restoring buildings and concrete structures.

We believe that quality products are key to maintaining customer satisfaction. By creating a positive working relationship, we will be able to retain our existing customers and create new business opportunities.

Product quality

We strongly believe that commitment to quality is the key to sustainable growth. We currently offer the following building protection systems as solutions to our customer’s building problems:

• Roof, basement, and wall waterproofing systems

• Decorative and weather-resistant coatings

• Chemical-resistant wall and floor finishes

• Concrete repair and protection systems

• Concrete joint systems

100%

Operations meeting ISO 9001:2008 requirements

11

Products meeting Green Label requirements

97%

Purchases from local suppliers

We are committed to providing quality products and services to our customers by conforming to mutually-agreed quality requirements and keeping abreast with the latest technology through research and development so that we are recognised as a leader in our industry. Hitchins products are currently sold through our Applicator Network spanning over 19 countries.

Some of our initiatives are as follows:

ISO 9001:2008 Quality Management System

• Hitchins was amongst the first in the industry to be certified as meeting the requirements of ISO 9001: 2008 Quality Management Systems.

• Our in-house quality control team ensures that all raw materials and finished products consistently meet the pre-determined standards and comply strictly with our manufacturing methodology and formulation.

• Annual ISO audits are conducted by accredited ISO consultants. We have been continuously improving based on the recommendations provided by the ISO consultant.

Green Label

• Our products have been endorsed under the Singapore Green Labelling Scheme (SGLS) to have less undesirable effects on our environment.

• Green Label certified products have become more marketable and readily accepted by consumers or businesses looking to choose a more environmentally-friendly option.

• 11 of our products have been certified as Green Label, including: Formak 629, Traffigard, Nuraplan, Nuraprufe 415, Sealflex, Formdex Plus, Formdex Uni/ Uniflex, Formdex Admix, Formrok 300, Formceal Type R, and Formceal 3000X.


Approved Applicator System

• All Hitchins products are applied only by approved and trained applicators who meet our stringent standards through regular training.

Hitchins warranty

• Our customers are assured of the highest standard of quality which is backed by a Process Performance Warranty from Hitchins and a Worksmanship Warranty from the Applicator.

As an added protection, our customers are covered by an International Fidelity Fund for faulty workmanship by an Applicator that may no longer be in business.

Site audits

• Our team of trained and experienced Hitchins “application specialists” conduct random audits on our applicators’ work.

Supply chain management

To contribute to the local economy, Hitchins has close business relationship with reliable local suppliers. In FY2018, approximately 97% of Hitchins’ purchases was spent on local suppliers.

Localised supply chains help us to develop closer relationships with our suppliers to ensure the proper alignment of our policies that will help us maintain a high level of quality and integrity in the procurement of goods and services. It also benefits the local economy, by economic value and job creation to the local communities.

We have comprehensive procurement policies and procedures in place to effectively manage our supply chain. This is crucial to help us to achieve our goals by optimising the resources available.

Our suppliers must abide by the general Terms and Conditions of our Purchase Contract or Purchase Order. The Group encourages fair competition between potential suppliers and fair purchase practices that achieve constructive business relationship.


3.3 Regulatory compliance

Overview

To maintain a fair, ethical and efficient business and working environment, CGIG strictly adheres to the local laws and regulations relating to anti-corruption and bribery, irrespective of the area or country where the Group conducts its business.

Legal compliance

In FY2018, the Group, through its Company Secretary, has updated the Board on relevant new laws and regulations affecting the Company. From time to time, and through Board meetings and other meetings, both formal and informal, our Group Chief Financial Officer (Group CFO) has been advising our Directors of the changing commercial and business risks faced by our Company.

The Directors are also updated regularly with changes to the SGX-ST Listing Rules, risk management, corporate governance, insider trading and the key changes in the relevant regulatory requirements and financial reporting standards and the relevant laws and regulations to facilitate effective discharge of their fiduciary duties as Board or Board Committees members. New releases issued by the SGX-ST and Accounting and Corporate Regulatory Authority (ACRA) which are relevant to the Directors are circulated to the Board by the Company Secretary.

The Directors are encouraged to attend seminars and receive training to improve themselves in the discharge of Directors’ duties and responsibilities. Changes to regulations and accounting standards are monitored closely by the Management. To keep pace with such regulatory changes, the Company provides opportunities for ongoing education and training on Board processes and best practices as well as updates on changes in legislation and financial reporting standards, regulations and guidelines from the SGX-ST Listing Rules that affect the Company and/or the Directors in discharging their duties. Such training costs are borne by the Company.

In FY2018, the Group was not in violation of any of the relevant laws and regulations in relation to bribery, extortion, fraud and money laundering that have a significant impact on the Group.

0

Regulatory and compliance incidents

0

Confirmed incidences of corruption and actions taken

0

Non-compliance with laws and/or regulations which resulted in significant fines and non-monetary sanctions

0

Non-compliance with environmental laws and/or regulations which resulted in significant fines and non-monetary sanctions


Preventing bribery and corruption

The Group prohibits all forms of bribery and corruption. The Group requires all employees to strictly abide by professional ethics and eliminate any corruption and bribery. All employees are expected to discharge their duties with integrity, to act fairly and professionally, and to abstain from engaging in bribery activities or any activities, which might exploit their positions against the Group’s interests.

Whistle-blowers can report verbally or in writing to the senior management of the Group for any suspected misconduct with full details and supporting evidence. The management will conduct investigations against any suspicious or illegal behaviour to protect the Group’s interests. The Group advocates a confidentiality mechanism to protect the whistleblowers against unfair dismissal or victimisation. Where criminality is suspected, a report is made to the relevant regulators or law enforcement authorities when the management considers necessary.

In addition, the staff handbook lays out the Group’s expectation and guiding provisions on code of conduct. The Group encourages employees, customers, suppliers, or other parties to report incidents relating to any conflicts of interest, extortion, bribery, fraud and money laundering.


3.4 Environmental sustainability

Overview

We are committed to constructing and managing world-class sustainable buildings that add tangible value to the communities we serve and to operate and maintain those buildings with a strong emphasis on the triple bottom line of economy, environment and society.

Managing our carbon footprint

We are committed to positive action on climate change and dedicated to reducing the carbon emission in our daily operations. Employees are reminded to save electricity and fuel consumption through regular internal communications.

To determine the carbon footprint, we collect energy usage data from each our businesses and then calculate our total annual greenhouse gas emissions.

In FY2018, Hitchins generated a carbon footprint of 68 tonnes of carbon dioxide emission (tCO2e), representing a carbon emission intensity of 84 kgCO2e per operating floor area. The emission mainly arises from direct fuel used in transportation for site visitation and product delivery, which accounted for approximately 46% of the total carbon emission of Hitchins.

84kgCO2e

Carbon emission intensity per operating floor area

12kg

Waste disposal intensity per operating floor area


We follow the Greenhouse Gas Protocol established by the World Resources Institute and the World Business Council for Sustainable Development, the standard manual for measuring corporate greenhouse gas emissions. Using the “control method”, we include 100% of the emissions associated with businesses which we directly control. Our carbon footprint includes:

• All fuels used directly by our companies (Scope 1 emissions)

• All purchased electricity used in our properties (Scope 2 emissions)

• Impact of business air travel (optional Scope 3 emissions)

We will continue to monitor the performance on the carbon emission reduction. Progress and performance on the reduction of carbon emission will be reported in the following year.

Energy efficiency

Hitchin’s energy usage arises from two main sources:

• Fuel consumed by our vehicles and generators

• Electricity consumed in our office and warehouse spaces.

By investing in energy efficiency, we not only help protect the environment but can also lower our financial costs. At Hitchins, we continue to encourage energy saving through the following initiatives:

• Regular maintenance of vehicles and generators to reduce its emissions.

• Replacing conventional light bulbs with LED light bulbs.

• Turn off lights, computers and air conditioning system before clocking out

• Place energy saving reminder labels next to switches

• Clean office equipment (such as refrigerator, air-conditioner) regularly to maintain high efficiency

• Use energy saving equipment

• Set temperature of air conditioners to 25˚C

Business air travel

We recognise that travel is a core part of doing business and face-to-face meetings are often the best way to build relationships with clients and business partners. However, this also gives rise to carbon emissions that contribute to deteriorating air quality and climate change.

To manage our carbon emissions, we will strive to reduce nonessential business air travel by leveraging on other modes of client communication (including emails, telephone or video conferencing) calls) where possible.

Waste management

Waste materials from the distribution of our waterproofing materials will be consolidated and disposed in a responsible manner. In FY2018, Hitchins had a waste disposal intensity of 12kg per operating floor area.


3.5 Employee motivation

Overview

We have a comprehensive performance appraisal programme and rewards system based on the result of the appraisal. The performance appraisal programme is essential for us to understand the skills level of the employees and appropriate training programmes can be designed to fill up the skill gaps.

We emphasise on the career path and progression of our employees, and have built several two-way communication channels to ensure the career development needs of our employees are taken into consideration whenever it is possible. Training opportunities are equal to all employees based on needs identified.

Though these efforts, we are well-positioned to provide a constructive working experience to our employees and contribute to the economic development and skilled labour resources of the local community.

Skills competency and employee training

To ensure that our employee excel, we emphasise on continuous learning in the workplace. Every employee has equal opportunities to upgrade and sharpen their skill sets through formal and on-the-job internal training programs.

In FY2018, Hitchins invested an average of 6 hours of training on each employee.

Performance appraisal

To ensure the Company achieves its goals, we have various performance appraisal methods in place to determine the performance of the Company as well as each individual employee.

The employee performance appraisal comprises mainly quantifiable evaluation criteria. In addition, we actively collects performance information for each employee each month through inputs from direct supervisors and feedbacks, as well as periodical employee communication sessions.

These collected information allow us to understand the performance and skills development needs of each team and individual employee from multiple aspects. This is crucial for the Company to develop annual training programs for employee that are designed to enhance the skills of the employee and aims to improve the overall productivity.

6

Training hours per staff

40%

Female representation in workforce


Equal opportunity

CGIG has always been an equal opportunity employer to provide a fair workplace for employees, following the principles of equality and non-discrimination. Recruitment, remuneration, promotion, and benefits are required to be handled based on objective assessment, equal opportunity and non-discrimination regardless of gender, race, marital status, pregnancy, disability, age or family status.

We attract talent through fair, and flexible recruitment strategy that includes recruitment application, job description, job applications, interview, selection, approval, and job offer. Promotion is based on performance and suitability.

We offer competitive remuneration to attract and retain talented staff members. Remuneration packages (which include the necessary social benefits) are reviewed periodically to ensure consistency with employment market. Dismissal also complies with employment laws and regulations relating to non-discrimination.

In FY2018, female employees comprise 40% of our entire workforce.

Encouraging work-life balance

We organised a variety of employee activities to help them relax their mind and body, develop teamwork, explore their talent, so as to develop a positive attitude in both work and life.

To enhance employee teamwork and cohesion, improve employee health and improve employee work-life balance, Hitchins has been organising periodic employee gatherings during major festivals and sports competitions.


Appendix A: Sustainability scorecard

Production quality

Performance indicators Units 2018

Operations meeting ISO 9001:2008 requirements Percentage 100

Products meeting Green Label requirements Number 11

Purchases from local suppliers Percentage 97

Regulatory compliance


Regulatory and compliance incidents Number 0

Confirmed incidences of corruption and actions taken Number 0

Non-compliance with laws and/or regulations which resulted in significant fines and non-monetary sanctions

Number 0

Non-compliance with environmental laws and/or regulations which resulted in significant fines and non-monetary sanctions

Number 0

Environmental sustainability


Total carbon footprint tCO2e 68

Carbon emission intensity kgCO2e/ m2 84

Waste disposal intensity kg/ m2 12

Employee motivation


Training hours per staff Hours 6

Female representation in workforce Percentage 40


Appendix B: GRI content index

GRI Standards Content Index The GRI Content Index references the Chinese Global Investors Group Ltd Sustainability Report 2018 (SR), and the Annual Report 2018 (AR).

Disclosure number Disclosure title Page reference and remarks

GRI 102: General disclosures

Organisational profile 102-1 Name of organisation • AR: Corporate Profile (Page 2)

102-2 Activities, brands, products, and services

• AR: Corporate Profile (Page 2)

102-3 Location of headquarters • AR: Corporate Profile (Page 2)

102-4 Location of operations • AR: Corporate Profile (Page 2)

• AR: Subsidiaries – Note 5 to the Financial Statements (Pages 77-80)

102-5 Ownership and legal form • AR: General Information – Note 1 to the Financial Statements (Page 52)

102-6 Markets served • AR: Segment Information – Note 29 to the Financial Statements (Pages 95-96)

102-7 Scale of organisation • AR: Corporate Profile (Page 2)

• AR: Segment Information – Note 29 to the Financial Statements (Pages 95-96)

102-8 Information on employees and other workers

• SR: Employee Motivation (Pages 15-16)

102-9 Supply chain • SR: Product Quality (Pages 9-10)

102-10 Significant changes to the organisation and its supply chain

• AR: Corporate Profile (Page 2)

• AR: Performance at a Glance (Page 10)

• AR: Group Financial Highlights (Page 11)

• AR: About Hitchins Business (Page 12)

102-11 Precautionary Principle or approach

• AR: Corporate Governance Report (Pages 21-38)

102-12 External initiatives • Not applicable

102-13 Membership of associations • Not applicable

Strategy 102-14 Statement from senior decision-maker

• AR: Chairman’s Message (Pages 4-5)

• AR: Group CFO’s Message (Pages 6-9)

102-15 Key impacts, risks, and opportunities

• AR: Independent Auditor’s Report (Pages 42-44)

Ethics and integrity 102-16 Values, principles, standards, and norms of behavior

• SR: Sustainability Strategy (Page 5)

102-17 Mechanisms for advice and concerns about ethics


Governance 102-18 Governance structure • AR: Corporate Governance Report (Pages 21-38)

102-19 Delegating authority • AR: Corporate Governance Report (Pages 21-38)

102-20 Executive-level responsibility for economic, environmental, and social topics

• SR: Sustainability Organisational Structure (Page 4)

102-21 Consulting stakeholders on economic, environmental, and social topics

• SR: Consulting Our Stakeholders (Page 6)



102-22 Composition of the highest governance body and its committees


102-23 Chair of the highest governance body


102-24 Nominating and selecting the highest governance body


102-25 Conflicts of interest • AR: Corporate Governance Report (Pages 21-38)

• AR: Directors’ Statement (Pages 39-41)


102-26 Role of highest governance body in setting purpose, values, and strategy


102-27 Collective knowledge of highest governance body


102-28 Evaluating the highest governance body’s performance


102-29 Identifying and managing economic, environmental, and social impacts

• SR: Sustainability Materiality (Page 7)

102-30 Effectiveness of risk management processes


102-31 Review of economic, environmental, and social topics

• SR: Sustainability Report (Pages 1-21)

102-32 Highest governance body’s role in sustainability reporting

• SR: Sustainability Organisational Structure (Page 4)

102-33 Communicating critical concerns


102-34 Nature and total number of critical concerns


102-35 Remuneration policies • AR: Corporate Governance Report (Pages 21-38)

102-36 Process for determining remuneration


102-37 Stakeholders’ involvement in remuneration


102-38 Annual total compensation ratio


102-39 Percentage increase in annual total compensation ratio


Stakeholder engagement

102-40 List of stakeholder groups • SR: Consulting Our Stakeholders (Page 6)

102-41 Collective bargaining agreements

• Not applicable

102-42 Identifying and selecting stakeholders


102-43 Approach to stakeholder engagement


102-44 Key topics and concerns raised


Reporting practice 102-45 Entities included in the consolidated financial statements

• AR: Subsidiaries – Note 5 to the Financial Statements (Pages 77-80)



102-46 Defining report content and topic Boundaries


102-47 List of material topics • SR: Sustainability Materiality (Page 7)

102-48 Restatements of information • Not applicable

102-49 Changes in reporting • Not applicable

102-50 Reporting period • SR: Scope of Sustainability Report (Page 3)

102-51 Date of most recent report • SR: Scope of Sustainability Report (Page 3)

102-52 Reporting cycle • Annual

102-53 Contact point for questions regarding the report

• SR: Sustainability Contact (Page 3)

102-54 Claims of reporting in accordance with the GRI Standards

• SR: Scope of Sustainability Report (Page 3)

102-55 GRI content index • SR: GRI Content Index (Pages 18-21)

102-56 External assurance • No external assurance

GRI 200: Economic disclosures (applicable sections only)

Economic performance 201-1 Direct economic value generated and distributed

• AR: Group Financial Highlights (Page 11)

Procurement practices 204-1 Proportion of spending on local suppliers

• SR: Product Quality (Pages 9-10)

Anti-corruption 205-3 Confirmed incidents of corruption and actions taken

• SR: Regulatory Compliance (Pages 11-12)

Anti-competitive behavior

206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

• There is no legal actions for anti-competition.

GRI 300: Environment disclosures (applicable sections only)

Energy 302-1 Energy consumption within the organisation

• SR: Environmental Sustainability (Pages 13-14)

302-4 Reduction of energy consumption


Emissions 305-1 Direct (Scope 1) GHG emissions


305-2 Energy indirect (Scope 2) GHG emissions


305-3 Other indirect (Scope 3) GHG emissions


305-4 GHG emissions intensity • SR: Environmental Sustainability (Pages 13-14)

• SR: Sustainability Scorecard (Page 17)

Effluents and waste 306-2 Waste by type and disposal method


Laws and regulations 307-1 Non-compliance with environmental laws and regulations

• There is no non-compliance with environmental laws and regulations.

GRI 400: Social disclosures (applicable sections only)

Employment 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees


Training and education 404-1 Average hours of training per year per employee


• SR: Sustainability Scorecard (Page 17)



404-2 Programs for upgrading employee skills and transition assistance programs


404-3 Percentage of employees receiving regular performance and career development reviews


Diversity and equal opportunity

405-1 Diversity of governance bodies and employees


Non-discrimination 406-1 Incidents of discrimination and corrective actions taken

• There is no incidents of discrimination.

Child labor 408-1 Operations and suppliers at significant risk for incidents of child labor

• Child labour is strictly prohibited.

Forced or compulsory labor

409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor

• Forced and compulsory labour is strictly prohibited.

Socioeconomic compliance

419-1 Non-compliance with laws and regulations in the social and economic area

• There is no non-compliance with socioeconomic laws and regulations.

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