Content
OUR VIEW ON MANAGING 
SUSTAINABILITY
2
MATERIALITY &  
OUR STAKEHOLDERS 
5
SUSTAINABILITY GOVERNANCE 
3
AWARDS AND RECOGNITION
4
SUSTAINABILITY PERFORMANCE
• Digi’s Response to support societies during 
Covid-19
• Strategy Pillar 1 : Growth 
- 
Service Reliability & Quality
- 
Customer Satisfaction
- 
Digital Inclusion
• Strategy Pillar 2 : Modernisation
- 
Climate Change & Environment
- 
Diversity & Inclusion and Talent Development
• Strategy Pillar 3 : Responsible Business
- 
Ethics & Compliance
- 
Data Privacy & Security
- 
Supply Chain Sustainability
- 
Human Rights
- 
Digital Resilience
8
SUSTAINABILITY 
data
• Scope & Boundary
• Reporting Principles
• GRI Data
• GRI Table
32

2
OUR VIEW ON
MANAGING SUSTAINABILITY
Responsible Business is integral to Digi’s strategy, and reaffirmed in the 
way we conduct business. We believe in a structured governance to identify 
and manage our business responsibly to address risks and actions on 
environmental, social and governance (ESG) performances whilst conforming 
to global sustainability standards. 
We commit to the highest standards of transparency, privacy and security, and to respect human rights with zero tolerance for 
discrimination or corruption. We are accountable for the health, safety and environmental impacts of our operations, products and 
services, and the value chain we operate in. We believe in diversity and inclusion, and our corporate values and ethical standards 
represent an important foundation contributing to improved business performance and long-term value creation. 
We are committed to all UN Sustainable Development Goals with a focus on goal #10 Reduced Inequalities as we believe that our 
innovative use of digital communication can help improve people’s lives, close the inequality gap, and empower societies.
OUR VIEW ON 
MANAGING 
SUSTAINABILITY

3
Sustainability matters in Digi are addressed as part of Digi’s overall Responsible Business (RB) strategic pillar. The RB covers material 
issues relating to Environmental, Social and Governance (ESG); Sustainability; Compliance and Labour Law; Data Protection; 
Cybersecurity; Supply Chain and Health and Safety; Diversity and Inclusion; and are governed across different leadership levels within 
the organisation – the Board, Management and key departments and support functions. The Board recognises the importance of 
upholding high ethical standards and adopting ESG considerations to better drive Digi’s future strategies across the operations and 
value chain. Digi’s sustainability framework defines the governance structure and the responsibilities of each parties within.
The key departments and functions involving Sustainability, Compliance and Labour Law, Supply Chain Sustainability and Health, 
Safety and Environment (HSE), Privacy, Security, Human Resource and Enterprise Risk Management oversee the daily operations of 
RB to meet the non-financial Key Performance Indicators (KPIs) established jointly with Telenor Group. These material issues and KPIs 
are reported quarterly to the Responsible Business Forum (RBF). Chaired by the Chief Executive Officer (CEO), the forum includes the 
Chief Human Resource Officer, Chief Technology Officer, Chief Corporate Affairs Officer and other senior leadership members. RB 
agenda is also discussed at the quarterly Board meetings.
sustainability
governance
Digi Sustainability Governance Framework
Quarterly Reporting
Quarterly Reporting
On-going Reporting
Digi Board of Directors
• Oversee Digi’s Responsible Business Focus and Performance
Digi Management Team
• Responsible for sustainable business policies and directions
• Oversee responsible business related risks and progress of 
non-financial KPIs
• Provides quarterly updates to the Board via RBF
Responsible Business Forum (RBF)
RBF is a standing quarterly agenda to the 
Digi Board of Directors. Non-Financial 
Reporting (NFR) on people, social, and 
environmental data is collected on a 
quarterly and annual basis by the NFR 
Coordinator and signed off by the Chief 
Financial Officer
Sustainability, Compliance, Human Resource, Supply Chain 
Sustainability and Health & Safety, Privacy and Security 
departments
• Day-to-day management of responsible business principles, 
risks and issues
• Ensure compliance of relevant responsible business-related 
policies and principles
Responsible Business Working Committee
• Comprises Heads of Departments and senior leadership
• Guided by sustainability guidelines, international best 
practices and recommendations, Digi’s Code of Conduct, and 
policies and manuals relevant to the scope of the committee 
members
• Supports the Management and Board in addressing 
responsibilities related to the RB agenda and reporting of 
best practices
Telenor Group Sustainability
• Alignment to KPIs and global partnerships
• Quarterly reporting of responsible business 
KPIs
• Annual non-financial reporting
Quarterly Reporting
sustainability
governance

4
Awards and
Recognition
Bloomberg Gender Equality Index (GEI) 2021
• 
Digi was amongst three Malaysian companies included in the 2021 GEI Index
• 
The index recognises corporate commitment to transparent gender reporting and advancing 
women’s equality
The Edge Billion Dollar Club 2020
• 
Recorded highest return on equity over three years for Big Cap companies (RM 10-40 billion 
market capitalisation) in Telecommunications and Media
FTSE4Good Bursa Malaysia (F4GBM) Index
• 
Digi maintained constituency and  good standing  
• 
F4GBM Index measures the ESG performance of public listed companies, overseen by FTSE ESG 
Russell Advisory (Independent)
Investor Relations Magazine SEA Awards
• 
Digi received the Certificate  of Excellence for IAR 2020
• 
Top 6 Finalists for the "Best Annual Report for SEA 2020" 
• 
Digi was among two Malaysian companies shortlisted for the award
Sustainalytics ESG Risk Rating
• 
Digi ranked #1 for Malaysian Telcos and 35 out of 203 in Global Telco Industry
• 
Sustainalytics is the largest independent provider of comprehensive research and analysis on 
company's ESG performance
Telenor Global Awards (Empower Societies)
• 
Yellow Heart Digital Inclusion / Future Skills For All programme
• 
The programme demonstrated good impact arising from strategic partnerships, scale and in 
supporting the national agenda
Awards and
Recognition

5
Materiality &
Our Stakeholders
In FY2020, we refreshed our materiality assessment to substantiate the materiality of economic, environmental, 
social and governance risks (known as “sustainability matters”) that are relevant to our business and stakeholder’s 
expectations. Our materiality assessment is guided by our risk management framework as well as Bursa Malaysia’s 
Sustainability Reporting Guide (2nd Edition) and Bursa Malaysia’s Toolkit. To understand our stakeholders’ perspective, 
we engaged with a wide range of external and internal stakeholders to further evaluate and shape our materiality matrix. 
Subsequently, these stakeholders’ findings are mapped against Digi’s strategic priorities and its business environment.
OUR APPROACH
Materiality
&  Our 
Stakeholders
Phase 1:  Review material matters
• 
Cross-functional deliberation sessions
• 
Basis for review – Internal business environment, business strategy, external trends and stakeholders’ feedback 
• 
Identification of 25 sustainability matters for further review
• 
Mapping of sustainability matters against Digi’s three Strategic Pillars
Phase 2:  Stakeholder engagement
• 
Engaged with representatives from 13 stakeholder groups
• 
Representatives from each stakeholder group rated the sustainability matters identified based on a 4-point Likert scale
• 
Average scores were tabulated based on equal-weighted approach applied across all stakeholder groups
• 
Stakeholders’ feedback and concerns were also gathered to better understand their needs and expectations in terms of 
sustainability management and reporting
Phase 3:  Sustainability impact assessment
• 
The magnitude of each sustainability matter is assessed through our impact assessment
• 
Representatives from various business functions deliberated the sustainability matters scoring 
• 
To ensure integration between our risk and materiality assessment, Digi’s enterprise risk parameters were used to guide us 
in scoring the likelihood and consequence of each sustainability matter
• 
Each sustainability matter is assessed based on the impact on revenue, cost, regulatory, brand and reputation, as well as 
health, safety and environment across a specific timeframe
Phase 4: Calibration of stakeholder engagement and impact assessment
• 
The findings from both exercises were tabulated and analysed
• 
The outcome of the analysis was presented in our materiality matrix, through which the top sustainability matters were determined
• 
The sustainability matters were further consolidated into 13 broad categories for discussions in this report
Phase 5: Review and approvals
• 
Upon finalisation of the materiality assessment, it was presented to the Board of Directors for approval

6
Materiality
&  Our 
Stakeholders
Materiality Matrix
Based on the input from both stakeholders and the business, we have developed our materiality matrix for FY2020 using the consolidated 
Top 13 material matters. We have also prioritised and mapped these matters in accordance with our strategic pillars. The matrix provides 
guidance for our future initiatives and sustainability planning.
material matters
digi’s materiality matrix fy2020
Influence on Stakeholder Assessments and Decisions
Significance of Digi’s Economic, Environmental and Social Impacts
Low
Low
Medium - Low
Medium
Medium - Low
Medium - High
Medium - High
Medium
High
High
R6
R5
R7
R4
R3
R1
G1
G2
M3
M1
M2
G3
R2
Mapped to Digi’s 
Strategic Pillars
Growth (G)
Modernisation (M)
Responsible Business (R)
Material Sustainability matters
Description
Very High Importance
M1 
Customer Satisfaction
Employing customer-centric solutions for a differentiated user experience in our 
highly competitive markets
R1 
Business Ethics and Corporate 
Governance
Maintaining an effective governance framework and internal controls to uphold 
corporate values and ethical standards across our value chain
M2 
Data Privacy and Security
Upholding strong governance to strengthen privacy controls and to protect 
stakeholders’ data and information against cyberattacks

7
Materiality
&  Our 
Stakeholders
Material Sustainability matters
Description
High Importance 
R2 
Occupational Health and Safety
Conducive environment that improves health and safety conditions for employees 
and contracted workers along the supply chain
G1 
Service Reliability and Quality
Providing quality and consistent network experience to customers
G2 
Regulatory Compliance 
Maintaining robust controls to meet the existing and emerging legislation and 
regulation
Medium-High Importance 
R3 
Digital Resilience and Inclusion 
Enable greater access whilst providing access to safe internet to enhance digital 
inclusion and resilience among stakeholders
R4 
Climate Change and Environmental 
Management
Protect the environment via transitioning towards a low carbon economy and 
employing effective waste management within the business operations
R5 
Respecting Human Rights and 
Freedom of Expression
Upholding human rights by mitigating risk of potential misuse across our value chain 
and access to the right information
R6 
Crisis Management and Response
Well-prepared for crisis with a rapid and adequate response plan, whilst maintaining 
clear lines of reporting
R7 
Supply Chain Management
Raising standards of our supply chain to positively influence social equality and 
environmental protection
G3 
Business Development and Expansion 
Robust strategies to acquire and expand businesses and value creation to drive 
growth and profitability
M3 
Talent and Culture 
Fostering an environment that attracts and retains high-performing talent while 
encouraging for continual development of digital competencies
Our stakeholders include:
(Refer to Digi Integrated Annual Report 2020 - 
Section 3 - Our Key Relationships, pages 29 to 33 
for a comprehensive view of our relationship with 
these stakeholder groups)
(Refer to Digi Integrated Annual Report 2020 - Section 4 - How We Create Value, pages 46 to 69 and Sustainability Performance section for more details on how we 
address, manage and create value for these material matters.)
Media
Suppliers and Business 
Partners
Shareholders, Analysts, 
and Investors
Employees
Customers
Government and 
Regulators
Community, 
Sustainability Partners, 
and Non-Governmental 
Organisations (NGOs)
Board Of Directors
Employee Union

8
sustainability
performance
For more information on our response to Covid-19, please refer to Digi Integrated Annual Report 2020, pages 8 to 11. 
• SERVICE RELIABILITY & 
QUALITY
• CUSTOMER SATISFACTION
• DIGITAL INCLUSION
• CLIMATE CHANGE & 
ENVIRONMENT
• DIVERSITY & INCLUSION 
AND TALENT DEVELOPMENT
• ETHICS & COMPLIANCE
• DATA PRIVACY & SECURITY
• SUPPLY CHAIN 
SUSTAINABILITY
• HUMAN RIGHTS
• DIGITAL RESILIENCE
GROWTH
MODERNISATION
RESPONSIBLE BUSINESS
sustainability
performance
The pandemic had inadvertently redefined social norms, impacting consumers, businesses and communities from all walks of 
life. The situation demands for businesses to respond quickly in addressing the impact; including but not limited to business 
continuity, crisis management and response, and health safety, security and wellness of employees and across the value 
chain. Connectivity and digital services has been more critical than ever to support public health efforts in preventing and 
tracing infections, including supporting authorities’ diseemination of critical health information. To reinforce our commitment 
to support Malaysia wither the disruptions and concerns over Covid-19, we launched the #DigiCares campaign that 
communicated on our initiatives to help Malaysians stay connected and safe in this tough times. Our People-First commitment 
focused on initiatives to safeguard our employees, customers and communities. 
The Nielson Brand Health Tracker results released in April 2020, ranked Digi number two in brand recall for ‘brands that take 
additional efforts to help the society during Covid-19’. The survey also revealed high awareness amongst those surveyed, 
rating Digi as prioritising initiatives, centered on uplifing communities during the pandemic.
Digi’s Response to support societies during Covid-19

9
sustainability
performance
SERVICE RELIABILITY AND QUALITY
We now serve 10.4 million internet customers with 19GB average monthly data usage on our network. As data demand continues 
to rapidly increase, we remain committed to provide a quality and consistent network experience for customers. In line with 
JENDELEA* ambitions, we expanded our nationwide 4G plus network footprint to cover 92% of the population with 4G LTE, 75% 
with LTE-A, and grew our fibre network to 9,981km. 
* JENDELA (Jalinan Digital Negara) was formulated collectively by the industry players and the Government to improve network coverage and broadband experience.
Strategy Pillar 1
Growth
Governance
The Quality of Service (QoS) function under the Regulatory team works together with the Network and Technology team to ensure 
optimum levels of service reliability and quality. Jointly, the teams spearhead necessary backup and mitigation activities during 
challenging circumstances to ensure network readiness. In parallel, a dedicated Customer Management team monitor customer 
concerns and escalates to the QoS function for the necessary interventions. 
9,890 network sites
8.7 million internet users
9,981  kilometers fiber network
92% 4G LTE population coverage
75% LTE-A population coverage
19 GB average data usage
Access
Adoption

10
sustainability
performance
Key Initiatives
	
Modernising 
Our Network
• Ensuring high availability of reliable network services at critical and high demand locations
• Expanding ultra-fast and unlimited fiber-to-the-home (FTTH) to consumers
• Partnered with ZTE for nationwide Radio Access Network (RAN) modernisation, to 
enhance our network capacity and deliver improved user experience, including automated 
power savings features
• Prepared a future-ready network by upgrading Digi’s sites with the latest 5G technology 
• Exploring use cases and verticals that can benefit from 5G in a collaborative approach with 
5G Demonstration Project 
	
NEW OPERATING  
MODELS 
• Increased operational efficiency and flexibility by migrating IT processes to partners to 
establish Common Delivery Center for IT (CDC-IT)
• Digi’s new Business Tower Unit to ensure efficient roll-out of next-generation networks, 
and optimisation of resources and standardised site design
	
innovation
• Implementation of Data Network Analytics (DNA) to better address customers’ network 
experiences, and to provide predictive intelligence – allowing our teams to have prior 
knowledge or view of an issue with the network prior to escalation by the customer. The 
solution captures network experiences and usage patterns in real-time (low throughputs 
and drop calls among others), including the common mobile applications and device types 
usage. These data points are immediately logged for further mitigation. The data obtained 
are also tabulated as a Customer Experience Index (CEI) that measures the subscriber 
experience and Customer Quality Insight (CQI), which provides qualitative insights such as 
detection of growing trends of poor experiences or prediction for optimisation of network 
capacity during peak hours.
• In partnership with Ericsson, we developed the Network Status Checker to empower 
customers to perform a self-check to attain the live health status of their mobile network. 
The site also features self-guided troubleshooting tips and service alerts to notify users 
ahead of any outages, planned upgrades or maintenance downtime. Head on to the 
Network Status Checker page here
	
OPERATIONAL 
EFFICIENCIES
• Roadmap to adopting more PV solar and hybrid solutions to existing battery and 
generator power source for remote off-grid sites
• Conversion of 55 fuel powered off-grid sites to grid power
• Usage of lithium iron battery to replace diesel powered generators at off-grid sites 
• 21 Base Station Controllers Consolidated and shutdown
• 699 indoor sites converted from air-cond to exhaust fan
• Switched-off 21 and replaced 51 ageing air-cond units in TOCs 
• Software upgrade to the RAN network to unlock new capabilities and features

11
sustainability
performance
Performance
Trusted service  
provider to  
10.44 
million 
customers
Most consistent 
network - 
Overall #1 
in 4G download 
speed and across  
13 states*
Consistent 4G LTE 
download speed of  
29.36 
Mbps
(download speed in 
H2, 2020*)
Efficient 
management of our 
spectrum portfolio – 
Increased spectrum 
efficiencies by +4% to
+20%
Continued optimisation 
and quality 
management (layer 
and traffic balancing) 
to ensure consistent 
service quality -  
#1 on 
consistency and 
throughput*
* Measured via third party crowdsourcing data

12
sustainability
performance
Digital 
Touch Point 
Acceleration
• An appointment booking feature is currently being piloted 
on MyDigi to make it easier for customers to book a visit 
to Digi stores (DS). This initiative aims to eliminate queues, 
limit outdoor exposure and enhance in-store experiences for 
customers. 5 DS were involved in the pilot – DS Seremban, 
DS Melaka, DS Taman Molek, DS Batu Pahat, and DS Danga 
Bay. Customers can book a visit 24-hours in advance and 
offered the flexibility to reschedule as needed
CUSTOMER 
ENGAGEMENTS
• Our store front-liners were quick to adapt to new 
approaches to engage customers better. In view of the 
intermittent lockdowns and travel restrictions, Digi 
Stores nationwide experienced a drop in walk-in traffic. To 
overcome this challenge, teams employed agility – changing 
how we understand and respond to customer behaviours, 
needs and attitudes. Where possible, our store front-liners 
implemented DRIVE-THRU service while ensuring full 
compliance to safety protocols. As customer interaction 
volumes shifted drastically to digital platforms, teams 
resorted to hosting live streams over social channels, 
introducing new products and services as well as offering 
support services.
   
• Annual companywide customer engagement activity - 
Customer Obsessed Day, was held in October 2020. Over 
1,000 Digizens participated in the fully virtual event, 
engaging more than 3,000 customers via video calls to 
show customer appreciation while gathering feedback for 
continuous improvements. 
CUSTOMER 
PROTECTION
• To protect the interest of our customers from subscribing to unnecessary contents provided by third 
party providers and receiving bill shocks, we installed a second layer of authentication – where upon 
subscribing to a CPA service, users are redirected to a ‘Digi Advisory of Charge’ page that shows the 
summary of charges. Subsequently, customers will need to request for a Transaction Authorization 
Code (TAC) to confirm and complete the subscription.
CUSTOMER SATISFACTION
Being customer-obsessed is in our DNA and we put customers’ interest first in everything we do. Over the years, we have employed 
customer-centric solutions to facilitate seamless, consistent and satisfying customer experiences. Though the demand for self-serve 
options have been gradually picking up over the years, the pandemic has further amplified the shift in the way customers engage, as 
digital channels are seeing a greater uptake over the course of the year.
Governance
We have a dedicated customer management team constantly working to innovate new ways of improving customer experience 
across all our touch points. There are several integrated functions embedded across our customer management value chain - 
Inbound and outbound (enquiries, support and campaigns), digital channels (social media, community portal and live chat support), 
quality control and customer operations (audit and monitoring) and Voice of Customer (VOC – Quantitative and qualitative 
customer insights). Collectively, these functions are designed to drive positive customer experiences and brand affinity.
Key Initiatives

13
sustainability
performance
• 
In the year under review, we sustained good customer satisfaction (CSAT) scores for both retail and contact centre.
CSAT Ratings (Yearly average)
2018
2019
2020
Contact Centre
63%
62%
62%
Retail Centres
88%
89.5%
89%
• 
Our continuous efforts to promote self-served channels (Live Chat, Chatbot, and MyDigi) for customer enquiries has 
helped reduce voice volume significantly from 78% in 2019 to 69% in 2020. This is supported by the parallel increase of 
digital traffic volume from 22% in 2019 to 31% in 2020. 
Performance
* Data has been restated and denotes lower volume in comparison to Integrated Annual Report 2019 published data. This is due to reclassification of Chatbot 
enquiries being taken out from Digital 
• 
Enhanced MyDigi is now accessed by 4.4 million monthly active users, resulting in increase of 7.3%% upsell transactions 
and 300,000 secure logins per day with improved security infrastructure
• 
Digi attained Platinum award under the Communication Networks category at the Putra Brand Awards 2020
6%
94%
16%
84%
31%
69%
22%
78%
18%
82%
446
300
260
257
213
Yr 16
Yr 17
Yr 20
Yr 19
Yr 18
96
74*
57*
58
28
Digital %
Voice %
Voice Volume
Digital Volume

14
sustainability
performance
DIGITAL INCLUSION 
Digi aspires to enable all Malaysians with the power of the internet to maximise its positive impacts and to create an inclusive 
internet experience. In doing so, we firmly believe that the wealth of opportunities, enabled through the digital revolution needs to 
be equal to all. Through the inception of Jalinan Digital Negara (JENDELA), we are committed to expand the reach of the internet to 
all, equipped to embrace the new and improved broadband experience, and in preparation for 5G technology. As a digital services 
provider, we are committed in delivering on this ambition through the following:
• 
Empowering societies with broader variety and meaningful usage of digital services 
• 
Advancing as a trusted digital business solutions provider
Governance
The Sustainability team spearheads outreach programmes centered on advocacy and upskilling of communities in digital literacy. 
In enabling an inclusive internet experience for all, we are constantly innovating our core offerings and improving processes to 
lower the barriers of entry for marginalised communities in adopting a digital lifestyle. On the business front, teams from Digi 
Business and Digi X leads in building customised solutions geared towards helping SMEs in accelerating digital adoption.
Key Initiatives
EMPOWERING SOCIETIES
INCLUSIVE TOUCHPOINTS
• In conjunction to International Day of Persons-with-
disabilities (PWDs), we have embarked on an initiative 
to improve on our website and MyDigi application 
through enhanced accessibility features. To drive 
greater awareness, we also produced an Inclusive Digital 
Touchpoints Playbook to provide guidance and inspire 
other like-minded organisations to build accessible digital 
platforms that will benefit more PWDs in the country. This 
initiative was done in collaboration with Dialogue in the 
Dark (DID) and Make It Right Movement (MIRM).
FUTURE SKILLS
FOR ALL
• A multi-stakeholder driven initiative to strengthen 
inclusivity and equity in education by establishing a digital 
learning environment, focused on making future skills 
learning accessible for the underserved. The project is a 
3-year partnership (2019-2021) with UNICEF Malaysia 
and Malaysia Digital Economy Corporation (MDEC) in 
support of the Ministry of Education (MOE). To date, we 
have enrolled over 20,000 users into the platform, having 
onboarded over 2,700 teachers, including the training of 
all Digi managed internet centres (Pusat Internet Komuniti). 
We also distributed microbit controller sets that will 
positively impact the practical learning needs of over 
7,000 students.
CONTENT PARTNER FOR DIGITAL LEARNING 
PLATFORM (DELIMA)
CURATED OFFERINGS FOR DIFFERENT 
SEGMENTS OF SOCIETY
• We have been accredited as the Ministry of Education’s 
digital content partner. Future Skills For All and digital 
resilience modules have been integrated into MOE’s 
digital education learning platform known as DELIMA. 
The platform boasts the access to over 5 million students 
and over 500,000 teachers from public schools.
•	 Digi Prepaid Abadi Plan  
Prepaid plan with free life 
insurance 
•	 Digi Postpaid Smart Bundle 
Exclusive bundle for 
frontliners & essential workers
•	 Digi Prepaid SPM pack 
Exclusive affordable pack for 
SPM/STPM students

15
sustainability
performance
ACCELERATE DIGITAL
TRANSFORMATION OF SME
TRUSTED DIGITAL BUSINESS SOLUTIONS PROVIDER
SOLUTIONS
FOR CORPORATES
•	 Go Digital with Penjana SME Digitalisation Grant
 Bringing PENJANA grants to SMEs via Digi Business 
Go Digital Bundles. These bundles aimed at providing 
solutions (such as altHR, Omni Hotline, Microsoft 365, 
Avana Facebook Commerce, and D’SMS) and connectivity 
to help micro, small and medium enterprises to digitalise 
their business. More information can be found at 
www.digi/mygodigital 
•	 Business Continuity Digitalastion (BCD) Programme 
 The #BCD initiative, in partnership with MDEC aims at 
helping businesses realise the benefits of digitalisation and 
investing in productivity tools and solutions to maximise 
potentials with improved efficiencies.  
• Delivered Dedicated Internet Access (DIA) to large 
corporation such as GAMUDA, MRCB, and St. Regis 
Hotels & Resorts. DIA is a private uninterrupted internet 
connectivity for businesses. Key features include :
- Guaranteed access to maximum bandwidth and 
connectivity uptime
- Scalable capacity as needed 
- Dedicated technical support with committed time frame 
for restoration during outages
#Kita Buatan Malaysia
In conjunction with Malaysia's National Day, we released a 
heartfelt video that reminds us what makes us truly Malaysian. 
The video featured inspirational stories of local artisans and 
their struggles, in particular the impact of the pandemic on their 
respective businesses.
Watch the video

16
sustainability
performance
CLIMATE CHANGE & ENVIRONMENT
The telecommunications sector continues to be a key enabler of growth and innovation across multiple industries, especially 
when it comes to providing climate friendly solutions. In actively managing our own exposure to natural capital risks, we are also 
often seen as part of a solution as we support a larger community of businesses to manage their risks through our digital services 
and connectivity solutions. The massive shift to remote work due to Covid-19 has resulted in a huge reduction in emissions 
from vehicles and other sources. Specific to the telecommunications sector, a huge influx of video activities facilitated over the 
internet has increased data consumption and demand for digital services. New norms such as remote working, virtual learning, and 
businesses being forced to embrace digitalisation across their value chains has driven exponential demand for a robust network 
architecture with almost zero-downtime.
Governance
Environmental Sustainability is embedded into our business operations and seen in the overall context of the business. Each 
Division, led by the respective Heads of Divisions shoulder the responsibility of ensuring proper practices, aligned to climate and 
environment business decisions as stated in our Sustainability Policy and our Climate and Environment Manual. At Digi, we are 
managing environmental responsibilities in a systematic manner with Environmental Management System (ISO 14001:2015) 
including the proper management of waste, water and e-waste. 
Strategy Pillar 2
Modernisation

17
sustainability
performance
Key highlights for the year 2020 includes :  
f Telenor’s Asia businesses joint energy optimisation initiative aimed at displacing fossil-fuel-generated electricity with 
alternative energy sources towards achieving low carbon networks
f Strategic short-term and long-term decarbonisation initiatives geared towards building a future-ready network 
architecture
f Enhancing data-integrity in non-financial reporting to provide consistency and quality
f Refined internal ESG risk management framework to mitigate rising climate impact
Key Initiatives 
NETWORK MODERNISATION FOR SUSTAINABLE GROWTH
‘GREEN’ WORKPLACE
Adopt cleaner energy innovations and solutions
Transitioning towards data driven 
network planning and higher 
spectrum efficiencies
• Pilot ZTE’s R&D expertise to adopt AI/ML-based system to manage our Radio 
Access Network (RAN) energy consumption including automated power savings 
during low-peak usage
• Invest to expand fibre-based backhaul and last mile solutions in our network and 
service offerings (Fibre networks use less energy to power the signal, resulting in 
less heat being generated, and therefore less cooling required)
• Software upgrade to the RAN network to unlock new capabilities and features 
towards building open and virtualised RAN architectures
RAN 
modernisation 
Microwave to 
fibre connectivity
Further details of how we manage our environmental impact via network infrastructure is available in the “Service Reliability & Quality” section.
A sustainable workplace ensures business continuity by saving or restoring natural resources and propagates improved 
employee productivity.
  
In keeping up with our headquarters and Technology Operations Centre (TOC) being accredited with Gold certification by 
LEEDs in 2017, and by Green Building Index (GBI) in 2012 and 2016 respectively, we are exploring ways to effectively monitor 
and modify our resource consumption. These includes undertaking improvement measures in the following areas:
f Enhancing environmental co-creation of digital products and services, processes and solutions with partners, suppliers and 
customers
f Innovate our way-of-work towards greater agility and flexibility via teleworking to reduce travel-related carbon emissions
f Reducing consumption of material resources, managing waste and environmental degradation
f Reducing pollution of air, earth and water in material sourcing and manufacturing, during construction and over the life 
cycle of our buildings
f Reducing damage to natural systems and bio-diversity
f High quality and healthy productive spaces, utilising elements such as natural light and responsive heating/cooling measures
f Green procurement – Environmental concerns addressed as part of sourcing criteria

18
sustainability
performance
Digi Intensity Metrics/Year
2020
2019
2018
Customer Base (mil)
10.44
11.28
11.66
Energy Usage per Customer (kWh)
27.1 
26.7
24.6
Carbon Intensity per Customer 
0.016
0.016
0.014
Energy Usage per data terabyte (MWh)
0.16
0.22
0.31
Carbon Intensity per Data Usage (tCO2e)
0.09
0.13
0.18
Waste collected/Year
2020
2019
2018
General waste (Tonnes)
251
281
284
Waste generated per employee (Kg)
170
183
176
Waste recycled (Tonnes)
2
6
6
• 
Improved Carbon Intensity per Data Usage by 31% y-o-y. This means that though the average customer is using more data, 
we have achieved a lower carbon footprint per unit of data consumed. Our carbon intensity is measured by tonnes of CO2 
(tCO2e) per terabyte of data.
•	
General waste 
• 
Additions of recycling and food waste bins at office public areas. Food wastes are composted and processed to fertiliser
• 
Stopped single use plastic – Discontinuation of water bottles and single-use plastics at Digi eateries
• 
Installed hand dryers at toilets to reduce wastage of hand paper 
Digi Climate Metrics/Year
2020
2019
2018
Scope 1: Direct Energy Consumption from Fuel 
(GWh)
43.87 
43.47
48.2
Scope 1: Carbon Emissions (Tonnes)
10,737
10,677
11,738
Scope 2: Indirect Energy Consumption from Grid 
and Green Electricity (GWh)
 236.1
250.6
220
Scope 2: Carbon Emissions (Tonnes)
 155,471
162,870
153,769
Scope 3: Indirect Energy from Value Chain (GWh)
3
8
9
Scope 3: Carbon Emissions (Tonnes)
745
1,653
1,728
Total Energy (GWh)
283.3
302.0
287.2
Total Carbon Emissions (Tonnes)
 166,953
175,200
167,235
• 
In 2020, our carbon emission has decreased by 5% y-o-y, attributed to the on-going network modernisation and operational 
efficiency (OE) initiatives. Employee mobility has also been reduced due to travel restrictions and remote working, 
attributing to improvements in Scope 1 and Scope 3. We willl continue driving low carbon solutions to achieve our joint 
Group’s Science-Based target of 50% reduction by 2030.  In 2021, we will embark on a climate data integrity initiative to 
improve on our carbon and energy management, and reporting standards for Scopes 1,2 and 3. 
• 
Our annual GHG emissions inventory FY2020 in accordance to the GHG Protocol Corporate Standard:
Performance

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performance
Performance
Obsolete electrical and electronic waste/Year
2020
2019
2018
Collected (Tonnes)
 47
29
145
Recycled (Tonnes)
 11
29
1.3
•	
E-Waste*
 
E-waste directly produced from our operation is managed under the Environment Quality (Scheduled Wastes) Regulation 
2005 and our internal guidelines. 
* 	 Decommissioned network equipment constitutes the largest amount of e- waste generated by tonnes. We reuse equipment, and send 
those that are obsolete to recycle and disposed of safely by a licensed vendor.
Water consumption/Year
2020
2019
2018
Total (m3)
78,856
93,770
102,548
Water consumption per employee (m3)
54 
61
63
•	
Water Consumption
(Note: General waste collected, and water consumption has reduced by 11% and 16% respectively due to low employee capacities in the 
office buildings)
DIVERSITY & INCLUSION AND TALENT DEVELOPMENT
Digi believes in creating a sustainable workforce, supported by an agile human capital strategy and talent value proposition, to 
meet the needs of the ever-changing workforce. Our employer brand promise ‘Freedom to Inspire the Next’ is to give employees 
the freedom to always explore, supported by a collaborative culture and working environment. This belief guides us in embracing 
a culture of challenging the norm, allowing employees to unlock their full potential. We believe this is central to deliver on Digi’s 
brand promise of connecting our customers to what matters most. As customer behaviour and expectations change, so do the 
competencies required to serve them. 
Governance
Digi’s Human Resource (HR) division and Compliance and Labour Law department is responsible for ensuring adherence to policy 
requirements, goals and targets of People related matters in Digi. Led by the Chief Human Resource Officer, the HR function is 
further broken down to Employee Experience, Learning & Development, Employee Benefits, Talent Recruitment and Diversity & 
Inclusion, led by line managers who oversees the respective portfolios.  
Key Initiatives
FASTER ACCESS 
TO CRITICAL 
COMPETENCIES
Building towards an “Expert Workforce”  and Stepping up efforts to ‘Win on Talent’
• We have embraced a culture of continuous learning and encourage our employees to upskill and 
relearn new skills to keep up with the demands of the transforming technological landscape in the 
wake of the fourth industrial revolution.

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PROMOTING 
COLLABORATIVE 
EMPLOYEE 
EXPERIENCE
Making collaboration easy for all Digizens, alongside additional leadership-based programmes 
• 100% adoption of Office 365 for employees as effective collaboration tool for remote working 
conditions
• 290 employees participated in the Strategy Execution Programme and registered >75% completion 
rate
• 175 employees embarked on expert journeys, covering 13 critical competencies
• 100% employees completion registered for What’s Your Next Sessions to internalise on Digi’s 
Strategies and ambition
Developing organisation culture –‘Innovation 360’ and ‘Customer Obsession’ 
• Enhancing agile mindset among our employees through leadership engagements via organisational and 
divisional townhalls, supported by continuous learning on-the-job and learning platforms. 
• Digital Day - A full day virtual event for employees focusing on latest trends in the technological 
sphere via masterclasses conducted by industry experts
• Customer Obsessed Day - Engaging with more than 3,000 customers via video calls to show customer 
appreciation while gathering feedback for continuous improvements. 
TOWARDS AN 
AGILE AND LEAN 
ORGANISATION
Since 2018, Digi has embarked on embracing the agile mindset and culture within the organisation. This 
transformative approach encompassing shifts in organisation structures and improvements to processes 
while maintaining strong governance, has enabled us to be quicker in going to market and addressing 
customer needs. 
EMPLOYER 
BRAND & TALENT 
ATTRACTION
We inducted the fifth season of Digi CXO Apprentice 
programme. For the first time, the shortlisting and 
recruitment were done fully online. Eight young 
talents have been selected to be working directly 
under the guidance of Digi’s Management Team.
DIVERSE AND 
INCLUSIVE 
WORKFORCE
We believe in having a 
diverse and inclusive 
workforce at all levels 
of the organisation to 
maximise the power of 
all differences. 
EMPLOYEE 
WELLNESS AND 
ENGAGEMENT 
CHANNELS
• We have in place the Labour and Employee representation through our Best on People Council (BOPC) 
and Digi Employees Union (DGEU). Both councils are formed via democratic process by election of 
representatives across Digi. 
• A Pulse survey was conducted during the Movement Control Order (MCO) to better understand 
employees’ needs and wellbeing.
• Highest standards for Occupational Health and Safety
- Drive health, wellbeing, and safety activities to integrate HSE as a core aspect of Digi’s culture
- Recorded Zero Lost Time Injury frequency (LTIF) score for Year 2020
• Workplace Wellness Programme - 152 Digizens participated in the Digi Wellness Challenge
Balanced gender diversity 
Women in leadership positions
Young demographic 
with majority in 30 to 39 years old bracket
50%
50%
47%
 20-29 
 30-39  
 40-49  
 50-59 
 
 60+
40.9%
0.3%
8.3%
36.0%
14.5%
 84%
had daily calls with their managers 
to stay on top of things
 99%
affirmed that they felt well-
connected virtually with their teams
 90%
had the necessary tools to work 
from home/off-site

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• 
First Malaysian corporate in global indices for exemplary gender equality and inclusion standards
• 
Achieved total online learning hours of 86,420, averaging at 59.8 hours per employee. 85% employees are super learners 
(Completed > 40 hours)
• 
2020 Employee Effectiveness Survey (EES) score – The Effectiveness Index increased by 6% from 2019 to 71%, surpassing the 
57% average score* for companies within the Southeast Asian region. The Effectiveness Index represents the achievement of 
both the engagement and enablement scores and is the primary measure of EES.  *Benchmarked by Korn Ferry
Performance
Balanced Gender ratio
50%
50%
Male
Female
% of women in leadership positions*
* This accounts for CXO -1 and CXO -2 managerial positions
47%
GLOBAL DIVERSITY AND INCLUSION INDEX 2020
With 100% disclosure 
score, above global 
and country  average 
• Ranked 37 amongst 100 global players
• The first Malaysian company in the Top 50
2
0
2
0
Promoting a culture of continuous learning
"Living in Terengganu, i used to believe 
that distance made it impossible for me 
to participate. Needing to commute a fair 
bit was time consuming until i realised i 
could multitask! Hence, i made it a point 
to tune in to a course on my morning 
drive to work and another on my way 
home. It became a routine and soon i 
was yearning to learn more, so i carved 
out time at night for one more course. 
My wife would listen in on these "night 
courses", and it wasn't long before the 
both of us were learning together over 
weekends and holidays. The best part 
about doing it together is being able to 
have post discussions, further enriching 
the enperience. That's probably why i 
clocked in all those hours!"
"The telco industry is a fast-paced one 
and you know it's constantly evolving 
when technologies become obsolete 
just as quickly as they are discovered. 
Therefore, i make it a point and a habit 
to learn new skills and relearn new ways 
of doing things, whether i'm physically 
on the job or virtually online. My line of 
work requires me to stay current and 
ahead of the curve, and i have managed 
to do so thatnks to Digi's learning 
platform, the #40HourChallenge. For 
me, this annual programme isn't just 
about clocking in the hours but actually 
using this opportunity to really upskill 
and reskill because as the saying goes, 
'knowledge is power'."
"Digi has certainly introduced an 
inspiring way to encourage employees 
to continously seek knowledge through 
the #40HourChallenge. Personally, 
this programme has empowered me 
to allocate a porting of my time for 
professional and personal development. 
I was able to enhance my hard skills on 
Data Science and Programming as well as 
leadership skills which greatly helped me 
manage my team better remotely,"
Head of Performance and Channel 
Governance
RAN Solution Architect of Network 
Solutions
Retail Adviser, Sales & Marketing Division

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ETHICS AND COMPLIANCE 
Corporate compliance is Digi’s strategic priority and forms an essential element of good governance. To maintain our high standards 
in keeping abreast to the changes in local laws and regulations, we are committed to embed principles of effective compliance 
management in the day-to-day running of the business - integrating sustainable best practices that would drive responsibly 
informed decisions and resulting in improved business performance. We employ a proactive approach in addressing compliance 
across the board, encompassing our people, processes, data and the systems that is supportive of the current economic, regulatory, 
social and environmental expectations set forth by our stakeholders. The same level of commitment is expected off our business 
partners and suppliers, to ensure we can pride ourselves as brand that customers can trust as we see the tremendous business 
value and logical sense of doing it.
Governance
Ethics and compliance incidents are monitored by Digi’s Compliance and Labour Law department and the Internal Audit 
department. The Internal Audit department is responsible for all reports received through an independent integrity hotline 
for Digizens, suppliers and other stakeholders to speak up on any non-compliance incidents. The team works closely with the 
Compliance and Labour Law department to manage incidents related to compliance, minor misconduct and grievances through 
investigations, taking appropriate action, including legal action if required. Both the Internal Audit department and the Compliance 
and Labour Law department provides updates to Digi Management Team and the Board on a periodic basis. The Audit and Risk 
Committee has responsibility over the reported incidents, to review the related policy and manual in addressing such reports, and 
to ensure investigations are conducted objectively and independently.
Strategy Pillar 3
Responsible 
Business

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Key Initiatives 
BUSINESS
INTEGRITY
CODE OF
CONDUCT
ANTI-BRIBERY AND ANTI-
CORRUPTION
• Implementation of Guidelines on 
Adequate Procedures issued by the 
Prime Minister’s Department in line 
with the introduction of Section 17A 
of the Malaysian Anti-Corruption 
Commission Act 2009 (MACC Act 
2009)
• Promote strategic cooperation 
across the enterprise to lead and 
strengthen Digi’s second line of 
defense.
• Establishment of a Code of Conduct 
Knowledge Unit to develop learning 
modules on governance and 
compliance and build competencies 
across the enterprise. This includes 
awareness activities and coffee 
chats with Compliance functions to 
increase compliance initiatives in 
Digi.
• In May 2020, Digi’s Code of Conduct 
was updated on the below sections 
to uphold the highest standards of 
integrity and ethics in the way we run 
our business;
i) 
Confidentiality and 
Information Handling
ii 
Conflict of Interest
iii) Climate and Environment
iv) Gifts, Hospitality and Travel
v) 
Health, Safety and People 
Security
vi) Human Rights and Labour 
Rights
vii) Privacy
viii) Business Partners
ix) News and Social Media
x) 
Safeguarding our Assets
xi) Anti-Corruption & How to 
Speak Up
• All new employees of  Digi are 
required to complete the Code 
of Conduct (Code) e-learning and 
declare acceptance of the Code 
(previously on Telenor Campus).
• New employees of Digi are also 
required to complete the Anti-
Corruption e-Learning module 
(available on the new platform, 
Telenor Academy) and to sign off on 
the Integrity Pledge. 
• We have a clear zero- tolerance 
policy towards bribery or corruption 
and our Digi Anti-Corruption Policy 
is made publicly available at our Digi 
Website, here: https://www.digi.
com.my/about-us/governance/anti-
corruption-policy#digi-tabs covering 
a wide spectrum of areas such as 
bribery, gifts and business courtesies, 
events and arrangements, facilitation 
payment, use of middlemen, use of 
lobbyists and gifts and arrangements 
for public authorities
• During the year, external speakers 
were invited to introduce the new 
Corporate Liability provision to the 
enterprise under Section 17A of the 
MACC Act 2009 which was done 
virtually at the  Responsible Business 
Day Summit. A pre-recorded virtual 
session (on corporate liability) was 
made available for all Digizens and 
Management Representatives at 
Telenor Academy
• Issuance of e-mail notification on 
enforcement and notice to comply 
with Section 17A of the MACC Act 
2009, Digi’s Anti-Corruption Policy 
and Digi’s Whistleblowing Policy by 
the Management Representatives, 
Digizens and Business Partners
• As part of the Anti-Corruption 
initiative, conducted an Integrity Due 
Diligence (IDD) background check on 
all high-risk Business Partners
• We also conducted an anti-
corruption risk assessment exercise 
covering all departments to identify 
potential corruption risks and ensure 
that controls mechanisms are in 
place to mitigate these risks

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sustainability
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Key Initiatives 
GOVERNANCE 
UNIT
COMPLIANCE RISK 
ASSESSMENT AND REGULAR 
MONITORING
KNOWLEDGE 
UNIT
• Conduct annual review and 
implementation of Digi policies & 
manuals under the Governance Work 
Programme 2020
• Review findings and evidence of 
Compliance investigations from 
Fact Finders and Internal Audit 
for the purposes of arriving at a 
case resolution and monitoring of 
remediation actions
• Compliance investigation is placed 
under the direction of Internal Audit. 
Subsequently, the resolution will 
be recommended by Compliance. 
The objective of this is to establish 
the independence of Compliance in 
arriving at a resolution.
• Annual compliance risk assessment 
performed to identify, assess and 
treat relevant and foreseeable 
compliance risks, including business 
partner and anti-corruption risks, in 
a manner that is effective, proactive 
and fit-for-purpose
• This is followed-up with close 
monitoring on a quarterly basis to 
ensure timely implementation of 
proposed recommendations and 
additional control measures  
• Compliance capacity building 
awareness for Digizens which 
included Speak Up Campaign, 
Anti-Corruption Day, Responsible 
Business Summit, targeted Audience 
Training (comprising HR and  Senior 
Leadership Forum/Extended 
Management Forum members)
Integrity Hotline is a confidential channel to report concerns and raise questions about possible breaches   
of Digi’s Code of Conduct, including relevant laws, regulations and Governing Documents. The service is 
accessible via web 24 hours a day, seven days a week. Any query or report made will be treated in confidence.     
All employees, suppliers, stakeholders and the general public are encouraged to speak up and the person 
making the report may opt to remain anonymous when making the report through the hotline. The Ethics & 
Compliance Hotline is available here : http://telenorhotline.ethicspoint.com 
Performance
Improvement of Integrity Index score by
+2 points,
to 87%, as reflected in the 2020 Employee 
Effectiveness Score (EES) Survey 
100%
Digizens accepted and signed-off on the 
Integrity Pledge 2020
100%
Digizens completed the signing of the 
Code of Conduct 2020
100%
completion rate of Digi’s Anti-Corruption 
e-Learning module on Telenor Academy

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sustainability
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DATA PRIVACY AND SECURITY
Digi prioritises data protection and security to ensure employees’ and customers’ personal data are safe and secure.  Our data 
privacy strategy incorporates strong governance around strengthening of privacy controls and in driving a responsible business 
culture, supported by continuous awareness on safe privacy practices and information management. Initiatives implemented this 
year centers around the following :
• 
Boosting customer experience with wider online presence and increased security confidence with enhanced security 
infrastructure
• 
Ensure effective governance for Digi’s internal processes to safeguard data privacy and protection within the business operations
Governance
Digi has a clear privacy and information security position - Transparent about how personal data is collected and used, committed 
to using personal data to provide better and more relevant services, and thorough in keeping personal data safe. Digi constantly 
reviews its routines and processes for privacy and security, authority requests and information management. These functions are 
monitored under the purview of Digi’s Data Privacy Officer (DPO), and Heads of Security and Legal.
Key Initiatives
REINFORCED PRIVACY 
FOUNDATIONS WITH 
TELENOR ASIA PRIVACY 
PROGRAMME
• Revised Privacy Vendor Questionnaire to improve due diligence process
• Enhanced Data Protection Impact Assessments (DPIA), with clearer privacy risk assessment 
and improved turn around rates
STRENGTHENING 
GOVERNANCE THROUGH 
OUR POLICIES AND 
MANUALS
• Updated Privacy Notice for Customers and Employees, as well as introduced a Visitor Notice 
at all Digi offices
• Revised governing documents for Privacy, Information Management, and Authority 
Request, as well as introduced a Personal Data Breach Handling Manual 
DRIVING PRIVACY AS A 
RESPONSIBLE BUSINESS 
CULTURE
• Provided training to all new employees and retail staff on the importance of privacy, 
information management, and data protection
• Conducted training on topics such as internal privacy processes, vendor management, and 
data breach handling
• Produced bite-size materials to raise awareness on privacy and information management
ENGAGED REGULATORS ON 
BEST PRACTICES FOR DATA 
PROTECTION
• Participated in Jabatan Perlindungan Data Peribadi (JPDP) Public Consultation Paper on 
PDPA Reforms
• Adhered to Personal Data Protection (PDP) Commissioner's Advisory on handling of 
personal data for contact tracing purposes
IMPROVED AWARENESS 
AND IMPORTANCE OF 
CYBERSECURITY TO SMEs 
and DIGIZENS
• Cloud-based security protection solution for SME customers
- Partnered with Cisco Malaysia to offer the industry’s first cloud-based cybersecurity 
solution for businesses to harness their network security
• Mandatory cybersecurity awareness training sessions for employees

26
sustainability
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Performance
• 
Simplified internal privacy assessment processes across the supply chain
• 
100% employees completed privacy e-learning modules and trained over 300 employees on privacy and information 
management topics
• 
100% employees completed scenario-based learning on Phishing, Information handling, Mobile Security and Everyday 
Security
• 
Embarked on thought leadership regarding privacy for children, and best practices on privacy and data protection
• 
Participated in Telenor Group's Annual Authority Request Disclosure Report. Please find the latest report here.
Visit our Privacy and Data Protection website for more information on how we comply to strictest standards, 
internal governance processes  and enforce security measures in managing our customer data.
SUPPLY CHAIN SUSTAINABILITY 
Suppliers are vital to our business success, as well as our social and environmental efforts. Our fundamental responsibility as an 
employer is to keep all people who work for us safe from harm – and we do not differentiate between our own employees, in-house 
contractors, partners or our suppliers’ employees. Our key risks are within working conditions in our business operations, such as 
health and safety and labour standards including modern slavery and child labour. We believe our supply chain is an area where there 
is an extraordinary opportunity to improve business performance, reduce our environmental impact and positively influence social 
equality.
Governance
Digi’s approach to supply chain sustainability is to legally oblige the supplier to uphold responsible business practice according to our 
policies and Supply Chain Principles (SCP). We follow up training, questionnaires and inspections to ensure preventive strategies for 
Health, Safety and Security (HSS), anti-corruption programmes are in place with our suppliers as well as address sustainability risks in 
the downstream value chain, distribution and sales channels, with digital suppliers, as well as new digital businesses.  
Key Initiatives
COMPLIANCE
ASSESSMENTS 
CAPACITY BUILDING 
• Integrity is a vital part of Digi’s 
business, and we exercise due 
diligence when it comes to selection 
of business partners to ensure 
compliance with our ethical 
standards. We have implemented 
mandatory requirements for 
screening and conducted integrity 
due diligence (IDD) assessments on 
all business partners and suppliers. 
Parties with a direct contractual 
relationship with Digi are legally 
obliged to uphold responsible 
business practices and adhere  
to our SCP. 
• We monitor our supply chain with 
risk assessments that may be 
carried out as part of procurement 
processes or as ad-hoc supplier risk 
assessments by using a Supplier 
Assessment Questionnaire (SAQ). 
We conducted 77 SAQs and closed 
findings for 51 SAQs in the year. 
We conducted 48 announced and 
463 unannounced inspections and 
implemented corrective action and 
remedial initiatives.  As a result of 
failing to meet our safety standards, 
3 contractors were terminated.  
• All our suppliers underwent capacity 
building workshops accumulating 
2,426 training hours in the areas of 
safety awareness guidelines, proper 
ways of using equipment and human 
rights awareness.

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sustainability
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Performance
A total of
1,919 
Digi registered vendors 
has signed the ABC to date
• In 2020, all 130 newly registered 
vendors signed the Agreement of 
Responsible Business Conduct (ABC) 
which communicated our anti-
corruption policies and procedures. 
We conduct unannounced 
inspections annually to ensure 
compliance and mitigate risks. 
COMPLIANCE
ASSESSMENTS 
Minor findings involves issues concerning -
Major findings involves issues concerning Health and Safety issues
 
Health and Safety
 
Prohibited Business Practices
 
Human Rights
 
Labour Rights and Working 
Conditions
 
Environment
 
ABC/SCP Requirements
 
Privacy, Freedom of Expression & 
Data Protection
 
Relationship with applicable law
2% 3% 3%
34%
10%
22%
17%
9%
HUMAN RIGHTS 
Human rights are fundamental to our business, in protecting the inherent dignity of human beings, especially in the digital age. Digi 
is committed to respecting human rights and we take measures to mitigate and minimise the risk of potential misuse across our 
value chain, encompassing our operations, products and business engagements. Our Code of Conduct, policies, vision and values 
and Supplier Conduct Principles provide Digi with a common approach as to how we treat each other, how we serve our customers, 
how we run our business and our obligations to society.
Governance
Human Rights is a cross cutting issue and followed up by several different functions within Digi, including Sustainability, Supply 
Chain Sustainability, Privacy (Local Authority Requests), Compliance and Labour Law, and Human Resource. Digi, as part of Telenor 
Group is committed to respecting human rights as set out in the UN Guiding Principles on Business and Human Rights, Children’s 
Rights and Business Principles, and the UN Global Compact.

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ADDRESSING POTENTIAL RISKS  
AND IMPACTS TO OUR BUSINESS
RAISING STANDARDS & 
ENGAGEMENTS
EMPLOYING TRANSPARENCY
• Policies and processes – 
- The principle of respecting human 
rights is anchored in our Code.
- The human rights aspect is 
reinforced in the renewed 
Employee Handbook and 
introduced to Digizens
- Implementation of business 
partner compliance risk 
management in which the principle 
of respecting human rights is 
anchored in the Code and Supplier 
Conduct Principles (SCP) and due 
diligence is a policy requirement. 
• Development of topical human rights 
due diligence toolkit based on the 
UN Guiding Principles (UNGP) on 
Business and Human Rights. 
• Training and awareness – In 
association with Business for Social 
Responsibility (BSR), we organised 
virtual human rights training for key 
functions in Digi. Topics covered 
include human rights implications 
on business decisions and impact on 
company performance. Simulations 
of real-life examples on human rights 
violations were conducted to better 
plan for mitigation of human rights 
risks that may arise across Digi’s 
value chain. BSR is a global nonprofit 
business network and consultancy 
organisation.
	 Further details are available in the 
“Ethics and Compliance” and “Supply 
Chain Sustainability” sections. 
• Ensuring health and safety 
practices, and training plans were 
communicated to in-house and third 
party contract staff, to mitigate 
potential risks due to Covid-19
• Enforce requirements for decent 
working and housing conditions, and 
precautionary hygiene measures 
undertaken for foreign workers in 
our supply chain
• Digi as part of Telenor Group is a 
member of the Global Network 
Initiative (GNI), UN Global Compact 
(UNGC) and GSMA
• Responding to Authority Requests
- In Malaysia, law enforcement 
agencies (LEAs) and other 
authorities have the legal power 
to access the personal data we 
possess or information from our 
networks. Authorities typically 
require this information to 
solve criminal cases, prevent 
serious security threats or help 
find missing people.  It is our 
responsibility to respect individual 
privacy, continuously improve our 
practices, and discuss challenges 
we face with relevant stakeholders. 
In addition, we take guidance 
from Telenor Group’s approach in 
managing authority requests. 
-  Freedom of expression is another 
human rights aspect important to 
us. Our long-standing commitment 
and systematic work on this 
aspect is guided by international 
frameworks such as the UNGP and 
GNI Principles.
 
Key Initiatives

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sustainability
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Ensuring privacy and security of customers’ data
Protecting the freedom of expression and privacy rights of customers
Online safety and other steps to protect the rights of vulnerable groups in society such as children and minorities
Increasing access to technologies
Compliance with labour standards 
Ensuring health and safety of employees and contractors
Preventing discrimination of any kind on the basis of race, gender identity or expression, religion, nationality, marital 
status, age, and disability among others
Respecting land rights when building and maintaining networks
Human Rights issues most salient for Digi

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DIGITAL RESILIENCE
We continue to drive thought leadership and solid momentum in keeping children and young people safe through responsible and 
resilient digital citizenship. Technological advancements foster innovative developments; hence we work to ensure children and 
young people are safe and assist them navigate through the digital world responsibly. 
We work with various like-minded partners such as Telenor, Ministry of Communications & Multimedia, Malaysian Communications 
and Multimedia Commission (MCMC), Ministry of Education Malaysia (MOE), Malaysian Digital Economy Corporation (MDEC), 
UNICEF Malaysia, Google, and many others to drive our ambition to develop digital competencies and resilience of Malaysians. 
This year, we have engaged more than 115,000 students and sustained our leadership position in tackling different aspects of 
online safety. 
Key Initiatives
In collaboration with MOE and Google Malaysia, we launched 
the second iteration of the Yellow Heart CyberSAFE in Schools 
competition in conjunction with Safer Internet Day 2020. The 
competition this year focuses on the issue of disinformation 
through audio visual manipulation such as deepfakes and 
shallowfakes, which are emerging online risks among an 
increasingly connected and advanced digital space. Deepfakes 
uses AI or complex technologies to manipulate a voice, face or 
image to create digitally altered media while shallowfakes or 
also known as cheapfakes is more of crude videos that have 
been selectively edited to misrepresent information or even 
just simple tricks of mis-labelling content with an intention 
to discredit or disinform. Both technologies have become 
increasingly popular and embraced by young people who use 
them to simply make fun of their friends, as a tool to spread 
false news and launch targeted attacks through realistic 
doctored videos, especially on social media. The competition 
was open to all primary and secondary students nationwide, 
and they were required to watch a video-story themed around 
disinformation and to come up with a solution by providing a 
creative ending to the story. 
YELLOW HEART CYBERSAFE IN SCHOOLS COMPETITION 
Digi partnered with Child Rights Innovation & Betterment 
(CRIB Foundation) to host a webinar session to raise 
awareness on industry best practices on issues relating to 
child rights. 130 participants comprising representatives 
from NGOs and other organisations joined the session. The 
session has registered over 1,500 views.
CHILD RIGHTS 2020 WEBINAR 
In conjunction with Safer Internet Day 2020, we 
participated in an engagement forum titled ‘Fostering 
Digital Fluency in the 21st Century’ organised by 
CyberSecurity Malaysia to discuss matters pertaining to 
the theme of digital fluency and cybersafety empowerment 
in Malaysia. 
Safer Internet Day 2020
Watch the video

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sustainability
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In partnership with UNICEF and other partners, we conducted 18 virtual training workshops on online safety, covering all states 
in Malaysia and having reached 2,403 students and 716 teachers.
ANNUAL KINDNESS WEEK 
We conducted 4 virtual training sessions covering various themes on internet safety for teachers and students through the @
KitaConnect movement by UNICEF Malaysia. @KitaConnect is a Telegram channel for young people to stay connected, receive 
support and inspire action amongst other young people across Malaysia.
@KITACONNECT 
With the rising cases of Malaysians falling victim to scams and frauds, we embarked on an awareness campaign to educate 
customers on common and pervasive cyber-scams and digital fraud such as Wangiri and SMS Scams. The campaign was carried 
out across all Digi online platforms and targetted SMS blasts since November. The multi-lingual SMS blast was sent to over 
600,000 Digi customers. A dedicated community portal was also created to keep our customers updated on recent scams and 
fraud trends, as well as the option to report. Visit here for more details. 
CAMPAIGN TO BATTLE SCAMS & FRAUD

32
sustainability
data
Sustainability
Data 
Scope and Boundary
Our sustainability performance disclosure covers the activities of our wholly owned subsidiary, Digi Telecommunication Sdn 
Bhd for the calendar year 1 January to 31 December 2020, unless otherwise stated. We have included minimum of two years of 
historically tracked data for key indicators.
Reporting Principles
Our sustainability performance disclosure takes guidance from Bursa Malaysia’s Sustainability Reporting Guide (Second edition) 
and adapting some of the best practices relevant to our business.
In addition, the compilation is also in accordance with the Telenor Group Non-Financial Reporting Procedures, and Digi’s Standard 
Operating Policy and Procedures on Sustainability Reporting. These policies and procedures provide guidance on the scope and 
boundaries of reporting, roles and responsibilities, internal control processes, and definitions for all reported parameters. We 
also adhere to established reporting standards such as the Greenhouse Gas Emissions Protocol and the CDP. We have also been 
reporting our environmental impact and the actions taken to reduce them to the CDP since 2009. In the past few years, Digi’s 
environmental data has been included in Telenor Group's submission to the CDP, for which we have achieved a leadership index 
status in 2017.

33
GRI Data
Responsible Business
Climate Change & Environment
Unit
2018
2019
2020
Anti-Corruption
Material cases of corruption
Number
0
0
0
Supply Chain Sustainability
Signed Agreement of Business Conduct
Number
162
111
130
Inspections conducted
Number
464
460
511
Incidents of major non-compliance1
Number
8
4
5
Incidents of minor non-compliance2
Number
35
0
194
Contractors suspended <6 months
Number
2
0
0
Contractors terminated
Number
6
4
3
Fatalities3
Number
0
0
0
Supplier training
Hours
2,060
2,594
2,426
Unit
2018
2019
2020
Energy Consumption
Total direct energy used
GWh
57.20
43.47
43.87
Network
GWh
46.60
37.96
38.46
Fleet
GWh
10.54
5.45
5.37
Buildings
GWh
0.06
0.06
0.04
Total indirect energy used
GWh
230.00
250.57
236.06
Network
GWh
223.07
243.67
230.36
Buildings
GWh
6.79
6.90
5.70
Total energy consumption
GWh
287.20
302.00
283.30
Energy use per end use customer
KWh/customer
24.60
26.70
27.10
Solar power generated (Network)
GWh
0.41
0.08
0.14
Carbon Emissions
Total Scope 1 emissions
Tonnes CO2e
11,738.00
10,677.00
10,737.00
Network
Tonnes CO2e
11,238.00
9,253.90
9,401.31 
Fleet vehicles
Tonnes CO2e
499.95
1,423.10
1,335.67
Building
Tonnes CO2e
0.03
0.03
0.02
Total Scope 2 emissions
Tonnes CO2e
153,769.00
162,870.00
155,471.42 
Network
Tonnes CO2e
149,226.49
158,385.00
151,688.78 
Buildings
Tonnes CO2e
4,542.51
4,485.00
3,782.64
Total Scope 3 emissions
Tonnes CO2e
1,782.00
1,653.00
744.45
1 Major non-compliance includes climbing base station without a Work At Height Permit, safety harness, and safety shoes on site
2 Minor non-compliance includes illegal labour, no first aid kits, no fire extinguisher.
3 Fatalities of any worker of contractors or sub contractor
sustainability
data

34
Unit
2018
2019
2020
Carbon Emissions
Air travel
Tonnes CO2e
878.74
802.67
171.94
Leased vehicles
Tonnes CO2e
849.16
850.12
572.51
Total carbon emissions
Tonnes CO2e
167,235.00
175,200.00
166,953
Carbon emission per customer
Tonnes CO2e/customer
0.014
0.016
0.016
Carbon intensity per data usage
Tonnes CO2e/terabyte
0.18
0.13
0.09
Other environment indicators
E-waste collected
Tonnes
145
29
47
Municipal waste
Tonnes
284
281
251
Water consumption
m3
102,548
93,770
78,856
Unit
2018
2019
2020
Gender
Male
Numbers
808
777
733
Female
Numbers
804
758
740
Total
Numbers
1,612
1,535
1,473
Race
Bumi
%
2
2
2
Malay
%
28
29
29
Chinese
%
51
51
51
Indian
%
16
15
15
Others
%
3
3
3
Age
20-29
%
17.6
15.8
14.5
30-39
%
44.9
43
40.9
40-49
%
31.3
34.1
36.0
50-59
%
6
7
8.3
> 60
%
0.2
0.1
0.3
Other indicators
% of women in leadership 4
%
46
46
47
Employee Effectiveness Index Score
%
N/A. Data for 
Engagement 
and Enablement 
scores for 2018 
can be found in 
Digi Sustainability 
Report 2018.
65
71
Lost Time Injury Frequency 5
No/Million hours
0.27
0
0
% of employees under bargaining agreement
%
38.7
33
30
Average total training hours 6
Hours
64
51.3
59.8
Turnover (Male) 7
Numbers
166
122
107
Turnover (Female) 7
Numbers
96
113
135
sustainability
data
Winning Team
4 Up to CXO -2 level managers .
5 LTIF is based on 9 working hours x actual working days in a year (minus leave and public holidays) x number of employees
6 Based on total training hours divided by number of Digi permanent employees. For 2020, only online learning hours were accounted in.
7 This includes Digi employees, voluntary and involuntary resignation.

35
GRI TABLE
sustainability
data
GRI 101 Foundation
GRI 101 does not include any disclosures 
GRI 102 General 
Disclosures
Standard disclosure
Digi response
Organisational Profile
102-1
Name of the organisation
Digi.Com Berhad
102-2
Activities, brands, products, 
and services
Digi Integrated Annual Report 2020 – About Digi - p.2, How We Create Value – p.46
102-3
Location of headquarters
Lot 10, Jalan Delima 1/1, Subang Hi-Tech Industrial Park, 40000 Subang Jaya, Selangor, 
Malaysia
102-4
Location of operations
Digi only operates in Malaysia.
102-5
Ownership and legal form
Digi.Com Berhad Memorandum and Articles of Association
102-6
Markets served
Digi Integrated Annual Report 2020 – Our Operating Landscape - p.26, The Value We 
Created - p.4
102-7
Scale of the organisation
Digi Integrated Annual Report 2020 – Corporate Structure - p.3, Our Operating 
Landscape - p.26, The Value We Created - p.4
Digi Sustainability Performance 2020 – Diversity and Inclusion, and Talent 
Development – p.19
102-8
Information on employees and 
other workers
Digi Integrated Annual Report 2020 – How We Create Value (Human Capital) - p.58
Digi Sustainability Performance 2020 – Diversity and Inclusion, and Talent 
Development – p.19
102-9
Supply chain
Digi Integrated Annual Report 2020 – How We Create Value (Social & Relationship 
Capital) - p.69
102-10
Significant changes to the 
organisation and its supply 
chain
Digi Integrated Annual Report 2020 – How We Create Value (Manufactured Capital) – 
p.52, (Social & Relationship Capital) - p.69
102-11
Precautionary Principle or 
approach
Digi Integrated Annual Report 2020 – Our Identified Key Risks – p.34
 
102-12
External initiatives
As part of Telenor Group, Digi subscribes or endorses the following initiatives :
• UN Global Goals for Sustainable Development
• GRI
• CDP (formerly known as Carbon Disclosure Project)
• Principles of the World Economic Forum
• Business for Social ResponsibilityTM
102-13
Membership of associations
• Business Integrity Alliance (BIA)
• Malaysian Investor Relations Association (MIRA)
• CEO Action Network Working Group
As part of Telenor Group, Digi is a member of :
• GSMA
• The Telecommunications Industry Dialogue, which has observer status in the GNI, 
and the Global e-Sustainability Initiative

36
sustainability
data
GRI 102 General 
Disclosures
Standard disclosure
Digi response
Strategy
102-14
Statement from senior 
decision-maker
Digi Integrated Annual Report 2020 – Chair of the Board’s Statement - p.12
Digi Integrated Annual Report 2020 – CEO’s Statement - p.15
Digi Integrated Annual Report 2020 – CFO’s Statement - p.18
Digi Sustainability Performance 2020 – Our View On Managing Sustainability - p.2
102-15
Key impacts, risks, and 
opportunities
Digi Integrated Annual Report 2020 – Our Key Risks - p.34, Our Emerging 
Opportunities - p.41
Ethics & Integrity
102-16
Values, principles, standards, 
and norms of behavior
Digi upholds the highest standards of corporate ethics for long-term value creation 
that contributes directly to improved business performance. Digi's strategy 
emphasises the need to maintain a culture that safeguards the responsible and 
sustainable business practices, built on a solid foundation of strong moral values and 
a deep sense of integrity. This is maintained by establishing a business environment 
with partners who share our commitment to high standards of ethics and integrity, 
and ensuring the right principles of anti-corruption, customer privacy, consumer 
responsibility, supply chain sustainability, and safe use of equipment are upheld across 
our business.
http://www.digi.com.my/aboutus/corporate_overview/governance.html
102-17
Mechanisms for advice and 
concerns about ethics
Digi Integrated Annual Report 2020 – The Value We Created (Social & Relationship 
Capital) - p.68
Digi Sustainability Performance 2020 – Ethics & Compliance - p.22
Governance
102-18
Governance structure
Digi Integrated Annual Report 2020 – Corporate Governance Overview Statement - 
p.79
Digi Sustainability Performance 2020 – Sustainability Governance - p.3
102-19
Delegating authority
Digi Corporate Governance  – Terms of Reference – Board Charter and CEO Charter
102-20
Executive-level responsibility 
for economic, environmental, 
and social topics
Digi Integrated Annual Report 2020 - Management Profiles – p.77
102-21
Consulting stakeholders on 
economic, environmental, and 
social topics
Digi Integrated Annual Report 2020 – Our Key Relationships - p.29
102-22
Composition of the highest 
governance body and its 
committees
Digi Integrated Annual Report 2020 – Board of Directors’ Profiles - p.72
Digi Integrated Annual Report 2020 – Corporate Governance Overview Statement - 
p.79
102-23
Chair of the highest 
governance body
Digi Integrated Annual Report 2020  – Board of Directors’ Profiles - p.72
102-24
Nominating and selecting the 
highest governance body
Digi Integrated Annual Report 2020 – Corporate Governance Overview Statement - 
p.79
102-25
Conflicts of interest
Digi Integrated Annual Report 2020 – Corporate Governance Overview Statement - 
p.79
102-26
Role of highest governance 
body in setting purpose, 
values, and strategy
Digi Senior Management Team undertake the responsibilities with regards to driving 
the purpose, values and strategy, and is directly involved in the day-to-day running and 
operational matters of the organisation. 
Digi Integrated Annual Report 2020 – Management Profiles - p.77

37
sustainability
data
GRI 102 General 
Disclosures
Standard disclosure
Digi response
102-27
Collective knowledge of 
highest governance body
Digi Integrated Annual Report 2020 – Corporate Governance Overview Statement - 
p.79
102-28
Evaluating the highest 
governance body’s 
performance
Digi Integrated Annual Report 2020 – Corporate Governance Overview Statement - 
p.79
102-29
Identifying and managing 
economic, environmental, and 
social impacts
Digi Integrated Annual Report 2020 – Statement on Risk Management and Internal 
Control - p.97
102-30
Effectiveness of risk 
management processes
Digi Integrated Annual Report 2020 – Statement on Risk Management and Internal 
Control - p.97
102-31
Review of economic, 
environmental, and social 
topics
Digi Integrated Annual Report 2020 – Statement on Risk Management and Internal 
Control - p.97
102-32
Highest governance body’s 
role in sustainability reporting
Digi Sustainability Performance 2020 is reviewed and approved by Digi Management 
Team and Digi Board. 
102-33
Communicating critical 
concerns
Digi Integrated Annual Report 2020 – Statement on Risk Management and Internal 
Control - p.97
102-34
Nature and total number of 
critical concerns
N/A
102-35
Remuneration policies
Digi Integrated Annual Report 2020 – Directors’ Report – p.106
102-36
Process for determining 
remuneration
Digi Integrated Annual Report 2020 – Directors’ Report – p.106
102-37
Stakeholders’ involvement in 
remuneration
N/A
102-38
Annual total compensation 
ratio
N/A
102-39
Percentage increase in annual 
total compensation ratio
N/A
Stakeholder engagement
102-40
List of stakeholder groups
Digi Integrated Annual 2020 – Our Key Relationships - p.29
102-41
Collective bargaining 
agreements
30% of employees are covered by collective bargaining agreement as at 31 Dec 2020.
102-42
Identifying and selecting 
stakeholders
Digi Integrated Annual Report 2020 – Our Key Relationships - p.29 
102-43
Approach to stakeholder 
engagement
Digi Integrated Annual Report 2020 – Our Key Relationships - p.29 
102-44
Key topics and concerns raised
Digi Integrated Annual Report 2020 – Our Key Relationships - p.29 
102-45
Entities included in the 
consolidated financial 
statements
Digi Integrated Annual Report 2019 – Audited Financial Statements - p.105

38
sustainability
data
GRI 102 General 
Disclosures
Standard disclosure
Digi response
102-46
Defining report content and 
topic Boundaries
Digi Integrated Annual Report 2019 – Our Material Matters - p.38
102-47
List of material topics
Digi Integrated Annual Report 2019 – Our Material Matters - p.38
102-48
Restatements of information
Data for digital volume of self-served channels for Year 2018 and 2019 has been 
restated.  Please refer to Sustainability Performance - Customer Satisfaction - p.13  
102-49
Changes in reporting
Nil
102-50
Reporting period
Calendar year 2020
102-51
Date of most recent report
Previous report published in 2020, covering calendar year 2019
102-52
Reporting cycle
Annual
102-53
Contact point for questions 
regarding the report
Philip Ling Oon Hun
E-mail: ohling@digi.com.my
102-54
Claims of reporting in 
accordance with the GRI 
Standards
GRI-referenced claims 
102-55
GRI content index
Digi Sustainability Management - https://www.digi.com.my/sustainability/reporting.html 
102-56
External assurance
Digi Integrated Annual Report 2020 – Independent Assurance Report - p.181
An independent assurance of selected sustainability indicators from this report has 
been done by PwC PLT.
GRI 103 Management
Approach
Standard disclosure
Digi response
103-1
Explanation of the material 
topic and its Boundary
Digi’s annual sustainability reporting is prepared in accordance to reporting guidance 
by Bursa Malaysia, UN Global Compact – Communication on Progress (COP) as well 
as Global Network Initiative (GNI) Guiding Principle and assessment. Sustainability 
performances are also disclosed in line with reporting frameworks such Global 
Reporting Initiative (GRI), CDP and UNGP Reporting Framework. 
All material topics selected are relevant throughout our value chain. We have taken 
into account the following factors during Digi’s materiality assessment process :
• Reasonable economic, environmental, and/or social impacts identified through 
sound investigation with external expert bodies such as GSMA, GeSI, CDP, GNI, and 
BSRTM
• The interests and expectations of wide group of stakeholders specifically invested in 
Digi 
• Broader economic, social, and/or environmental interests and topics raised by 
stakeholders such as regulators, suppliers, local communities, vulnerable groups, 
and civil society.  Special attention has been given to United Nations Sustainable 
Development Goals.
• Main topics and future challenges for the mobile and internet industry sectors, as 
identified directly by peers and representative organisations such as GSMA and 
GeSI Local laws and regulations, international agreements, or voluntary agreements 
of strategic significance to Digi and its stakeholders.
• Digi’s values, policies, strategies, operational management systems, goals, and 
targets.
• Consequences for Digi which are related to its impacts on the economy, the 
environment, and/or society such as risks to Digi’s business model or reputation.

39
sustainability
data
GRI 103 Management
Approach
Standard disclosure
Digi response
103-2
The management approach 
and its components
For Digi, the purpose of the management approach is to control major risks and 
opportunities for all material topics, regardless of whether they are financial or non-
financial. Material topics are in principle governed in the same way as described in our 
approach to Corporate and Sustainability Governance in general. For commitment 
targets and actions on our material aspects, please see Digi Integrated Annual Report 
2020 – How We Create Value - p.46
103-3
Evaluation of the management 
approach
Material topics are discussed in Digi Integrated Annual Report 2020 – How We 
Create Value - p.46 and Digi Sustainability Management - https://www.digi.com.my/
sustainability/reporting.html   
GRI 200 Economic 
Performance
Topic-Specific disclosure
Digi response
201-1
Direct economic value 
generated and distributed
Digi Integrated Annual Report 2020 – Our Operating Landscape - p.26, Chief Financial 
Officer’s Statement - p.18, 5-Year Financial Summary - p.21. Audited Financial 
Statements - p.106
201-2
Financial implications and 
other risks and opportunities 
due to climate change
Digi Integrated Annual Report 2020 – Our Operating Landscape - p.26, Our Key Risks 
– p.34
202-2
Proportion of senior 
management hired from the 
local community
Digi Integrated Annual Report 2020 – Management Profiles - p.77
203-1
Infrastructure investments 
and services supported
Digi Integrated Annual Report 2020 – 5-Year Financial Summary - p.21. Audited 
Financial Statements - p.106, How We Create Value - p.46
203-2
Significant indirect economic 
impacts
Digi Integrated Annual Report 2020 – Our Operating Landscape - p.26, How We 
Create Value - p.46
205-1
Anti Corruption – Operations 
assessed for risks related to 
corruption
Digi’s Anti-Corruption programme is initiated by providing capacity-building and 
regular training of employees. Our anti-corruption training ranges from e-learning 
programs, dilemma-training and other awareness activities. Digi’s commitment 
towards integrity and transparency is clearly stated in Digi’s Code of Conduct. The 
Code of Conduct is owned and approved by the Board, and all employees are required 
to sign it. 
Digi Integrated Annual Report 2020 – The Value We Created (Social & Relationship 
Capital) - p.68
Digi Sustainability Performance 2020 – Ethics & Compliance - p.22
205-2
Anti Corruption - 
Communication and training 
about anti-corruption policies 
and procedures
207-1
Approach to tax
Digi Integrated Annual Report 2020 – Notes to Financial Statements - p.132
GRI 300 
Environmental 
Performance
Standard disclosure
Digi response
302-1
Energy consumption within 
the organisation
Digi Integrated Annual Report 2020 – How We Create Value (Natural Capital) - p.62
302-3
Energy intensity
302-4
Reduction of energy 
consumption
305-1
Emissions
Digi Integrated Annual Report 2020 – How We Create Value (Natural Capital) - p.62
305-2
Emissions
305-3
Emissions
305-4
Emissions
305-5
Emissions

40
GRI 300 
Environmental 
Performance
Standard disclosure
Digi response
308-1
Supplier Environmental 
Assessment
We have included environmental sustainability as part of sourcing and screening of 
suppliers. 
GRI 400 Social 
Performance
Standard disclosure
Digi response
403-1
Occupational Health and 
Safety – Occupational health 
and safety management 
system
Digi pioneered the adoption of ISO 45001:2018 Occupation Health and Safety 
Management System certification. An exercise for recertification was performed and 
completed in October 2020. 
403-5
Occupational Health and 
Safety – Worker training on 
occupational health and safety
Digi Integrated Annual Report 2020 – How We Create Value (Human Capital) - p.58
403-9
Occupational Health and 
Safety – Work-related injuries
For the indicator 403-9;
Digi’s Long Term Injury Frequency calculation for 2019 has been independently 
verified through a limited assurance by PwC PLT*.
There were no work-related employee or in-house contractor fatalities reported in 
Digi for 2020.
Digi Integrated Annual Report 2020 – How We Create Value (Human Capital) - p.58
404-1
Training and Education – 
Average hours of training per 
year per employee
For the indicator 404-1;
Digi’s Employees’ Training Hours for 2020 have been independently verified through a 
limited assurance by PwC PLT*.
Digi Integrated Annual Report 2020 – How We Create Value (Human Capital) - p.58
404-2
Training and Education – 
Programs for upgrading 
employee skills and transition 
assistance programs
Digi Integrated Annual Report 2020 – How We Create Value (Human Capital) - p.58
404-3
Training and Education – 
Percentage of employees 
receiving regular performance 
and career development 
reviews
All employees shall receive regular performance and career development reviews 
regardless of category and gender. This is a set requirement.
405-1
Diversity and Equal 
Opportunity - Diversity 
of governance bodies and 
employees
Digi Integrated Annual Report 2020 – How We Create Value (Human Capital) - p.58
408-1
Child Labor - Operations and 
suppliers at significant risk for 
incidents of child labor
We conduct a human rights due diligence, including risk mapping in these areas and 
practise a zero-tolerance stand should there be any violations. To ensure compliance 
among suppliers, this aspect is a key risk assessment criteria during pre contract, and 
an annual Self-Assessment Questionnaire (SAQ) are mandatory to be completed by all 
registered vendors
409-1
Forced or Compulsory Labor 
- Operations and suppliers at 
significant risk for incidents of 
forced or compulsory labor
412-1
Human Rights Assessment 
- Operations that have 
been subject to human 
rights reviews or impact 
assessments
Through Telenor Group and in collaboration with BSRTM, we revisited our 
understanding of country risks, as well as exploring international trends and good 
practices for mitigation. We conduct yearly reviews and monitoring process on all 
related policies and manuals. 
Digi Sustainability Performance 2020 – Human Rights - p.27
412-2
Human Rights Assessment - 
Employee training on human 
rights policies or procedures
sustainability
data

41
GRI 400 Social 
Performance
Standard disclosure
Digi response
413-1
Local Communities - 
Operations with local 
community engagement, 
impact assessments, and 
development programs
For the indicator 413-1;
The number of engagements for Digi’s Yellow Heart Future Skills programme for 2020 
has been independently verified through a limited assurance by PwC PLT*.
Digi’s community outreach programmes are geared towards reducing inequalities 
through digital resilience and future skills learning, and enabling digital inclusion. 
Digi Integrated Annual Report 2020 – How We Create Value (Social Capital) - p.65
Digi Sustainability Performance 2020 – Digital Inclusion - p.14 
414-1
Supplier Social Assessment 
- New suppliers that were 
screened using social criteria
For the indicator 414-1;
The number of new suppliers signing Digi’s Agreement of Responsible Business 
Conduct (ABC) for 2020 has been independently verified through a limited assurance 
by PwC PLT*.
Digi evaluates the Supply Chain Principles (SCP) Risk for any existing or potential 
Supplier and/or its Sub Suppliers. 100% of new suppliers, numbering 130 were 
screened using labour practices criteria.
Digi Integrated Annual Report 2020 – How We Create Value (Social Capital) - p.65
414-2
Supplier Social Assessment - 
Negative social impacts in the 
supply chain and actions taken
In 2020, 3 vendors were terminated  for failing to meet our safety standards. 
Digi Integrated Annual Report 2020 – How We Create Value (Social Capital) - p.65
417-2
Marketing and Labeling - 
Incidents of non-compliance 
concerning product and 
service information and 
labeling
Digi is not aware of any incidents or non-compliances concerning product and service 
information and labelling in 2020.
417-3
Marketing and Labeling - 
Incidents of non-compliance 
concerning marketing 
communications
Digi is not aware of any incidents or non-compliances concerning marketing 
communications in 2020.
418-1
Customer Privacy - 
Substantiated complaints 
concerning breaches of 
customer privacy and losses 
of customer data
Digi is not aware of any substantiated complaints regarding breaches of customer 
privacy and losses of customer data in 2020. 
Digi Integrated Annual Report 2020 – How We Create Value (Intellectual Capital) - 
p.54
*Assurance in accordance with the approved standard for assurance engagements in Malaysia, International Standard on Assurance Engagements (“ISAE”) 
3000 "Assurance Engagements Other Than Audits or Reviews of Historical Financial Information". Please view the Assurance report under Digi Integrated 
Annual Report 2020 – Independent Limited Assurance Report - p.181
sustainability
data

You have reached the end of our report
Information of our sustainability performance can also be found in Section 4 : How 
We Create Value in the Integrated Annual Report. Our sustainability disclosure 
has been written in response to engagement and queries of investors and analysts, 
regulators, current and potential employees.
Feedback
Please direct your enquiries or feedback to:
Mr. Philip Ling
Head of Sustainability
ohling@digi.com.my
Lot 10, Jalan Delima 1/1,
Subang Hi-Tech Industrial Park,
40000 Subang Jaya, Selangor,
Malaysia.