This article first appeared in City & Country, The Edge Malaysia Weekly on December 30, 2024 - January 12, 2025
The social aspect in ESG (environmental, social and governance) is something seldom featured, and if it is, it is merely a passing note. However, it plays an important role within and outside a company. In a nutshell, the social aspect looks at matters that relate to labour and human rights, inclusion, equality and community development. The property developers in this article provide insights into how they tackle and administer the S in ESG within their companies and at the same time contribute to society for a better tomorrow.
Apollo Bello Tanco
CEO
Avaland Bhd
Avaland (KL:AVALAND) is committed to creating a positive impact, both within communities and for its employees. A prime example of this commitment is the company’s health-screening programme in partnership with the National Kidney Foundation of Malaysia (NKF). This initiative was designed to raise awareness of non-communicable diseases (NCDs), such as diabetes, hypertension and kidney disease, by offering over 2,000 free screenings to 10 underserved communities across the Klang Valley.
In addition to the screenings, we also donated 10 advanced vital signs monitoring devices to NKF’s dialysis centres, significantly improving patient care by enabling healthcare professionals to monitor critical health parameters, such as ECG and oxygen saturation, during dialysis.
These screenings were conducted at all 10 of NKF’s dialysis centres in the Klang Valley. At the same time, four of Avaland’s sales galleries in Subang, Bangi, Cyberjaya and Cybersouth also conducted complimentary health screenings for local communities there.
The programme also emphasised employee volunteerism, with Avaland encouraging its employees to participate in the health screenings. This fosters a culture of social responsibility, where employees not only contribute to community well-being but also develop a stronger sense of pride and purpose within the organisation. Looking ahead, Avaland plans to expand this initiative in 2025, doubling the number of screenings and extending the programme to other regions across Malaysia, further solidifying our dedication to enhancing public well-being and supporting underserved communities.
At the core of our success in both community initiatives and organisational development is our dedication to upskilling and fostering an inclusive and empowering work culture. The company invests in its employees through a range of external training opportunities, partnering with industry leaders to offer specialised courses and certifications. These initiatives are designed to enhance both technical skills and personal development, ensuring that employees are equipped to thrive in the rapidly evolving property development sector.
Avaland also enriches its workplace learning environment by inviting guest speakers from diverse industries to lead workshops and seminars. These sessions provide valuable insights and foster a dynamic exchange of ideas, broadening employees’ perspectives and enhancing their personal and professional growth. Additionally, employees have the opportunity to attend conferences and industry events, allowing them to stay informed on the latest trends and innovations while expanding their professional networks.
As a subsidiary of Ayala Land in the Philippines, we place strong emphasis on cross-learning, leveraging the wealth of knowledge within the broader Ayala group. Employees have the chance to engage in knowledge-sharing sessions with their counterparts at Ayala Land in the Philippines, gaining exposure to global best practices and diverse perspectives that help them grow both professionally and personally. This collaboration is integral to Avaland’s commitment to continuous learning and professional development.
Internally, we cultivate an open and communicative workplace by adopting a proactive approach to stakeholder engagement. Monthly coffee chats with the C-Suite executives provide employees with a casual yet meaningful opportunity to share their thoughts, concerns and suggestions directly with leadership, fostering a culture of transparency and mutual respect. In addition, quarterly town hall meetings allow the leadership team to present business updates and future plans to the entire company, encouraging open dialogue and ensuring alignment across all levels of the organisation.
Through these initiatives, Avaland creates a workplace environment where every employee feels valued, heard and empowered to grow both personally and professionally.
Datuk Chang Khim Wah
President and CEO
Eco World Development Group Bhd (EcoWorld Malaysia)
Our greatest asset is Team EcoWorld. At EcoWorld Malaysia (KL:ECOWLD), we prioritise employee well-being through initiatives such as wellness programmes, flexible working hours and the EcoWorld Kasih Circles, which promote connection through shared interests. Training programmes, industry-relevant certifications and leadership opportunities, including roles in organising company events, support professional growth.
We are equally focused on inclusivity, with initiatives such as the EcoWorld Women Summit 2024, which highlighted gender equality and featured inspiring talks by industry professionals. Our goal is to create a workplace where the team feels empowered to thrive.
Meanwhile, the EcoWorld Foundation drives our commitment to make a lasting positive impact. I’m incredibly proud of the good work that the Foundation has been doing to assist our fellow Malaysians in need. Since 2014, our Students Aid Programme (SAP) has provided financial support to over 8,000 underprivileged students. More than 100 of these students have reached tertiary education.
We believe education is the key to changing lives, and through SAP, we empower students to attain academic success and work towards achieving their dreams.
In 2023, we launched SAP Special Projects to enhance school facilities across the Klang Valley, Johor and Penang. For instance, I was particularly moved by our transformation of SMK Selayang Bharu in Kuala Lumpur, where we constructed a 21m covered walkway. This project has a significant impact on the special education department, providing 142 special needs students with improved access and safety. It was indeed a moment that resonated deeply with the Foundation’s board members.
Financially, the Foundation has allocated RM3 million for SAP student support and RM300,000 for SAP Special Projects in 2024.
Furthermore, sustainability is EcoWorld Malaysia’s number one core value, and we are committed to going beyond building homes to creating vibrant spaces that bring enduring benefits to communities and future generations. By embedding the principle of balancing the needs of “People, Planet, Partnership, Prosperity and Peace” into our operations, we align business growth with societal and environmental goals guided by the United Nations Sustainable Development Goals.
We actively integrate sustainability into our townships and roll out green initiatives that engage stakeholders from our communities with Team EcoWorld. For instance, in our Eco Business Parks, we support small and medium enterprises (SMEs) with eco-friendly amenities and tailored business solutions. Our shift to digitalisation also helps to enhance stakeholder relationships while minimising our environmental footprint.
Overall, we take a holistic approach to encourage stakeholders and suppliers to adopt social and sustainable initiatives, focusing on collaboration and capacity building. To align our suppliers with our sustainability goals, we’ve implemented a strategic combination of top-down and bottom-up approaches.
Through town halls, I have personally communicated EcoWorld Malaysia’s commitment to achieving net zero by 2050 to all contractors, consultants and suppliers. In partnership with UN Global Compact Malaysia & Brunei and Alliance Bank, we helped our supply chain partners evaluate their climate maturity levels through climate maturity assessments.
Additionally, we hosted workshops for key contractors and suppliers to educate them on emissions reporting, the benefits of adopting green practices and ways to embark on their sustainability journeys.
From a social standpoint, we are also gratified that our contractors and suppliers have been strong supporters of the EcoWorld Foundation since its inception, enabling us to do more as we work together to make our small part of the world a better place.
Looking ahead, we remain focused on driving impactful initiatives that address community needs and create positive change for both communities and the environment. Education holds a special place in our hearts, and we’re excited to continue our efforts to provide ongoing support to underprivileged students in schools across Malaysia via our programmes.
Tan Mei Sian
Deputy group CEO
IGB Bhd
We prioritise our employees’ well-being through an eight-point Wellness Framework encompassing emotional, physical, occupational, social, spiritual, intellectual, environmental and financial health. This holistic approach at IGB (KL:IGBB) creates a supportive workplace that fosters trust, strengthens relationships, improves overall well-being, and empowers our employees to thrive both personally and professionally.
Initiatives to support employee well-being include physical activities such as weekly sports gathering and weight-loss challenges. Focusing on holistic health, we also organised a health month which included health screenings, vaccinations and interactive activities to bring valuable insights to our employees. We’ve also continued our focus on mental health and well-being with 14 employees being certified as mental health first aiders in 2023 and an additional 55 employees certified in 2024. We also regularly organise social gatherings for festive seasons and birthdays as well as provide an allowance for team lunches to improve relationships between our people. We are now in the midst of our financial health month which aims to provide our employees with the knowledge on how to better manage their finances for the future.
In terms of education and professional growth, we regularly keep track and encourage our employees to attend training to keep themselves updated on technical knowledge as well as to push themselves to the next level. This also includes our in-house professional development and knowledge-sharing sessions which are held on a regular basis. Our commitment to upskilling our employees has seen improved retention rates, enhanced skill sets and increased job satisfaction.
Guided by our Group Sustainability Policy, we uphold zero tolerance for discrimination, harassment, forced labour and modern slavery, ensuring ethical practices across our workforce and contractors. Women hold at least 30% of board and leadership roles, reflecting our commitment to gender equity.
Our community initiatives are led by our divisional teams with initiatives not only focusing on dealing with immediate necessities such as daily needs but also long-term impact such as facilities and infrastructure. For example, our mall teams provided installations of ceiling fans, water heaters and the refurbishment of facilities of centres for seniors and the disabled. Our hotel team partnered with Hope Worldwide Malaysia on a community farming project for rural villages in Sabah and has an ongoing collaboration with the Malaysian Association for the Blind on several projects, including upgrading of its multipurpose hall and also showcasing its handicraft at our hotels. Another initiative by our commercial teams is a collaboration with the Badminton World Federation to bring together volunteer coaches and underprivileged children to develop their passion for badminton into long-term skills.
We regularly hold blood donation drives throughout our properties through partnerships with Pusat Darah Negara (PDN), our tenants and non-governmental organisations (NGOs), which help save lives and raise awareness. Blood donation suites are also provided at Mid Valley Megamall, Kuala Lumpur; and The Mall, Mid Valley Southkey, Johor Bahru, which helps to keep a steady supply for PDN.
Our business doesn’t exist in a vacuum; it’s intertwined with the communities and stakeholders that support us. This makes it crucial for us to ensure that our commitment to social responsibility works hand in hand with our business strategies. With sustainability established as one of our core values, this ensures we integrate strategies such as identifying shared values, good communication and collaborative partnerships into our key decision-making, which creates a positive and impactful society while driving the success of our business.
Datuk Tony Ling Thou Lung
CEO
IJM Land Bhd
We are dedicated to supporting the well-being of our employees through various wellness programmes and initiatives. In January 2024, we adopted a cashless and paperless outpatient facility (by MiCare) to provide employees with easy access to medical care across the country.
Besides that, the IJM head office in Petaling Jaya underwent a major renovation in October 2023, transforming it into a shared space designed to foster collaboration, diversity, inclusion and stronger interpersonal connections.
We also offer competitive compensation packages to attract and retain top talents.
Our talent management strategies include programmes like LEAD and the Managerial Curriculum, designed to identify gaps and provide clarity in employees’ career aspirations.
Additionally, we conduct CEO “kopi chats” to foster transparent communication between the senior leadership and other employees as part of our employee engagement efforts.
Meanwhile, we find ways for our local communities to be involved in caring for the natural environment and local biodiversity, such as by organising clean-up and recycling programmes. This is reflected in our township developments, where we do more than just build structures for community living; our priority is to create a lifeline for communities to thrive both economically and socially in their environment.
Notably, our flagship MyHome rehabilitation programme has been a success over the past decade, improving living conditions for disadvantaged families, the elderly and individuals, particularly in the central region. Building on this achievement, we have expanded our efforts to all the areas where IJM Land operates, aiming to benefit even more families.
Our charitable efforts extend to various festive seasons when we donate cash, essentials and groceries to low-income households. In addition to festivities, we also organise health-centric events like the S2 half-marathon and Rimbayu Run.
As long-term investors in our localities, we are uniquely positioned to bring people and organisations together through common goals. This not only builds stronger communities for all our stakeholders in each locality but also aligns us closer with the local narrative, which will improve our business decisions.
We are privileged to have built strong local relationships within various communities across the country. Being positioned as a connector, we can create greater social value for our customers, partners and communities.
An example of this is the launch of the Food Waste Processing Hub at Oasis International School in the IJM Rimbayu township in partnership with Entomal Biotech. This initiative reflects our commitment to sustainability, reducing food waste and empowering students with valuable lessons in environmental stewardship. The hub not only reduces waste but also serves as a living laboratory, a model of sustainability and a beacon for community engagement.
As we level up our business maturity model, we aim to have more widespread employee participation in IJM Land’s social initiatives. We seek to continue championing more capability-building opportunities for our employees to appreciate sustainability as a holistic pathway to achieving our larger business goals.
Overall, we are committed to creating more impactful social initiatives that support and align with each of our community investment pillars, fostering sustainable community growth and empowering employees to connect with causes that resonate with their passions. We are currently exploring plans to support two biodiversity-rich locations adjacent to our developments. This support may include providing access infrastructure, creating gallery space, conducting biodiversity audits and collaborating with local academia and non-profit organisations.
Tan Sri Leong Hoy Kum
Founder and group managing director
Mah Sing Group Bhd
Mah Sing (KL:MAHSING) fosters a culture of innovation and collaboration among its employees, supported by a commitment to equitable career development opportunities accessible to all. This dedication is embodied in the group’s “Learn and Do” mantra, which emphasises impactful learning through immediate practical on-the-job application.
Career growth is further enhanced through active employee participation in external forums and conferences such as those organised by the Real Estate and Housing Developers’ Association (Rehda) Malaysia, including the International Green Building Conference (IGBC) 2024, as well as internal training programmes facilitated by the group’s human resources department, such as soft skills enhancement courses.
Since 2005, we have been committed to creating long-term positive impacts for communities with our strategic partner, Mah Sing Foundation (MSF). Our initiatives focus on three key pillars: education, community development, and health and well-being.
To address low literacy rates among primary school children, MSF partnered with Taylor’s University for Projek BacaBaca, a literacy programme conducted in small groups to provide personalised attention. Since its launch in 2022, over 260 children have benefited, with more than 80% showing significant improvements in English and Bahasa Malaysia literacy within a year.
Our Sustainable Livelihood Programme supports villages in the rural areas of Kota Belud, Sabah, by introducing sustainable farming practices and entrepreneurship training. Since 2020, this initiative has impacted 11 villages and 900 individuals, leading to a 50% to 60% increase in household incomes and improved food security, thereby fostering long-term economic stability.
Additionally, we empower women in underserved communities through the Women Entrepreneurship Programme, in collaboration with Women of Will. This initiative equips participants with financial literacy, marketing and entrepreneurial skills. To date, 100 women have participated, with 90% of the first cohort raising their income by an average of RM800 per month.
We embed social responsibility into our core business strategies. This includes developing affordable homes under our M Series to address housing needs, fostering job creation and supporting local economies through our projects.
Beyond our developments, we actively contribute to society through community programmes, educational initiatives and disaster relief efforts.
In terms of stakeholder engagement, we prioritise open and transparent communication with investors, customers and local communities, ensuring their voices are heard and reflected in our decisions. Recognising that each stakeholder group has unique needs, we have dedicated departments tasked with engaging and addressing the concerns of specific stakeholders effectively.
As part of Mah Sing’s procurement practices, all vendors are required to acknowledge and sign a Letter of Understanding (LoU) as a commitment to upholding the group’s Code of Conduct and Ethics, along with other relevant policies. This agreement underscores the vendor’s responsibility to strive for zero workplace fatalities, ensure safe and healthy working conditions to prevent work-related injuries and adhere to both local and international labour laws, including the prohibition of forced and child labour.
By aligning with Mah Sing’s policies, the supply chain, as a whole, benefits from positive ripple effects that safeguard social well-being.
Mah Sing, together with MSF, will continue to concentrate its efforts on empowering underserved communities through sustainable initiatives. We will expand our literacy and education programmes, providing more underprivileged children with quality learning opportunities. We will also continue to empower parents through entrepreneurship and soft skills programmes, equipping them with the tools needed for financial independence. Additionally, we will focus on mental health programmes, offering support and resources to enhance emotional well-being and resilience in the community.
These initiatives reflect our ongoing commitment to uplifting lives and fostering brighter futures.
Chai Keng Wai
Co-CEO property development division
Matrix Concepts Holdings Bhd
At Matrix Concepts (KL:MATRIX), we believe that a thriving work environment stems from inclusivity and empowerment. Our initiatives prioritise employee well-being through programmes that foster professional growth and holistic development. We actively promote gender equality, demonstrated by our inclusion in the Bursa Malaysia FTSE4Good Index since 2018. Continuous training programmes and leadership development workshops ensure our employees remain at the forefront of the property development sector. Additionally, we cultivate a supportive atmosphere by embedding ESG principles into our internal practices, encouraging sustainable thinking and action among employees.
Corporate social responsibility (CSR) is embedded in our company culture. In 2023 alone, we successfully launched 20 public and social welfare initiatives. These projects ranged from Covid-19 protection campaigns to flood relief efforts, festive carnivals and patriotic celebrations such as Malaysia Day sports events. Our CSR programmes are tailored to addressing pressing social issues while building long-term relationships with our partners, residents and local authorities.
Furthermore, social responsibility is also a cornerstone of our business strategy, ensuring that our growth benefits both our stakeholders and the communities we serve. We prioritise initiatives that create shared value such as providing affordable housing solutions, funding community infrastructure as well as supporting local businesses. For example, our developments are designed with community-centric features such as schools, community halls, recreational facilities and spaces that foster interaction and inclusivity. These initiatives address social welfare, responsible resource allocation and social ethics, ensuring lasting benefits for underserved communities.
These commitments ensure that while we achieve our business objectives, we also contribute to the well-being and empowerment of the communities we operate in, creating a cycle of mutual trust and growth.
We lead by example, inspiring employees across our supply chain and stakeholders to adopt and promote social responsibility within their own practices. For instance, through our composting initiative in our development, we convert food waste from our clubhouse into organic compost, which is then used to nurture the soil in our gardens and maintain greenery across our properties. This initiative not only showcases sustainable practices but also fosters a deeper appreciation of environmental stewardship.
We rallied the community, our suppliers, partners and business associates to adopt similar efforts, creating a ripple effect of responsibility and care for the environment. By aligning our efforts with shared values and providing practical examples of impactful actions, we aim to extend the reach of these initiatives to a broader range of communities. This ensures that the benefits of our programmes are amplified, fostering a culture of shared responsibility that contributes to long-term sustainability and social well-being.
Looking ahead, Matrix Concepts is committed to expanding its social footprint. Upcoming plans include increasing our support for educational programmes and community-building projects. We aim to introduce new CSR campaigns that leverage green technologies and sustainable practices. In addition, we intend to deepen our engagement with underserved groups through targeted programmes that empower communities while fostering inclusivity and sustainability. These initiatives align with our broader vision of contributing to societal progress and addressing the evolving needs of the communities we serve.
Benjamin Teo Jong Hian
Deputy group CEO and designated sustainability officer
Paramount Corp Bhd
When Paramount (KL:PARAMON) describes its vision as “changing lives and enriching communities for a better world”, we know that our most important “community” is our employees because they are the ones who make things happen.
Our employees abide by our core values of TRIBE — an acronym for Trust, Respect, Integrity, Bravery and Energy. These values guide our daily actions, whether big or small. We believe these values empower each employee to be at his or her best at work, with each other and with other stakeholders.
Besides that, we consider performance appraisals an opportunity to discover methods to improve both the person and the company. This includes incorporating upskilling and reskilling programmes to deliver existing responsibilities better or prepare for future ones, thus encouraging professional growth.
As an inclusive employer, we cater to different needs with flexible benefits. For example, younger employees may use their basket of benefits to cover childcare, while older ones can choose parental care. Our medical benefits also cover non-working spouses and children for added peace of mind.
We take a holistic approach to wellness and operate on a philosophy of preventive healthcare. We conduct awareness talks and encourage a healthier lifestyle through fun means such as cooking classes, jungle trekking, virtual runs and the distribution of healthy snacks.
Paramount abides by industry standards for quality, environment, safety and health, and we constantly challenge ourselves to better ourselves each year. Our employee retention rate was 89% for 2023, which is a testament to a relatively happy workplace.
Furthermore, Paramount commits 1% of our profit after tax to community projects. In 2023, we contributed RM626,000 to 45 organisations. We select projects based on wellness, environment and education. We also try to support communities within our immediate business environment.
Among the initiatives we are most proud of is the Penang Bridge2Bridge Cycle, organised by the Penang government. Annually, more than 2,000 people cycle 68km across Penang’s two iconic bridges, with Paramount as the title sponsor.
We also had the Bukit Banyan Hero run that was organised with the Kedah State Youth and Sports Department. We recently started supporting the Kuala Lumpur Car Free Mornings organised by the Kuala Lumpur City Hall (DBKL).
Beyond wellness, these activities encourage the muhibbah spirit because people of various cultures and ages come together to have fun.
Meanwhile, we are supporting the Super Sarapan programme organised by Yayasan Generasi Gemilang, ensuring proper nutrition for underserved children. Paramount Property also expanded its annual Building Hope campaign from books to toys — cleaning, repairing and donating pre-loved toys to charity. We have also been supporting the Kiwanis Down Syndrome Foundation and Yayasan Sultanah Bahiyah for many years now.
We don’t see a dichotomy between our business objectives and commitment to our stakeholders because our well-being is intrinsically tied together. Paramount’s success is tied to a society, or rather, a world that is sustainably managed.
We start by taking care of our employees. We also fulfil our promises to our buyers, our partners in business and our shareholders. Then we help empower the greater community to be a society that we all desire in the long term.
Hence, we are looking at developing a programme to create sustainability awareness among our supply chain partners next year.
Within the company, we are developing a staff volunteering programme in 2025. Externally, we are looking at collaborating with different people to promote sustainability and create practical steps for a circular ecosystem. Once we have firmed up our plans, we will make the necessary announcements.
Datuk Seri Azmir Merican
Group managing director
Sime Darby Property Bhd
Sime Darby Property (KL:SIMEPROP) fosters an inclusive and empowering work culture with our commitment to diversity, equity and inclusion. We have implemented fair and transparent policies that ensure all employees have equal opportunities for growth and career advancement. For example, initiatives like “Project 2R” (Reflect and Recalibrate) empower employees to align their career goals with their skills and aspirations, creating a supportive environment for professional growth.
Platforms such as the “Speak Up Forum” and “Leaders Turun Padang” have also been introduced, ensuring that all voices are heard and promoting inclusivity. Our focus on employee well-being includes flexible work arrangements and continuous development initiatives, ensuring our people thrive both professionally and personally.
In terms of social initiatives, we have implemented community learning programmes and undertaken biodiversity projects to rehabilitate degraded areas, creating green spaces that benefit both wildlife and the community.
Our urban biodiversity efforts such as KL East Park, a 53-acre secondary forest in the heart of Kuala Lumpur, and the 180-acre Bandar Bukit Raja Wetlands, have helped rehabilitate ecosystems while serving communities with recreational spaces and flood mitigation benefits. Additionally, we use a planting matrix to ensure that the right species are chosen to maximise their benefit to both the community and the environment.
The PARC Hub in Subang Jaya serves as a space for knowledge and play, offering learning and recreational activities while promoting sustainable living. In collaboration with EPIC, a social enterprise with high-impact outcomes on communities, we are able to demonstrate our position as a force for good, where we co-create placemaking initiatives to benefit communities through social activities.
Besides that, through partnerships like Yayasan Sime Darby TVET programmes, we also equip B40 youth with critical skills, expanding our training offerings to cover skills within the real estate industry, such as facilities management and electrical courses.
Community education initiatives in our townships like WanderLab Explorer and Citizen Scientist provide an experiential learning experience and promote environmental stewardship for children, while our partnership with the Tropical Rainforest Conservation & Research Centre in Elmina for community-based tree planting enhances both social and environmental efforts.
As part of our SHIFT25 strategy, we are transforming Sime Darby Property into a diversified real estate company, integrating social responsibility as a core business driver, balancing profit with purpose. We have increased the minimum living wage for our B40 group of employees, promoting financial stability and employee well-being.
We are committed to responsible business practices and ethical supply chain management, conducting human rights assessments for contractors to ensure compliance with ethical labour standards and regulations. Suppliers receive targeted training on ESG priorities such as carbon reduction and biodiversity protection to align their practices with our sustainability goals.
Through our Health, Safety, Security and Environment (HSSE) framework, we conducted over 8,000 hours of engagement with stakeholders to promote workplace safety and operational integrity. Programmes like the Leadership Engagement Action Programme have strengthened safety practices across our supply chain, benefiting both internal teams and contractors.
As part of our future social initiatives, we will be expanding affordable housing projects, which remains a key focus, along with increasing our support for education and skills development to empower communities and employees.
We are also committed to addressing talent gaps, nurturing talent and tackling the brain drain, which has already led to the return of young Malaysian talent. Moving forward, we will expand workforce development programmes and upskilling initiatives to support employee growth and community resilience.
Placemaking and strategic partnerships will remain key, ensuring community programmes that deliver measurable impact. Our collaboration with Yayasan Sime Darby for TVET programmes will continue, focusing on skill-building for sustainable livelihoods of the B40 youth.
Datuk Zaini Yusoff
Chief operating officer
S P Setia Bhd
At Setia (KL:SPSETIA), our approach to cultivating inclusiveness and empowerment among our employees is an ongoing effort that is crucial to us. We recognise the value our employees bring to Setia and would like to ensure that they are rewarded, remunerated fairly for their respective contributions.
Our bid to nurture a supportive environment that encourages growth and learning for our employees includes internal employee engagement activities, succession planning, team huddles such as our “Good Morning Setia” sessions, email announcements, onboarding programmes, performance and leadership development programmes, individual performance reviews and People Pulse Surveys.
We are also active in carrying out corporate activities, such as our festive luncheons, roadshows and CEO dialogues throughout the year.
Recently, we successfully conducted our series of “Navigating Forward” workshops that allowed employees of different ranks to share their insights and propose creative business proposals for Setia.
Aligned with our LiveLearnWorkPlay philosophy, our aim is to leave a positive, lasting impression while strengthening our relationships with the communities we operate in.
We also have community-driven activities, especially through our charity arm Setia Foundation, which organises our charity drives such as the inaugural Sincerely, Setia Youth Synergy programme that champions arts and cultural activities among participants and students from adopted schools under the Setia Caring School Programme, which concluded in September this year.
Last year, we contributed a total of RM520,000, with 5,044 beneficiaries under the Setia Foundation. We also actively facilitate local economic growth by creating job opportunities that align with the capacities and needs of our surrounding communities.
While we maintain the strategies of sustaining property sales, land monetisation and strategic partnerships in the coming financial year, we would like to ensure that our relationships with our stakeholders remain solid through our ongoing “S” of ESG measures and regular engagements with them via our platforms and channels, and that is how we build trust.
In maintaining our standards, we work with various stakeholders and suppliers across our operations as they play a pivotal role in ensuring the timely delivery of our products and services.
Our rigorous procurement practices are geared towards selected companies that fit our standards in social and environmental engagements. We would like to continue to maintain a sustainable supply chain, while embedding social and environmental considerations into our screening processes.
As a guideline, all third parties that we engage with, and their respective subcontractors, are required to follow our code of conduct and business ethics when conducting all business activities related to Setia, with continuous monitoring and review.
In return, these practices shall benefit Setia and its employees in protecting their safety as well as conserving the environment, minimising pollution such as noise, land and air pollution, among other advantages.
In terms of occupational health and safety, in FY2023, our HSE Inspection Score stood at 84.52%, exceeding our target of 75% for the fourth consecutive year.
We are currently planning and exploring innovative ways of carrying out forthcoming social initiatives within Setia, and it involves our ongoing research and processes. To ensure the optimal performance of our system and further ongoing, and upcoming, enhancements, we engage regularly in comprehensive management reviews to assess the methodologies employed throughout our various developments.
Our systematic evaluation involves a few key aspects such as compliance with legal and other requirements; the approach of our employees to hazards, risks and opportunities; the efficacy of operational and other controls; and progress against group-level objectives.
Sufian Abdullah
CEO
UEM Sunrise Bhd
At UEM Sunrise (KL:UEMS), we are dedicated to building an inclusive and empowering culture, guided by our CHIEF (Caring, Honest, Involved, Enthusiastic, Fun-loving) values and aligned with the United Nations Sustainable Development Goals. Our CHIEF Wellness Programme promotes physical, mental and emotional well-being through fitness activities, wellness webinars and in-house counselling consultations. Our Hybrid Working Policy supports work-life integration, fostering trust and productivity.
We offer leadership programmes, mentorship, coaching and upskilling opportunities tailored to employee needs for professional growth. Some of our initiated programmes include the Individual Development Plans which addresses skills gaps, and the CHIEF Move initiative that enables internal mobility, empowering employees to explore diverse roles and advance their careers. These initiatives ensure our employees thrive in a supportive and dynamic environment.
In terms of social initiatives to underserved groups, our initiatives focus on community engagement and education. We unite communities through festive events, charity drives and targeted aid, including food and essentials for underserved groups. Education is central to our CSR efforts. In collaboration with Pintar Foundation, we enhance school infrastructure and resources, ensuring greater access to quality education.
Beyond academics, our sports clinics promote physical health and character development, empowering youth through activities like badminton and skateboarding. We also champion inclusivity by supporting women’s football through the Sunbears Football Club, creating opportunities for talent development and fostering social equity. These programmes reflect our commitment to long-term community impact.
We integrate social responsibility into our business strategy to deliver shared value. Developments like our Happy+ product series and transit-oriented projects such as The Connaught One emphasise accessibility and connectivity, catering to diverse community needs.
Furthermore, we support government policies on affordable housing and we have delivered nearly 2,000 units to date. Our Sustainability Blueprint and Sustainable Development Design Guidelines ensure our operations embed principles of equity and resilience. Initiatives like the Pintar school adoption programme and the BukuHub library project reinforce community ties while aligning stakeholder interests with sustainable business growth.
Our supply chain operates on a foundation of social responsibility, guided by a robust Code of Conduct for Business Partners. This code enforces fair labour practices, safety and inclusivity. Suppliers affirm their commitment through declarations of integrity and compliance.
We prioritise local hiring and minimum wage compliance to uplift communities. Through the Vendors Partnership Programme, we collaborate with local suppliers to foster innovation and equitable practices. This integrated approach ensures that positive social impacts ripple across our supply chain, creating value for communities and stakeholders alike.
We are launching a new CSR initiative under the Pintar programme that leverages the arts for holistic student development. Workshops in visual arts, dance, music and theatre, led by professional artists and coaches, will nurture creativity, emotional intelligence and empathy. This initiative reflects our dedication to shaping well-rounded individuals, empowering future generations with skills and confidence that extend beyond academics. It underscores our long-term commitment to creating a sustainable, positive societal impact.
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