SUSTAINABILITYREPORT

2023

Incorporated in Malaysia [Registration No.: 199801018294 (474423-X)]
A Public Company Listed on the Main Market of Bursa Malaysia and Main Board of Singapore Exchange

FINANCIAL YEAR ENDED

31 AUGUST 2023

TOGETHER, HEALTHIER, STRONGER
SCAN FORINTEGRATED ANNUALREPORT 2023

SCAN FORSUSTAINABILITYREPORT 2023

CREATINGSUSTAINABLE VALUEENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENT

Basis of This Report

Contents

SCOPE AND BOUNDARY REPORTING
Financial and non-financial reporting
This document stands as our official Sustainability Report. Within its pages, we explore our non-financial performance,
dissect opportunities, evaluate risks, and scrutinise outcomes associated to all stakeholders who influence over ourvalue generation. Our reporting predominantly centres on disclosures at the group level, unless otherwise specified.
Notably, there have been no substantial alterations to our organisational framework, ownership, or supply chain
throughout the reporting year.

FORWARD-LOOKING STATEMENTS
This report contains forward-looking statements concerning our business. While we believe these statements arereasonable, they inherently involve risks and uncertainties, however we shall fervently work towards the results anddevelopments outlined in the said statement. Forward-looking statements are valid only as of the date of this report,
and we do not undertake any obligation to update or revise them, except as required by law. It is essential for investors
to exercise caution and not place undue reliance on these forward-looking statements, given that actual results may
differ materially from what is projected due to factors beyond our control.
EXTERNAL ASSURANCE
This report follows governance rules and procedures to ensure accurate reporting of all financial and non-financial
data. The accuracy and reliability of this report have been confirmed through an assessment conducted by SIRIM QAS
International Sdn Bhd. Their assurance standard encompasses an evaluation of Top Glove’s sustainability reporting
practices, performance, and a comprehensive review of the underlying assumptions and processes that support the
Sustainability Report. The independent assurance statement from SIRIM QAS International Sdn Bhd can be found on
pages 87 to 89.
ACCESSING THE REPORTThis report is exclusively available in digital format. To view it, please visit our Company’s website at
http://www.topglove.com/sustainability. If you have any comments or suggestions regarding our Environmental, Social,and Governance disclosures and performance, please reach out to us via email at sustainability@topglove.com.my.
Navigating through the Sustainability Report 2023
Informs where to find more information online.

1

BASIS OF THIS REPORT2

CONTENTSSECTION 1
CREATING SUSTAINABLE VALUE
3
4
9
13

REGULATORY CONTEXT AND REPORTING FRAMEWORKS
This Sustainability Report adopts both local and global standards, which include:• International Integrated Reporting Council (IIRC) Framework• Framework and Sustainability Accounting Standards Board (SASB)• United Nations Sustainable Development Goals (SDGs)• Ten Principles of the UN Global Compact (UNGC)• Greenhouse Gas (GHG) Protocol• Malaysian Code on Corporate Governance (MCCG)• Global Reporting Initiative (GRI) Standards: Core Option• Bursa Malaysia Sustainability Reporting Guidelines 3rd Edition• Bursa Malaysia Corporate Governance Guide 4th Edition• Task Force on Climate-related Financial Disclosures (TCFD) Framework• International Financial Reporting Standards (IFRSs) by ISSB
• Sustainability rating criteria by index rating providers such as FTSE Russell ESG Ratings, Morgan Stanley CapitalInternational (MSCI) ESG Ratings, S&P Global Corporate Sustainability Assessment (CSA) and Bloomberg Gender
Equality Index (GEI)• Sustainability Policy Transparency Toolkit (SPOTT)• Climate Disclosure Project (CDP)• EcoVadis

OTHER INFORMATION

2023 Sustainability Highlights
Overview of Sustainability
Stakeholder Engagement
Material Matters

SECTION 2
ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND
RESTORE NATURE

As we navigate the everchanging post-pandemic
business landscape,our commitment tosustainability stands
strong, supported by ournotable achievements.

17
18
25
26
28
28
31
35
36

2023 Environmental Highlights
Physical Impacts of Climate Change
Greenhouse Gas Emissions
Energy Management
Environmental Compliance
Water Resource Management
Waste & Effluent Management
Sustainable Product Management
Biodiversity & Conservation

SECTION 3
Our teams’ dedication to sustainability has
resulted in a much improved Environmental,
Social & Governance (“ESG”) scoring, atestament to our alignment of actions withcommitments.
While challenges are bound to come our way,
our dedication, resilience, and innovative
spirit are the driving force that will see us
through. Together, we set forth on a journey
towards a more sustainable and prosperous
future. As we move forward, we urge our
employees, partners, and stakeholders tocontinue championing sustainability, notonly within our organisation but far beyond
it. Our collective creativity and innovation are
our greatest assets and will be instrumental
in taking our sustainability initiatives to newheights.
To all our internal and external stakeholders,
we say “thank you”. We appreciate yourtrust in Top Glove and are grateful foryour involvement in our quest for a moresustainable and prosperous future.
Lim Cheong Guan
Managing Director

SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN
39
40
45
50
51
60
63

2023 Social Highlights
Occupational Health & Safety
Human Rights & Labour Standards
Diversity, Equity & Inclusion
People Development
Security Management
Community Engagement

SECTION 4
GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENT
71
72
80
83
86

2023 Governance Highlights
Ethics, Integrity & Governance
Product Quality & Safety
Supply Chain Management
Customer Experience

SECTION 5
OTHER INFORMATION
87 Independent External Assurance Statement
90 GRI Content Index
94 SASB Content Index

CREATINGSUSTAINABLE VALUESECTION

1

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1CREATING SUSTAINABLE VALUE

3
22023 Sustainability Highlights

5
4Overview of Sustainability

Top Index Recognition

Secured the fifth consecutive year on the prestigious Dow Jones Sustainability Indices (DJSI) in 2023, ranked in the

Top 3% in the Healthcare Equipment and Supplies Industry, and recognised in S&P
Global’s annual Sustainability Yearbook 2023 as an ‘Industry Mover’.

Second consecutive year of inclusion in the Bloomberg
Gender Equality Index (GEI).

Maintained FTSE4Good 4-Star rating in 2023, signifying Top Glove’s
position in the Top 25% of ESG ratings among PLCs in the FBM
Emas Index, as assessed by FTSE Russell.
Top 13% in the FTSE Russell ESG Ratings among companies
in the Healthcare Sector, marking a notable improvement from our previous positionin Top 16%.
SUSTAINABILITY GOVERNANCE
Board Sustainability Committee
Membership Associations

UN Global Compact Network Malaysia & Brunei (UNGCMYB)
member to raise SDG Ambition together.

CEO Action Network (CAN)

3

towards shaping future ready andSupporter of the Task Force on Climaterelated Financial Disclosures (TCFD)

ESG-integrated business models and ecosystems.

in September 2023.

TOP GLOVE CORPORATION BHD

The Board Sustainability Committee’s (“BSC”) mandate androle descriptions, as outlined in the BSC Terms of Reference,encompasses its responsibilities for managing sustainabilityrelated risks and opportunities throughout the organisation.
The Committee ensures the Board stays updated on all ESG
matters as they emerge and the mitigation actions underway.
In keeping abreast on the dynamic sustainability landscape,the Committee recommends to the Board of Directors theircontinued upskilling and understanding of sustainability
through participation in training programmes, andconferences organised by regulatory bodies, government
bodies and NGOs. These programmes encompass events likethe Validation Meeting for the National Baseline Assessment
on Business and Human Rights, Sustainability Governanceand Reporting, ESG Designation Programmes, and more.
The committee also ensures that Programmes considerations
are carefully integrated into the organisation’s strategy, key
transaction decisions, and risk management processes.
While the Board is ultimately responsible for reviewing anddeliberating the Group’s targets and monitoring progress

towards those targets, the BSC enables this process byserving to bridge the communication with Management,
overseen by the Sustainability Steering Group (“SSG”). In theevent of significant updates, the SSG promptly escalates thematters to the Committee.
Sustainability Steering GroupThe SSG, led by the Managing Director, comprises the
Heads of various departments i.e. Group Engineering, HQ
Safety, Corporate Secretary, HQ Regulatory Affairs, HQ
IETS, Group HR, Group Procurement, Risk Management,
Top Glove Foundation, Marketing and IT. This diverse teamcollaboratively drives sustainability strategies and targets
within the organisation through bi-monthly meetings. Our
SSG is responsible for monitoring sustainability metrics,
following established principles. We adopt a multifaceted
approach to address sustainability risks, incorporatingEnterprise Risk Management adherence to a clearly defined
Sustainability Policy, alignment with national and global
frameworks, and the application of relevant sustainability
and ISO certifications. This comprehensive strategy enables
us to efficiently manage and mitigate risks while steadfastly
upholding our commitment to sustainability.

Sustainability Report 2023

4

CREATINGSUSTAINABLE VALUESECTION

1

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1CREATING SUSTAINABLE VALUE

Overview of Sustainability

Glove embarked on a significant sustainabilityToptransformation journey last year with the release of ourcomprehensive
plan,
“Top
Glove’s
Sustainability
Transformation: A Blueprint for FY2025” firmly grounded in
our Company’s mission and vision. This year, we remaincommitted to the ongoing pursuit of the objectives outlined
in our FY2025 blueprint.
In response to changing business dynamics, wehave made a strategic decision to re-evaluate andprioritise our operational strategies. While we anticipate
potential delays in the submission of our commitment due tothese changes, our unwavering spirit and ambition to meet
our sustainability goals based on science-based targets
remains steadfast.

In FY2023, we continued to advance our environmental
sustainability efforts by refining our Greenhouse Gases(“GHG”) calculations. We enhanced the accuracy of our GHG
accounting by updating our scope 2 calculations with the mostrecent emission factors. Additionally, we expanded our scope
3 emissions to include downstream leased assets.
Looking forward to FY2024, we are poised to take further
steps in our sustainability journey. Our forthcoming plansinclude the establishment of an in-house GHG guideline toensure even more precise calculations, and we will place aheightened focus on stakeholder engagement. Moreover,
we anticipate expanding our scope 3 categories in FY2024.
These initiatives are integral to our comprehensive strategy,
aimed at broadening the coverage of our GHG emissions
and further aligning our actions with our science-basedtarget commitments. We remain committed to making a
positive contribution to the environment and upholding our
responsibility to stakeholders, society, and the planet.

TOP GLOVE FY2025 SUSTAINABILITY BLUEPRINT STRUCTURE
To set key focus areas and measurable ESG targets or key performance indicators both quantitative andqualitative for FY2025
Ensuring safe human protection globally

GOVERNANCE
Strategic
ThemesENVIRONMENTAL

SOCIALTo tackle climate change
and restore nature

To be a people centriccorporate citizen

Goal 1:
Transitioning intoa net zero carbon
business
Sustainability
Goals

5
4

Overview of Sustainability

TOP GLOVE’S ONGOING SUSTAINABILITY
TRANSFORMATION STRATEGY

Company
Mission3
2

Goal 2:
Promoting inclusivity& respecting humanrightsGoal 3:
Improving community
livelihood

To create long-term value
through ethical businesspractices and continuous
stakeholder engagement

Goal 4:
Strengthening good
corporate governance& responsible
business culture
Goal 5:Emerging as a trusted
company with asustainable valuechain

Key SDGs
Alignment

FY2025 Sustainability Goals
Legend: Progress Tracking to FY2025
Progressing well and on track toachieve targets by FY2025

Progressing with slight delay, toreview current approach

Progressing but lagging, to review
and revise targets (if necessary)

Goal 1: Transitioning into a net zero carbon business
RelatedMaterial Topics

FY2025 Target

FY2023 Interim Goals

FY2023 Performance

1. Reduce carbon emission
intensity by 10% to 0.0176
tonnes/1,000 pcs glove1*

Reduce carbon emission intensity
by 4% to 0.0187 tonnes/1,000 pcs
glove1

Carbon emission intensity is at,
0.0207 tonnes CO2/1,000 pcs glove

2. Reduce electricity consumption
intensity by 10% to 7.76
kWh/1,000 pcs glove1

Reduce electricity consumption
intensity by 5% to 8.19 kWh/1,000
pcs glove1

Electricity intensity is at
9.35 kWh/1,000 pcs glove

3. Reduce natural gas
consumption intensity by 10%
to 0.279 MMBtu/1,000 pcs glove1

Reduce natural gas consumption
intensity by 3% to 0.300
MMBtu/1,000 pcs glove1

Natural gas consumption intensity
0.313 MMBtu/1,000 pcs glove

4. Reduce municipal water
consumption intensity by 34%
to 0.151 m3/1,000 pcs glove

Reduce municipal water
consumption intensity by 19% to0.186 m3/1,000 pcs glove

Achieved 22% reduction,
0.1796/1,000 pcs glove

5. Reduce scheduled waste
intensity by 13% to 0.140
kg/1,000 pcs glove

Reduce scheduled waste intensity by
7% to 0.148 kg/1,000 pcs glove

6. Divert disposal of scheduled
waste from licensed landfill by
74%

Divert disposal of scheduled wastefrom licensed landfill by 70%

7. Reduce solid waste by 20% to
8,248 tonnes

Reduce solid waste by 10% to 9,139
tonnes

8. 95% quantity of purchased ofinner boxes made with 100%
recycled material or FSC paper

85% quantity of purchased of innerboxes made with 100% recycledmaterial or FSC paper

Achieved 86% purchased of innerbox from 100% recycled material

9. Reduce a total of 25 types ofplastic bag thickness by 0.01mm

Reduce 5 types of plastic bag
thickness by 0.01mm

Reduced 2 types of plastic thickness

10. Procure bottles made with 50%
recycled plastic materials

Procure bottles made with 25%
recycled plastic materials

11. Procure refill packs for liquid
detergent by 50% of thequantity of bottles purchased

Procure refill packs for liquid
detergent by 25% of the quantity ofbottles purchased

12. Reduce usage of virgin plastic
resin in stretch film packaging
by 40%

Reduce usage of virgin plastic resin
in stretch film packaging by 20%(from 12-micron to 9-micron size)

Reduced the usage ofvirgin plastic resin by 19.2%

13. Reduce paper usage by 80% to12,600 kg

Reduce paper usage by 40% to37,800 kg

Reduced 80.8% of paper usage

14. Achieve 122 million pieces ofsales of Green Series ProductAchieve 85 million pieces of sales ofGreen Series Product15. Supply chain collaboration

One supply chain collaboration

GHG Emissions

EnergyConsumption

Water
Management
Waste & Effluent

Achieved 7% reduction,
0.147 kg/1,000 pcs gloves
Waste & Effluent
73% scheduled waste
diverted from licensed landfill
Waste & Effluent
Achieved 70% reduction of solid
waste

Identified bottles with recycledplastic materials but nil procured due
to changes in business landscape
Explored the refill packs but nil
procured due to changes in businesslandscape5

TOP GLOVE CORPORATION BHD

Physical Impactsof Climate Change
Physical Impactsof Climate Change
Physical Impactsof Climate Change

Physical Impactsof Climate Change

Physical Impactsof Climate Change
Waste & Effluent
Physical Impactsof Climate Change

Sold 196 million pieces of
Biodegradable Nitrile GloveOne collaboration with nitrile supplier

Sustainability Roadmap FY2022 to FY2025

EnergyConsumption

Physical Impactsof Climate Change

Note: All targets are set against FY2021 baseline unless stated otherwise.
1
Targets have been established based on the FY2022 baseline in line with the refinement of GHG accounting.
*
Reduction target for scope 1 & scope 2.

Sustainability Report 2023

6

CREATINGSUSTAINABLE VALUESECTION

1

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1CREATING SUSTAINABLE VALUE

Overview of Sustainability
Legend: Progress Tracking to FY2025

Progressing well and on track toachieve targets by FY2025

Progressing with slight delay, toreview current approach

FY2025 Target

FY2023 Interim Goals

1. BSCI: 100% factories audited
achieve “A” rating
2. SMETA: 100% factories audited
achieve not more than 5 NC/
factory

BSCI: 100% factories audited
achieve “A” rating
SMETA: 100% factories audited
achieve not more than 10 NC/factory

3. Conduct Human Rights Due
Diligence (HRDD) for 100% Top
Glove’s own operation

Conduct Human Rights Due
Diligence (HRDD) for 100% Top
Glove’s own operation

4. Create 30,000 job opportunities

Create 7,500 job opportunities

Progressing well and on track toachieve targets by FY2025

Progressing but lagging, to review
and revise targets (if necessary)

Goal 2: Promoting inclusively and respecting human rights
FY2023 Performance
BSCI: Achieved “B” rating for
1 out of 1 factory
SMETA: 17 out of 17 factories
audited with below 10 NC
Conducted 100% HRDD at
Top Glove’s own operation

RelatedMaterial Topics
Human
Rights, Labour
Management
Relations
Human
Rights, Labour
Management
Relations
Diversity, Equity &Inclusion

8,198 job opportunities created since FY2022

5. Achieve 50% female leadershipin managerial positions(manager and above)

Achieve 46% female leadership inmanagerial positions (manager andabove)

6. Reduce occupational accident
rate to 2.77 per 1,000 workers

Reduce occupational accident rate
to 3.0 per 1,000 workers

7. 95% of contractors to passsafety evaluation

85% of contractors to pass safety
evaluation

Achieved 52% female leadership

Diversity, Equity &Inclusion

Reduced accident rate by 2.85

Occupational
Health & Safety

100% contractor passed evaluation

Occupational
Health & Safety

Note: All targets are set against FY2021 baseline unless stated otherwise.

Goal 3: Improving community livelihood

2. Environment Pillar• Mangrove Nursery & Planting:
Project to plant 4,000
mangrove trees• Grow Green Project:
Propagate 5,363 potted plants
to create a greener work
environment
3. Community Pillar• Lend A Hand (LAH) Project:
Support 12,960 underservedfamilies in cash/kind

FY2023 Interim Goals

FY2023 Performance

RelatedMaterial Topics• Provide 3 scholarships to degree
students• Awarded 3-degree scholars

Local
Communities• Provide 60 reconditioned laptops
to underprivileged students• Distributed 64 reconditioned
laptops1• The planting of a cumulative totalof 2,000 mangrove trees• Propagate a cumulative total of
840 potted plants

Support 3,150 underserved families
in cash/kind

Note: All targets are set against FY2021 baseline unless stated otherwise.

7

TOP GLOVE CORPORATION BHD

Progressing with slight delay, toreview current approach

Progressing but lagging, to review
and revise targets (if necessary)

Goal 4: Strengthening good corporate governance & responsible business culture

1,820 job opportunities created

1. Education Pillar• Top Glove Scholarship Award:
Provide scholarships todegree students• EduShare Programme:
Provide reconditioned laptops
to underprivileged students

5
4Overview of Sustainability

Legend: Progress Tracking to FY2025

FY2025 Target

32• Planted cumulative total 2,150
mangrove trees since FY2022

2

Local
Communities,
Physical Impactsof Climate Change• Propagated 312 plants, bringing
the total to 850 potted plants• Supported 3,564 families

Local
Communities

FY2025 Target

FY2023 Interim Goals

FY2023 Performance

RelatedMaterial Topics

1.

To certify 2 additional factories with ISO
45001 Occupational Health & Safety
Management System

Additional 1 factory certified

Occupational Health& Safety

Achieve ISO 45001 Occupational
Health & Safety Management
System certification for 100% of
our operating factories(26 of manufacturing plants
operating in FY2023)1

Total 7 factories were certified as of FY2023

2. Achieve ISO 14001 Environmental
Management System
certification for 100% of ouroperating factories. (26 of
manufacturing plants operatingin FY2023)1

To certify additional 8 factories
with ISO 14001 Environmental
Management System

3. Achieve ISO 50001 Energy
Management System
certification for 100% of theselected factories.(6 selected
operating factories)2

To certify 3 selected factories with ISO
50001 Energy Management System

Retained certification for 3 factories

4. Maintain ISO 9001 Quality
Management System
certification for 100% of ouroperating factories

To certify all new glove and non-glove
factories with QMS or HACCP within 8
to 10 months

Retained certification for all existing
glove and non-glove factories

5. Achieve ISO 37001 AntiBribery Management System
certification for 100% entities.
(15 entities)

To certify 1 additional entity with ISO
37001 Anti-Bribery Management
SystemRetained certification forexisting 8 entities

6. Certify related factories with
FSC certification within 6months of customer request

Certify related factories with FSC
certification within 6 months ofcustomer request

Retained certification forexisting 4 factories

Additional 5 factories certified in
FY2023

Environmental
ComplianceTotal 23 factories were certified as of FY2023

EnergyConsumption

Product Quality &SafetyEthics, Integrity &Governance

Environmental
Compliance,
Human Rights,
Supply Chain
Management

The number of factories has been reduced from 43 to 26 due to changes in the number of operating factories.
The number of selected factories decreased from 12 to 6 due to changes in number of operating factories.

Goal 5: Emerging as a trusted company with a sustainable value chain
RelatedMaterial Topics

FY2025 Target

FY2023 Interim Goals

FY2023 Performance

1. Conduct supplier audit to 100%
active critical supplier (new andexisting) on ESG metrics

Conduct supplier audit to 100%
active critical supplier (based on totalpurchase) on ESG metrics

Accomplished 100% of active
critical supplier audited

2. To ensure 50% of active
suppliers within Grade A & B tocomply to ESG metrics

To ensure 10% of active suppliers
within Grade A & B to comply to ESG
metrics

45% of all active suppliers are within
Grade A & B

3. Achieve 70% traceability toplantations of natural rubber
sourcing

Achieve 100% traceability up tocollecting point of own concentrated
latex processing plant

Supply Chain
Management,
Environmental
Compliance,
Human Rights

Achieved 100% traceability up tocollecting point of own concentrated
latex processing plant

Supply Chain
Management,
Environmental
Compliance,
Human Rights
Physical Impactsof Climate Change

Sustainability Report 2023

8

CREATINGSUSTAINABLE VALUESECTION

1

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1CREATING SUSTAINABLE VALUE

Stakeholder Engagement
HOW ARE OUR STAKEHOLDERS CONNECTED?

Shareholders/Investors,
Analysts/Bankers

Governments/
Regulators

Our Value Chain

Employees
Employees are the vital force behind
the Group’s operations. Effective
leadership is essential to navigate theCompany and maintain its operations
in pursuit of Top Glove's long-term
objectives.

ENGAGEMENT CHANNELSAND FREQUENCY• Weekly Employee assembly• Weekly Engagement andannouncement in Viva Engage Platform• Bi annual Performance appraisal
review• Annual Employee satisfaction survey• Annual Business trips• Annual Tradeshows

Our products ensure safe humanprotection globally. Fulfilling
global customers’ needs is our
responsibility.

As needed• Meetings• Social compliance audit• Customer portal

Shareholders/Investors,
Analysts/Bankers
Shareholders and investors invest
in the Group’s business and weare compelled to deliver financial
performance and strategic decisions
for future prospect.

• Quarterly Analyst briefing• Annual Feedback forms• Annual General meetings
As needed• Analyst/fund managers/investor
meetings• Roadshows and conferences• Social media platform• Annual Audit and site visit
Suppliers
Suppliers are essential for sourcing
materials and services critical to our
production and customer deliveries.
We prioritise close and positive
relationships with them.

9

TOP GLOVE CORPORATION BHD

TOP 5 MATERIAL MATTERS
CONCERNEDAs needed• Meetings and dialogue sessions• Electronic procurement network• Trainings

Local
Communities

Suppliers

TOP GLOVE’S RESPONSE

NGOs

Employees

VALUE CREATED FORSTAKEHOLDERS

Media

Industry
Associations

Customers

CAPITAL

1.
2.
3.
4.
5.

Labour Management Relations
Product Quality & Safety
Environmental Compliance
Human Rights
Customer Experience

1. Independent social compliance audit
2. Townhall session for employees
3. Employee engagement survey
4. Employee accommodation upgradedaccording to standards
5. Product quality & safety, social andenvironment training
6. Tightened quality control

1. Greater productivity
2. Enhanced employer-employee
3. Employee well-being
improvement• Human• Social & Relationship• Intellectual

1.
2.
3.
4.
5.

Environmental Compliance
Supply Chain Management
Product Quality & Safety
Customer Experience
Human Rights

1. Environmentally friendly practices inmanufacturing processes
2. Traceability taskforce
3. Product pre-inspection before delivery
to customer
4. Customer satisfaction survey
5. Quality testing from finished product6. Independent social compliance audit,
BSCI & SMETA

1. Enhanced customer relationship
2. Increased brand relevanceglobally
3. Customer satisfaction
4. Business permits and productlicense renewal• Financial• Social & Relationship

Shareholders
1. Environmental Compliance
2. Supply Chain Management
3. Product Quality & Safety
4. Customer Experience
5. Human Rights

1. R&D and innovation
2. Automation and digitalisation
investment
3. ISO 37001 Anti-Bribery Management
System certification
4. Natural rubber traceability
5. Updated corporate website

1. Retained investors’ confidence
2. Transparency in corporate
governance reporting andpractices
3. Wider product range
4. Consistent product quality andlower production cost

• Financial• Human• Social & Relationship• Intellectual• Manufactured

1. Environmentally and responsible
handling, store, use and dispose ofmaterials
2. Business Partners’ Code of Conduct
3. Quality testing from finished product4. Supplier assessment/audit

1. Sustainable sourcing
2. Business reputation andintegrity assurance
3. Enhanced supplier relationship• Manufactured• Intellectual• Financial

As needed• Recreational, training andempowerment activities• Corporate events• Newsletters

Customers

5
4

Stakeholder Engagement

We are committed to actively involve our stakeholders through various channels, addressing their concerns, and meeting
their expectations. This approach allows us to align our key priorities with the broader interests of the economy, society, andthe environment. The outcomes of these engagements not only help us identify emerging market trends but also anticipate
challenges. Consequently, we can adjust our sustainability strategy and business activities to harmonise with the evolving
needs and expectations of all stakeholders.

STAKEHOLDERS

3
2

Investors, Analysts/Bankers
1. Labour Management Relations
2. Ethics, Integrity & Governance
3. Environmental Compliance
4. Human Rights
5. Supply Chain Management

1. Environmental Compliance
2. Ethics, Integrity & Governance
3. Product Quality & Safety
4. Labour Management Relations
5. Supply Chain Management

Sustainability Report 2023

10

CREATINGSUSTAINABLE VALUESECTION

1

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1CREATING SUSTAINABLE VALUE

Stakeholder Engagement

STAKEHOLDERS

Governments/
Regulators

We acknowledge that ouractivities may impact neighbouringcommunities. Our commitment
is to address their concerns
and contribute positively to thecommunity’s well-being.

Non-Governmental
Organisations
Non-Governmental Organisations(NGOs) offer valuable insights
into our social and environmental
initiatives. They also serve as a
crucial link connecting us with otherstakeholders.

ENGAGEMENT CHANNELSAND FREQUENCY

Different associations offer uniquemarket perspectives. Meaningful
engagement and partnerships withthem have the potential to enhance
the Group’s long-term growthprospects.

11

TOP GLOVE CORPORATION BHDTOP GLOVE’S RESPONSEVALUE CREATED FORSTAKEHOLDERSCAPITAL

1. Environmental Compliance
2. Human Rights
3. Labour Management Relations
4. Waste & Effluent
5. Ethics, Integrity & Governance1. Compliance to Environmental Quality
Act, 1974
2. ISO 14001 Environmental
Management System certification
3. Compliance to Department ofEnvironment’s (DOE) standards
4. Steering committee for Human
Rights and social compliance audit
5. ISO 37001 Anti-Bribery Management
System

1. Sustainable sourcing
2. Business reputation and integrity
assurance
3. Business permits and productlicense renewal
4. Compliance to governmental
regulations• Social & Relationship• Natural• Intellectual

As needed• Engagement with local councils andresidence associations• Community support programmes

1. Waste & Effluent
2. Environmental Compliance3. Occupational Health & Safety
4. Human Rights
5. Physical Impacts of Climate
Change1. Compliance to Department ofEnvironment’s (DOE) standards
2. Direct and indirect emission
monitoring
3. Independent audits on social
compliance4. Top Glove Global Doctors (TGGD)
Medical & Dental Clinic is open to
local communities

1. Enhanced relationship with local
communities
2. Safer and cleaner living
environment for the local
communities
3. Harmonious community• Social & Relationship• NaturalAs needed• Formal/casual meetings• Campaigns• Collaborations

1. Environmental Compliance
2. Human Rights
3. Labour Management Relations
4. Ethics, Integrity & Governance
5. Waste & Effluent

1. ISO 14001 Environmental
Management System certification
2. Independent audits on social
compliance
3. ISO 37001 Anti-Bribery Management
System certification
4. Compliance to Department ofEnvironment’s (DOE) standards

1. Enhanced relationship withNGOs
2. Enhanced reputation of theCompany among the generalpublic• Social & Relationship• Intellectual

1. Independent audits on social
compliance
2. Adherence to Environmental Quality
Act, 1974
3. ISO 37001 Anti-Bribery Management
System
4. FY2025 Sustainability Roadmap
Blueprint

1. Improved reputation and brandrelevance
2. Transparency in providing
information to all pertinent
stakeholders• Social & Relationship

1. Independent audits on social
compliance
2. Innovation through R&D
3. Investment in automation anddigitalisation
4. Whistleblowing channel
5. ISO 14001 Environmental
Management System certification

1. Continuous support fromindustry peers
2. Informational updates about theindustry
3. Stronger relationship with ourpeers
4. Industry peers assuredof business integrity andsustainability• Social & Relationship• Intellectual

Media

Industry
Associations

TOP 5 MATERIAL MATTERS
CONCERNEDAs needed• Formal meetings• Quarterly Financial results briefings

The media has great influence overthe public perception of the Group.
Positive or negative media reporting
may respectively boost or damage
the Group’s reputation.

5
4

Stakeholder Engagement

Governmental bodies regulate our
day-to-day business activities. We arecommitted to adhering to all relevant
local, national, and international laws
and regulations.

Local Communities

32

As needed• Interviews• Media inquiries

As needed• Formal meetings

1. Labour Management Relations
2. Human Rights
3. Environmental Compliance
4. Ethics, Integrity & Governance
5. Physical Impacts of Climate
Change1. Human Rights
2. Product Quality & Safety
3. Ethics, Integrity & Governance
4. Labour Management Relations
5. Environmental Compliance

Sustainability Report 2023

12

CREATINGSUSTAINABLE VALUESECTION

1

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1CREATING SUSTAINABLE VALUE

Material Matters

Materiality Methodology
In July 2022, we conducted a minor materiality assessment1, building on the formal and comprehensive assessment performed
in FY2021. This additional assessment was prompted by the ongoing transition phase the glove industry is navigating postpandemic. For minor materiality assessment, we identified 17 material matters crucial to our operations and sustainability
initiatives.
For additional details regarding our FY2022 materiality assessment and matrix, kindly consult the Top Glove’s Sustainability Report for FY2022.

Identification ofMaterial Issues

5
4

Material Matters

Top Glove conducts a comprehensive materiality assessment at least once every four years and minor assessment every two
years.

1

3
2

Alignment ofMaterial Issues

Stakeholder
Identification &Prioritisation

Environmental

SocialPhysical Impacts of
Climate Change

Occupational Health & Safety

Greenhouse Gases (GHG)
Emissions

Human Rights

Energy Consumption

Labour Management Relations

Environmental Compliance

Diversity, Equity & Inclusion

Water Management

Security Management

Waste & Effluent

Local Communities

Governance

Ethics, Integrity & Governance

Product Quality & Safety

Supply Chain Management

Customer Experience

PHYSICAL IMPACTS OF CLIMATE CHANGE
Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Suppliers, Governments/Regulators

Related UN SDGs

Approach, Initiatives and Metrics
Read more on pages 19 to 24

Approval by the
Board of Directors

Validation by the
Executive Committee

Stakeholder
Engagement

GREENHOUSE GASES (GHG) EMISSIONS
Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Suppliers, Governments/Regulators

For FY2023, we took the important step of conducting amateriality validation, which has been thoroughly reviewed
and received approval from our Board of Directors. Thisvalidation process considered a range of internal andexternal factors, including:
1) External and internal stakeholder expectation
2) Peer assessment
3) Global mega trends and global risk4) External ESG ratings requirement

Materiality Assessment Guideline
Scan the QR Code to view Materiality
Assessment Guideline

https://www.topglove.com/downloadgovernance/
policies/57/materiality-assessment-guideline

After conducting a thorough review and validation process, we have identified 16 material issues that are integral to ouroperations. This refined list now excludes Infectious Diseases and Indirect Economic Impacts as material topics. Furthermore,
we have recognised Greenhouse Gases (“GHG”) Emissions as a vital component of our material matters for FY2023. GHG
emissions are a crucial focus area for our sustainability efforts, reflecting our commitment to addressing environmental
concerns and reducing our carbon footprint.

Related UN SDGs

Approach, Initiatives and Metrics
Read more on page 25

ENERGY CONSUMPTION
Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Suppliers, Governments/Regulators

Related UN SDGs

Approach, Initiatives and Metrics
Read more on pages 26 to 27

ENVIRONMENTAL COMPLIANCE
Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Suppliers, Governments/Regulators, Local Communities,
NGOs

Related UN SDGs

Approach, Initiatives and Metrics
Read more on page 28

13

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

14

CREATINGSUSTAINABLE VALUESECTION

1

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1CREATING SUSTAINABLE VALUE

Material Matters

5
4Material Matters

WATER MANAGEMENT
Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Suppliers, Local Communities

3
2

SECURITY MANAGEMENT
Related UN SDGs

Affected Stakeholders
Employees, Local Communities

Related UN SDGs

Approach, Initiatives and Metrics
Read more on pages 60 to 62

Approach, Initiatives and Metrics
Read more on pages 29 to 30

LOCAL COMMUNITIESWASTE & EFFLUENT
Affected Stakeholders
Governments/Regulators, Local Communities, NGOs

Related UN SDGs

Affected Stakeholders
Employees, Local Communities, NGOs

Related UN SDGs

Approach, Initiatives and Metrics
Read more on pages 63 to 70

Approach, Initiatives and Metrics
Read more on pages 31 to 35

ETHICS, INTEGRITY & GOVERNANCE
OCCUPATIONAL HEALTH & SAFETY
Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Suppliers, Governments/Regulators

Related UN SDGs

Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Suppliers, Governments/Regulators, NGOs

Related UN SDGs

Approach, Initiatives and Metrics
Read more on pages 71 to 78

Approach, Initiatives and Metrics
Read more on pages 40 to 44

PRODUCT QUALITY & SAFETY
HUMAN RIGHTS
Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Governments/Regulators, Local Communities, NGOs

Related UN SDGs

Affected Stakeholders
Employees, Customers, Shareholders/Investors, Suppliers

Related UN SDGs

Approach, Initiatives and Metrics
Read more on pages 80 to 82

Approach, Initiatives and Metrics
Read more on pages 45 to 49
SUPPLY CHAIN MANAGEMENT
Affected Stakeholders
Employees, Customers, Shareholders/Investors, Suppliers

LABOUR MANAGEMENT RELATIONS
Affected Stakeholders
Employees, Shareholders/Investors, Suppliers,
Governments/Regulators, NGOs

Related UN SDGs
Approach, Initiatives and Metrics
Read more on pages 83 to 85

Approach, Initiatives and Metrics
Read more on pages 45 to 49

CUSTOMER EXPERIENCE
Affected Stakeholders
Employees, Customers, Shareholders/Investors

DIVERSITY, EQUITY & INCLUSION
Affected Stakeholders
Employees, Customers, Shareholders/Investors,
Suppliers, Local Communities

Related UN SDGs

Related UN SDGs

Related UN SDGs

Approach, Initiatives and Metrics
Read more on page 86

Approach, Initiatives and Metrics
Read more on pages 50 to 58

15

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

16

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental

Environmental:
To Tackle Climate Change and Restore Nature
HIGHLIGHTS

5.68 GWh

green electricity being
utilised

Solid waste reduction by70%

Municipal water

reduction by 22%

Planted2,150
mangrove trees
to support biodiversity
conservation

GOAL 1:
TRANSITIONING INTO A NET ZERO CARBON BUSINESSPHYSICAL IMPACTS OF CLIMATE CHANGE
Management Approach:
We are mindful of the economic, environmental and social issues that may arise due to physical impacts of climate change.
Accordingly, we strictly manage our emissions from business operations and are prudent with resource consumption.
Top Glove acknowledges the growing significance of climate-related risks and opportunities in relation to our business andthe environment. We are committed to reducing the adverse environmental effects of our operations and supply chain while
capitalising on the potential benefits.

17

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

18

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental
CLIMATE RISK GOVERNANCE

Environmental
The Group is committed to promote risk management culture across the Company where such initiatives have been
conducted throughout FY2023:

On Sustainability governance, the Board is supported by the Board Sustainability Committee (“BSC”) which was establishedin March 2019 to strategically integrate sustainability across key aspects of Top Glove’s business. The BSC comprises of four
independent directors and is chaired by Ms. Sharmila Sekarajasekaran, Senior Independent Director. The BSC supervises Top
Glove’s sustainability risk and strategy, including climate-related risk and opportunities, and initiatives for climate mitigation
and adaptation. The BSC also oversees the establishment of targets and monitors progress towards these targets. Regular
updates on climate-related risks as well as opportunities are provided through structured reporting by the BSC during ourquarterly Board meetings. These updates cover emerging climate trends, regulatory changes, and strategic adjustments. The
Board assesses the necessary skills for climate-oriented strategies through evaluating current skills, predicting future needs,
capacity building, consulting industry associations, and aligning leadership.

Risk management training has been conducted by our in-house Risk Management department with
98% passing rate in post-test indicating training effectiveness. Additionally, newsletters focused onrisk issues and risk awareness have been circulated to enhance employee awareness and promotevigilance. The newsletter are intended to communicate important risk-related information, share bestpractices and provide insights on emerging risks and their potential impact on our organisation. By
keeping employees informed and engaged, we aim to foster a risk-awareness culture and empower
everyone to contribute to the identification, assessment and mitigation of risk.

The BSC is supported by the Sustainability Steering Group (“SSG”) which is led by our Managing Director and consists ofmembers of all Head of Departments across the Company. Collaborative efforts are undertaken with group departments
to ensure climate-related factors are integrated seamlessly into their operations. Through bimonthly meetings, the SSG
brainstorms on climate risk matters, executes mitigation and strategies. Top Glove employs a systematic framework to identify,
assess, and mitigate sustainability risk including climate-related risks. This entails regular risk assessments that evaluate
potential risks across operational, financial, and reputational aspects. Moreover, controls are established to monitor andmanage GHG emissions, energy consumption, and resource utilisation. Guided by established principles, management takes
on climate-related risks through a combination of methods, including the implementation of Enterprise Risk Management(“ERM”), Task Force on Climate-related Financial Disclosures (“TCFD”), International Financial Reporting Standards (“IFRSs”)
S2, and emerging regulations.

Manufacturing risk owners from each factory are consistently engaged in the review and highlighting
in any arising operation risks on a weekly and monthly basis. Monthly Group Departmental andManagerial meetings provide a valuable arena for operational and business owners to collaboratively
address these risks, benefiting from input and insights from senior management. Meanwhile, theMonday sharing sessions are conducted on a weekly basis where leaders can share their knowledge
and insights on a wide range of topics including risk culture. These sessions aim to enlighten andinspire employees, fostering a culture of continuous learning and personal development. Emerging
business-related risks such as sales and pricing matters are deliberated on a weekly basis.

Climate Risk Strategy
We conducted a comprehensive assessment of the climate-related risks and opportunities that could reasonably impact our
Company’s prospects. As part of this evaluation, we employed scenario analysis to envision potential climate scenarios andtheir potential effects on our operations. We have categorised the identified climate-related risks into two main types: physicalrisks and transition risks. Following the guidelines of the TCFD and the Intergovernmental Panel on Climate Change (“IPCC”),
we undertook a comprehensive climate change scenario assessment in FY2023.

Climate-related Risk and Opportunities

This assessment, conducted using both quantitative and qualitative methods, aimed to identify, evaluate, and manage climaterelated risks and opportunities for Top Glove. Our scenarios are based on the Representative Concentration Pathways (“RCPs”)
outlined by the IPCC, specifically aligning with the RCP2.6 and RCP8.5 pathways. Climate-related risks and opportunities
assessment are focused on two different and intentionally extreme scenarios over short, medium and long-time horizons
to provide contrast between potential futures. The established methodology in ERM Framework is also integrated whenevaluating the climate scenario analysis to ensure effective and comprehensive climate-related risk management approach.

Risk Type

Financial Impacts

Acute and chronic• Reduced revenue from disruption
to production output (e.g.
transport difficulties, supply chaininterruption, low sales)• Increased operating costs (e.g.
negative impact on workforce
such as absenteeism, safety andhealth)• Increased operating cost
(increase cost for industrial water
use and potential conflicts overlimited water usage)

Risk Management
The Group’s ERM Framework is set up in accordance with ISO 31000:2018 Risk Management Guideline where risks arising fromthe business and manufacturing operations are continuously identified. A systematic risk management is conducted throughqualitative and quantitative analysis to identify the risk possibility and the impact severity as enclosed in the ERM Framework.
Transition and physical climate risk are one of the risk assessment areas integrated in the Group’s ERM Framework. Risk
Management regularly coordinates with risk owners from all business units across operating countries to identify, assess, andmitigate climate-related risks, following the methodology outlined in the ERM Framework.

19

TOP GLOVE CORPORATION BHD

Climate-related Risk: Physical Risk
Climate scenario aligning with RCP8.5 Limited climate action leading to global warming of 4 degrees Celsius
above pre-industrial levels by 2100

High temperatures leading
to frequent drought. Thisdrought has resulted in an
emerging risk of increased
water scarcity.
Likelihood

LikelyMagnitude

Low

Time horizonsLong-term

Strategies• Ensuring monthly maintenanceon the in-house Water Treatment
Plant for continuous supply.
• Establishment of 2 proprietary
water treatment plants,
strategically providing reverse
osmosis water to manufacturing
facilities located in Klang. This
achievement was realised at a
cost of RM89.8k.
(more details see page 29)• Sustaining rainwater harvesting
projects within manufacturing
facilities.
• Sustaining Integrated Industrial
Effluent Treatment System (IETS)
to increase water recycling efforts
within Top Glove’s production
operations.

Sustainability Report 2023

20

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental

Environmental

Climate-related Risk: Physical Risk (continued)

Climate-related Risk: Transition Risk (continued)

Climate scenario aligning with RCP8.5 Limited climate action leading to global warming of 4 degrees Celsius
above preindustrial levels by 2100

Climate scenario aligning with RCP2.6 Aligns with the goals of the Paris Agreement and requires steep global
annual emissions reductions, sustained for decades, to stay within a 1.5 degrees Celsius carbon budget

Risk Type

Financial Impacts

Time horizons

Strategies

Risk TypeAcute and chronic• Reduced revenue from disruption
in operation plant that is locatedat flood risk area. (e.g. transportdifficulties, supply chaininterruption, low output lead tolow sales)
Estimated quantitative financial
impact:
RM96k per incident per factory• Increased operating cost (e.g.
damages to facilities, negatives
impact on workforce)• Elevated insurance premium(e.g. assets located in ‘high risk’locations)Short-term toLong-term• Implemented a variety of flood
mitigation initiatives aimed at
improving drainage and waterflow systems in the vicinityof our Klang factories andneighbouring residential areas.
Total investment cost in FY2023:
RM22k

High temperatures cause
heavy and prolonged rain
which causes severe area
flooding in the area where
the manufacturing facility is
located.
Likelihood

LikelyMagnitude

MediumFinancial Impacts

Time horizons

Strategies

Medium-term• Attaining relevant sustainability
ISO certifications such 14001
and 50001 for manufacturing
plant to ensure alignment with
the Environmental and Energy
Management System• Instituting a centralized storage
system for scheduled waste,enhancing oversight to ensurecompliance• A dedicated Traceability Task
Force at Top Glove is actively
developing an in-house supply
chain traceability system to alignwith EUDR

Long-term• Published medium
decarbonization strategy forscope 1 & 2 emissions• Transition into renewableelectricity through solar(more details see page 27)
Investment involved:
Power Purchase Agreement with
Shizen Malaysia Sdn Bhd for 20
years• Incurred losses, impairment ofassets, and premature retirementof current assets due to policy• Substitution of existing
shiftsproducts with lower• Increased costs resulting
emissions options
from capital investments in• Unsuccessful investment intechnology development and R&D
new technologies
expenditures

Medium-term
to Long-term• Establishment of Top Glove’s
Digitalisation and Automation
team, entrusted with driving
initiatives aligned with theIndustry 4.0 Framework as a
strategic response• Exploring projects focused onminimising carbon emissions,
including projects like the
Combined Heat and Power (CHP)
systemMarketMedium-term
to Long-term• Manufacturing biodegradable
gloves as an environmentallyfriendly alternative• Process of developing Top
Glove’s own nitrile plan to secure
our own raw material• Leveraging our FSC-certified
printing subsidiary, Eastern Press,
to enhance sustainability in the
packaging of inners and cartons(more details see page 36)

Climate-related Risk: Transition Risk
Climate scenario aligning with RCP2.6 Aligns with the goals of the Paris Agreement and requires steep global
annual emissions reductions, sustained for decades, to stay within a 1.5 degrees Celsius carbon budget
Risk Type

Financial Impacts

Policy and Legal• Increased operating costs (e.g.
heightened compliance costs,
elevated insurance premiums)• Incurred losses, impairment ofassets, and premature retirementof current assets due to policy
shifts• Increased costs resulting fromfines/sanction• Reduced revenue due todiminished product anddemand due to shifting market
perceptions• Elevated expenses due to theimplementation of carbon taxes
by the exporting nation• Enhanced emission
reporting obligations• Mandates on andregulation of existingproducts and services
e.g. EUDR• Emerging regulations
on carbon-pricing
mechanism
e.g. Carbon Border
Adjustment Mechanism(CBAM)
Likelihood

LikelyMagnitude

MediumTime horizons
Short-term

Strategies• Performed regular monthly
assessments to ensurecompliance with Scheduled
Waste and Industrial Effluent
Treatment System (IETS)
regulation• Engaged proactively
in workshops, training
programmes, webinars, andskill-building activities facilitatedby environmental entities suchas the Environment Institute of
Malaysia (EIMAS) and Climate
Change Governance (CCG),
among others

Technology• Customer Preferences
Change: Risk of customers
preferring eco-friendly
products, affecting demand• Market Signal Uncertainty:
Risk from unclear
trends, making strategy
adjustments difficult

21

TOP GLOVE CORPORATION BHD• Lowered product demand due tochanging consumer preferences• Changed in revenue composition,
resulting in decreased revenues• Abrupted and unexpected shifts inenergy costs• Financial adjustment due toassets adjustment (e.g. fossil fuelreserves, land valuations, andsecurities)

Sustainability Report 2023

22

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental

Environmental

Climate-related Risk: Transition Risk (continued)

Climate-related Opportunities (Physical & Transition Risks) (continued)

Climate scenario aligning with RCP2.6 Aligns with the goals of the Paris Agreement and requires steep global
annual emissions reductions, sustained for decades, to stay within a 1.5 degrees Celsius carbon budget

Opportunity Type

Risk Type

Financial Impacts

Time horizons

Strategies

Reputation• Reduced revenue from decreased
demand for products (e.g.
negative reputation due to poor
climate practices)• Reduced revenue from negative
workforce impacts (e.g. A
tarnished reputation canaffect employee attraction andretention, leading to workforce
challenges and potential
disruptions)Short-term toMedium-term• Consistently keep internal
stakeholders informed about
initiatives driven by the Top
Glove SSG, led by the Managing
Director and composed of all
Department Heads. The groupconvenes bi-monthly to ensure
the progress of ESG targets• Align product development andinnovation with sustainability
trends and customer preference• Increased stakeholders
concern or negative
stakeholder feedback

Energy Source

Products• Boosted revenue by meeting
growing demand for eco-friendly
and low-emission products• Elevated revenue by diversifying
business through the creation of
new products through R&D andinnovation• Enhanced competitive positioning
to align with evolving consumer
preferences and resulting inincreased earnings

Markets• Increased revenues throughaccess to new and emerging
markets

Climate-related Opportunities (Physical & Transition Risks)
Financial Impacts

Resource Efficiency• Reduced operating costs (e.g.
through efficiency gains and cost
reductions)• Increased revenues due to lower
operating cost
• Increased value of fixed assets(e.g. highly rated energy-efficientbuildings)• Benefits to workforce
management and planning (e.g.
improved health and safety,
employee satisfaction) resulting inlower costs
Total cost savings in FY2023:
RM1.5 million
Total revenue in FY2023: RM170k

23

TOP GLOVE CORPORATION BHD

Time horizons
Short-term

Medium-term

Strategies• Evaluate business travel practices
to optimise transportation
efficiency• Initiate recycling programmes,
like Fabric Recycling, wherematerials are upcycled andrepurposed to create cleaning
cloths and bags, aligning with thecircular economy principles• Enhanced water supply stability
through various sustainablesurface water extraction projects(more details see page 29)• Increased water efficiency atmanufacturing facilities andreduced water resources intake
through recycling(more details see page 29)• Upcycling the waste to reusable
material as to reduce landfill
disposal and include otherprojects such as former reglazing
projects, rubber reclaim(more details see page 32)• Reduced electricity cost throughlow emission energy sources
such as solar power

Time horizons

Strategies

Short-term• Building with higher resourcesand energy efficiency. Top Glove
Head Office in Malaysia obtained
Green Building Index

Long-term• Transition of electricity usedin manufacturing facilities torenewable energy(more details see page 27)

Medium-term• Ongoing innovation in R&D forbiodegradable and eco-friendly
glove products has been ongoingsince 2019
• The R&D Department, comprising
161 members is focused on
innovating and creating low
carbon products

Total cost savings in FY2023:
RM3.43 million worth of electricity
saved

Short-term: 0 to 3 years,
Medium-term: 3 to 5 years
Long-term: >5 years

Opportunity Type

Financial Impacts

Short-term: 0 to 3 years,
Medium-term: 3 to 5 years
Long-term: >5 years

Climate-related Metrics and Targets
Top Glove has employed a diverse range of metrics to assess both existing and prospective impacts. The essential performanceindicators, used to gauge the advancement of strategy implementation, are complemented by metrics aimed at tracking
significant risks. These indicators are informed by our TCFD risk assessment, contributing to the establishment of metrics andtargets aligned with the Top Glove’s Sustainability Blueprint.
Please refer to the specified section of this report, which pertains specifically to our GHG Emissions, Energy Consumption,
Water Resource Management, Waste & Effluent Management, and Sustainable Product Management. Metrics andtargets in each of this section correspond to each of the mitigation strategies outlined in our TCFD.
At Top Glove, ESG metrics linked to 40% of the Management’s KPI, highlighting our commitment to sustainability. One of thefive key performance areas is carbon reduction intensity, a vital part of our climate risk mitigation strategy, ensuring our leadersactively contribute to environmental goal.

Sustainability Report 2023

24

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

Environmental

5
4

Environmental

GHG EMISSIONS

Carbon emission in energy unit

Management Approach:As a critical component of our production operations, our objective is to minimise carbon emissions as part of ourcontribution to addressing climate change.
Our carbon emission calculation for this year is within the operational boundary now encompasses all glove factories in
Malaysia, Thailand, and Vietnam. The emission factors used for the calculation are sourced from recognised organisations
like the Intergovernmental Panel on Climate Change (IPCC) and other relevant sources that pertain to our operations. As partof our commitment to environmental sustainability, we have set a clear and ambitious goal to significantly reduce our GHG
emissions.

GWhNatural Gas
Scope 1

Scope 2

1,489.394

Diesel & Petrol

6.522

Fleet Vehicles

6.591

Coal

6.070

Electricity (Glove Manufacturing Entities)

179.057

Electricity (Non-Glove Manufacturing Entities)

16.330

Scope 3 Downstream Leased Assets

1.406

Total carbon emission (GWh)

1,705.37

Improvement of GHG Inventory

Absolute Carbon Emissions Reduction Performance

We have made improvements to our GHG inventory, specifically in the following areas:

In FY2023, carbon emissions reduced to 486,435 tonnes, representing a significant 53% decrease compared to the baseline
year of FY2022. However, when evaluating the relative carbon emissions in relation to the volume of gloves produced, we
observed an increase level of 0.0207 tonnes of CO2 emitted per 1,000 gloves manufactured.

Scope 2: We have updated this scope with the latest emission factors for transparency. This ensures that our reporting
accurately reflects our emissions related to purchased electricity.
Scope 3: We have enhanced our Scope 3 reporting by addition of our downstream leased assets, in addition to the existing
three categories.
Below are the emission data for FY2023;

Financial Year
Natural Gas
Diesel & Petrol
Scope 1

Scope 2Fleet Vehicles

2021

2022

2023

770,049

583,896

268,076

N/A

3,172

1,761

N/A

1,862

1,582

Coal

20,538

16,941

2,064

Total (Scope 1)

790,587

605,871

273,483

Electricity (Glove
Manufacturing Entities)1

343,425

276,203

139,665

Electricity (Non-Glove
Manufacturing Entities)2

14,624

16,364

12,738

Total (Scope 2)

328,801

292,567

152,403

1,148,636

898,438

425,886

0.01760.02040.0207

Scope 1 & 2 Total
Intensity (tonne/1,000 pcs gloves)* Only include Glove Manufacturing Entities

Variance (over year)

5.83

16.14

1.38

Waste Generated in
Operations3

N/A

4,594

1,469

Business Travels

0.21

339

410

Employee Commuting5

N/A

14,983

3,057

Downstream Leased Assets

N/A

N/A

1,097

0

19,916

6,033

1,148,636

918,354431,919

4

Scope 3

Total (Scope 3)
Total (Scope 1, 2 & 3)

Note: Historical data should not change, but we always revise historical figures if data quality or science has improved.
Data collection is using operational approach for organisational boundary.
1
2
3
4
5

*
*

Data covers all glove manufacturing factories except for Factory 15 China.
Data covers all non-glove manufacturing entities except for the owned hostel.
Data covers all types of scheduled wastes only.
Data covers all type of vehicles except for trains.
Data coverage for staff commuting is 40% and 100% for workers.
Top Glove utilises the location-based method for calculating its Scope 2 emissions, with electricity sourced from Tenaga Nasional Berhad. Carbon emissions associatedwith purchased electricity (Scope 2) are determined using emission factors obtained from Suruhanjaya Tenaga Malaysia, specifically the Grid Emission Factor (GEF) for
the years 2017-2019.
Others emission factors used in this accounting is sourced from DEFRA 2022.

TOP GLOVE CORPORATION BHD

While there is reduction in absolute emission, we acknowledge that comparing intensity emissions to glove volume has
become challenging due to the dynamic business landscape, which has led to changes in production output. Despite thesechallenges, our commitment to sustainability remains unwavering. We are actively pursuing opportunities to optimise ourcarbon footprint and enhance our environmental performance.
ENERGY MANAGEMENT

CO2 eq Emission (tonne)

25

3
2

Management Approach:
As one of the key resources used in our production, we
aim to reduce the consumption of non-renewable energy,
replacing it with clean or renewable energy.
Top Glove has recognised the importance of effective energy
management in response to the growing need for sustainable
practices. In line with this commitment, we have adopted ourEnergy Policy, which outlines our approach to optimisingenergy usage, reducing our environmental impact andclimate change. This Policy operates alongside our broader
Sustainability Policy, demonstrating our comprehensive
approach to sustainability. By mandating adherence toISO 50001:2018 standards, we exemplify our unwaveringcommitment to upholding the highest standards in energy
management practices. In FY2023, we retained our existing
factory certifications, as no new factories were certified in
response to dynamic changes in our business operations.
SUSTAINABILITY ROADMAP FY2022 TO FY2025

Retained 3 factories certification withISO 50001:2018 forEnergy Management System

Scan the QR code to view ourEnergy Policy

https://www.topglove.com/storage/sustainability-policies/
March2022/(Latest)%20Apx-02%20L%20GM%20
Energy%20Policy%201.1%20(1)%20(2)%20(1).pdf

We actively manage our energy consumption by closely
monitoring the absolute consumption and intensity ofelectricity. To facilitate this, we have implemented a Smart
Energy Monitoring System (SEMS) at our selected factories.
SEMS enables real-time monitoring of energy usage, allowing
us to promptly identify any wastage and rectify abnormalenergy consumption.
We evaluate the energy consumption of our production
equipment, systems, electrical motors/pumps, compressors,and suppliers associated with Significant Energy Utilities(SEU). To ensure alignment with our practices, our internalteam conducts energy audits on respective factories
which allow us to assess energy usage, identify areas for
improvement, and implement energy-saving measures. In
addition to audits, the Energy Management team conductedtraining for employees on the environmental, Energy Policies,
best practices and guidelines.

Sustainability Report 2023

26

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

Environmental

5
4

Environmental

In terms of demand response, we monitor and manage our electricity consumption by shifting non-essential operations to non-peakhours. This practice supports grid reliability and reduces emissions during periods of high electricity demand.
In addition, we consider energy performance as an additional criterion for the selection of purchased items and vendors, whereverapplicable. We maintain regular engagement with our suppliers and vendors, emphasising our commitment to ISO 50001 Energy
Management System (EnMS) compliance. We expect our suppliers to adhere to the same standards, and we actively encouragethem to provide us with Energy Star-rated electrical appliances.
Since we installed our first solar panel, we have been on track to shift electricity source at our plants to renewable energy sources.
Solar Power System Investment

ENVIRONMENTAL COMPLIANCE
Management Approach:
Guided by the Company’s Sustainability Policy, Environmental Policy and Environmental Management System standards, wemanage environmental compliance at Group level through board governance and compliance to best regulatory practices.
The Company’s dedication is evident in its systematic integration of sustainable environmental practices across all business
operations, aimed at mitigating any adverse environmental impacts. Top Glove has successfully certified an additional 5factories, bringing the total number of certified factories to 23 in accordance with ISO 14001:2015 standards. This achievement
falls slightly below our committed target of certifying an additional 8 operating factories by FY2023, primarily resulting fromchanges in business dynamics.

Year

Green Energy Utilised for Glove Manufacturing (GWh)

FY2021

1.66

SUSTAINABILITY ROADMAP FY2022 TO FY2025

FY2022

5.75

23 factories certified with ISO 14001:2018 for Environmental Management System

FY2023

5.68
Top Glove demonstrates its commitment as a responsible corporate citizen by prioritising adherence to local, national, andinternational environmental and climate regulations. As of FY2023, the Company proudly maintains a record of zero fines(RM0 amount) or instances of non-compliance concerning air, water and land pollution or any violations of environmental
regulations mandated by the Department of Environment (DOE) or other pertinent environmental acts.

SUSTAINABILITY ROADMAP FY2022 TO FY2025

Avoided 4,430 tonnes of CO2 eq
The PPA (Power Purchase Agreement) between Top Glove and Shizen Malaysia in 2022 has allowed Top Glove to expand its
total capacity from 5.34 MWp to 7.74 MWp in FY2023. As a result, we anticipate approximately 4,430 tonnes of CO2 eq emissions
avoided annually. To put this into perspective, it is equivalent to planting approximately 203,491 trees.

Scan the QR code to view our Environmental Policy

Energy Data
https://www.topglove.com/storage/sustainability-envinronments/November2022/Environmental%20policy%20(English)%20Website%20(1).pdf
ELECTRICITY CONSUMPTION INTENSITY(KWh/1,000 PCS GLOVES)ABSOLUTE ELECTRICITY CONSUMPTION
KWh
9.35

2023

8.62

2022

2023

372,687,396

2022

2021

6.94

2021

2020

6.83

2020

WATER RESOURCE MANAGEMENT

205,215,076

448,586,057
421,965,246

ABSOLUTE NATURAL GAS CONSUMPTIONMMBTUNATURAL GAS CONSUMPTION INTENSITY(MMBTU/1,000 PCS GLOVES)
2023

0.31

2023

2022

0.31

2022

2021

0.29

2021

2020

0.29

2020

5,082,003
11,069,112

Management Approach:We address water scarcity as a global concern and we are committed to manage our water resources with a holistic water
management. We are dedicated to reduce water consumption inside our operations. We track and analyse data to plan
initiatives effectively that benefit to all.
As part of our commitment to sustainable water management, we are actively working towards reducing our reliance onmunicipal water supply. We have implemented a comprehensive water management plan that includes upgrading our water
treatment plant, enhancing our rainwater harvesting system, improving in-house water recycling facilities, and implementing
strict monitoring measures to prevent water wastage. Our goal is to safeguard freshwater accessibility for the well-being of
humanity. We have surpassed our goal of reducing municipal water consumption by 22%, achieving a rate of 0.1796 m3/1,000
pieces of gloves in FY2023. This commitment reflects our dedication to responsible water management and our proactive
efforts to promote sustainable practices within our operations.

14,512,799
14,295,497

Note: Coverage of energy date included all manufacturing plants and offices in Malaysia, Thailand, Vietnam.

Electricity consumption intensity increased from the previous year due to lower output resulting from changes in businessdynamics. In contrast, natural gas consumption has remained stable, reflecting the ongoing efficiency projects despite theinconsistency in output.

27

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

28

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental

Environmental

The data presented in this section encompasses all our Malaysia glove factories, reflecting our collective efforts to prioritise
responsible water usage and conservation.

Water Data
Financial Year

Water Management
WATER TREATMENT PLANT (REVERSE OSMOSIS,ULTRAFILTRATION, WASTEWATER RECLAMATION)
PurposeThe surface water and rainwater
harvested is utilised for production
and housekeeping purpose.

Beneficiary
factories
All Klang factories

ON SITE DETENTION (OSD) TANKS
PurposeInstalling on-site detention (OSD)
tanks for surface water recycling
can reduce drain water volume
during heavy rain, enhance water
security, and provide diversified
water sources for factories,
mitigating flood risks and overflow
to surrounding land. Water
collected in OSD tank will betreated and channeled to factories
and stored in rainwater tank for
production and housekeeping
purposes.

Beneficiary
factories
All factories

Cost Saving
RM7,683,038

Investment Cost
RM89,893

Beneficiary
factories
F4AW and F14AW

INSTALLATION OF FILTERS AT PRE-LEACHING TANK
PurposeBy installing filters in the preleaching tank, we are able toconserve water resources by
prolonging the usage of waterand reducing the overall water
consumption.

Beneficiary
factories
All factories

FY2022

FY2023

0.280

0.290

0.362

0.397

Municipal water withdrawal
intensity (m³/1,000 pcs gloves)

N/A

0.230

0.222

0.180

Water consumption intensity(m³/1,000 pcs gloves)

N/A

0.043

0.078

0.049

Water withdrawal at
Headquarter, Top Glove Tower(m³)

35,43634,91334,34036,913

Grand total of Top Glove Tower
users (including tenants)

1,843

1,125

1,073

861

Water withdrawal intensity(m³/occupant)

19

31

32

43

Total water reclaims2 (m³)

2,431,382

1,427,565

2,889,093

2,686,377

Water treatment plant (from 2
water treatment plants)

1,129,229

891,616

2,352,395

2,377,621

Industrial effluent treatment
system (IETS)

1,302,153

535,949

536,698

308,756

Source of water withdrawal^(Total, m³)

18,456,616

18,182,568

16,282,460

8,405,774

Municipal

12,498,389

14,081,233

9,689,639

3,561,405

Pond water

3,305,478

2,386,019

3,400,150

1,871,598

Rainwater

221,366

287,751

303,578

286,394

2,431,382

1,427,565

2,889,093

2,686,377

1

Reclaim water1

Investment Cost
RM414,584

2^

Water consumption is determined by taking the overall withdrawal and subtracting the total discharge.
Water reclaim: Water recycling and reusing water within facilities.
Water withdrawal is the water extracted to supply facilities.

Baseline Water Stress (“BWS”)
RAINWATER HARVESTING

Investment Cost
RM188,580

FY2021

Water withdrawal intensity(m³/1,000 pcs gloves)

IN-HOUSE WATER RECYCLING FACILITIES
PurposeOur factories are equipped with awater recycling system that allows
us to reuse the treated effluent forhousekeeping purposes.

FY2020PurposeWe utilise harvested rainwater forhousekeeping and operational
purposes. Our rainwater harvesting
system, which includes tanks toretain rainwater, is designed toreduce reliance on municipal water.

Cost Saving
RM819,088

Beneficiary
factories
All factories

The BWS analysis conducted using the World Resources Institute (WRI) database indicates that the operating factories of Top
Glove are classified under low BWS, with a level of less than 1. The BWS layer, developed as part of WRI’s Aqueduct Water
Risk Atlas, measures the ratio of total water withdrawals relative to the annual available renewable surface water supplies.
This classification suggests that the water stress in the areas where Top Glove operates its factories is relatively low, indicating
a lower level of competition and pressure on water resources. We continue to maintain regular monitoring and ongoingassessments of water stress as they are crucial to ensure the sustainability of water resources and adapt to any changes inwater availability or demand.
Baseline Water Stress According to Country of Operating Factories
Location

Water Risk Index

Malaysia

0.33 - 0.66

Thailand

0.33 - 0.66

China

< 0.33

Indication
Low-Medium Risk

Note: The data is based on all districts where Top Glove’s factories are operating in each country.

29

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

30

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental

Environmental

WASTE & EFFLUENT MANAGEMENT

Material Consumption

Management Approach:
We do not subscribe to the attitude of “harm today, balm tomorrow”. We manage our waste and effluent in compliancewith laws and regulations and are also committed to reduce waste generation through operational eco-efficiency.

We initiated material consumption
monitoring several years ago as partof our commitment to responsible
consumption.

Top Glove fully endorses the waste management hierarchy and remains dedicated to implementing its principles in daily
operations. Our commitment lies in embracing the 5R principles of waste management. We actively focus on preventing
wastages, reducing waste generation, promoting the reuse of waste to maximise its value, facilitating the recycling of waste
for a second life, recovering waste as valuable energy resources, and ensuring the responsible disposal of waste.

LATEX CONSUMPTION(KG/1,000 PCS OF GLOVES)

Waste Management

2023

6.83

2022

6.81

2021

6.48

Engaged with Department of Environment (“DOE”) licensed collector
In our commitment to responsible waste management, we actively engage
with licensed waste collectors authorise by the DOE. These licensed
collectors adhere to stringent environmental regulations and standards,
ensuring that our waste is handled and disposed of responsibly. By
partnering with DOE-licensed collectors, we prioritise complianceand environmental responsibility throughout our waste management
processes.

Monitoring Reporting
We maintain a consistent waste monitoring and reporting system to track
and analyse our waste generation and disposal practices. This system allows
us to assess our waste reduction efforts, identify areas for improvement,
and measure progress towards our sustainability goals. Regular reports
are generated to provide transparency and accountability to stakeholders,
showcasing our commitment to sustainable waste management.

Training & Education
We believe in the importance of fostering a culture of sustainability throughout
our organisation. To achieve this, we provide training and education
programmes to our employees and stakeholders. These programmes
raise awareness about the importance of responsible waste management,
highlight best practices, and promote waste reduction strategies, all ofwhich contribute to reducing the environmental impact. By equipping ourteam with the knowledge and skills to make sustainable choices, we ensurethat waste management is integrated into our daily operations.

Site audit on licensed scheduled
waste collectors
To ensure the responsible handlingof our waste, we conduct site audits
on our licensed scheduled waste
collectors. These audits encompassacomprehensive
assessmentof
their facilities, equipment, and waste
management procedures. By regularly
evaluating our waste partners, we verify
their compliance with environmental
regulations and our sustainability
standards,
mitigating
potential
environmental risks.

Research and Development (R&D)
Continuous improvement in waste
management practices is essential to
our sustainability efforts. Therefore, weinvest in R&D initiatives aimed at finding
innovative solutions to reduce waste
generation, improve recycling rates,
and minimise the environmental impactof our waste streams. In FY2023, oneof our collaborations with a supplierinvolves converting scheduled waste
into bricks.

Operational Resource Optimisation and Waste Reduction Initiatives
Digitalisation to move for less paper
As part of our commitment to responsible consumption, Top Glove diligently monitors the quantities of paper and virgin plastic
stretch film utilised in our operations. This represents a significant stride toward our overarching objective of transforming intoa paperless and plastic-free company. In FY2023, we successfully reduced paper usage by 80.8%, surpassing our target of a
40% reduction (37,800 kg) for the year.

80.8% reduction of paper usage in FY2023

TOP GLOVE CORPORATION BHD

R&D is at the core of our business sustainability. We promote the adoptionof circular economy principles to effectively manage waste generated during
glove production. Notably, common waste materials like tainted formers andused rubber are subjected to recycling or upcycling processes to derive
added value. The tainted formers undergo a reglazing process to eliminate
surface contaminants and subsequently reintegrated into the production cycle.
Similarly, nitrile waste is processed and transformed into new products such as
rubber compounds, coaster, insulation mats, mousepads, shoe outsoles andmore, thereby extending the lifecycle and enhancing the sustainability of thesematerials.

Chemo Mechanical
Process

2023

8.20

2022

7.89
6.65

2021

Glove
Production
Reclaimed
Rubber Products

NITRILE CONSUMPTION(KG/1,000 PCS OF GLOVES)In FY2023

35,089kg nitrile waste
was reduced

PAPER USED
(KG)
2023

Former Reglazing
Activity
Reglazed
FormerIn FY2023

93,899formers werereglazed andreused12,44827,9072022

64,7682021

Upcycling

Nitrile Waste

Tainted Former

Restoration

Note: The consumption of raw material is dependenton glove weight requested by customer.

Recycling and Upcycling of Waste
FormerRecycled•••

Approximately 93,899 formers were reglazed and reused
Cost savings from waste disposal: RM125,700 in FY2023
Cost savings from former reglazing exercise: RM398,100 in FY2023

RubberReclaimed•

Rubber Reclaimed Project estimated to reduce CO2 eq emissions by 103.3 tonnes, by preventing 35,089
kg of nitrile waste being incinerated in FY2023
Estimated landfill mitigation: 70.2 m³
Production of the following from torn nitrile gloves:- 6,150 kg of rubber compound- 2,556 pcs of rubber coaster- 847 pcs of rubber mousepad- 520 pairs of shoe outsole- 95 pcs of rubber mats- 50 pcs of electrical insulation mats
Revenue: RM148,800
Cost savings: RM71,000••

SUSTAINABILITY ROADMAP FY2022 TO FY2025

31

Circular Economy Activities••

Sustainability Report 2023

32

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental

Environmental
Solid Waste Data

Achievement Awards in Prime Minister’s Hibiscus Award 2021/2022
We are delighted to share that Top Glove
has achieved highly commendable successat the Prime Minister’s Hibiscus Awards
2021/2022, receiving a total of three awards.
Notably, Top Glove’s Factory 9 has beenhonored with the Notable Achievement
Awards in Environmental Performance,
underscoring our commitment to a greener
future. Furthermore, Factory 30 has achieved
the remarkable feat of winning the Gold
Winner title in the Special Project Award,
along with the Notable Achievement Awards.
These accolades serve as a testament to our
dedication to environmental protection andsustainable development. We also extend ourappreciation to our stakeholders for their trustand support. Together, we strive for a brighterand more sustainable tomorrow.

Scheduled Waste Data

TOTAL SCHEDULED WASTE REUSED/ RECYCLED/ OTHERRECOVERY PROCESS(TONNES)SCHEDULED WASTE GENERATED(TONNES)6,945.00

2023
2022

5,717.052021

5,089.00

2023
2022
9,756.42

Water, Land and Air Pollution Control

Effluent Treatment

TOTAL SOLID WASTE GENERATED(TONNES)

Effluent management is a vital aspect of our commitment to environmental
sustainability. We have implemented comprehensive effluent treatment
processes to ensure that any effluent generated during our operations istreated to meet regulatory standards. Our treatment facilities are designed
to remove harmful pollutants, ensuring that only treated, safe effluent isdischarged into the environment.

13,642

2023

23,581

2022

26,3812021

TOTAL SOLID WASTE REUSED/RECYCLED/ OTHER RECOVERY PROCESS(TONNES)Monitoring and Compliance

10,6382023
2022

16,1132021

16,265

We maintain strict monitoring protocols to assess the quality of oureffluent continuously. Regular sampling and analysis are conducted toverify compliance with local, national, and international environmental
regulations. By closely monitoring our effluent, we proactively identify
any deviations from compliance and take corrective actions promptly to
mitigate environmental impacts.

TOTAL SOLID WASTE DISPOSED THROUGHINCINERATION (WITH OR WITHOUTENERGY RECOVERY), LANDFILLING,OTHER DISPOSAL OPERATIONS(TONNES)

Awareness and Education

3,004

2023

7,468

2022

10,1162021

3,909.05
6,503.46

2021

Aligning with FY2025 goals, we have achieved
targets in FY2023.
TOTAL SCHEDULED WASTE DISPOSAL THROUGHINCINERATION (WITH OR WITHOUT ENERGY RECOVERY),LANDFILLING, OTHER DISPOSAL OPERATIONS(TONNES)SCHEDULED WASTE INTENSITY(KG/1,000 PCS GLOVES)
2023

0.147

2022

0.151

2021

0.160

2023
2022
2021

SUSTAINABILITY ROADMAPFY2022 TO FY2025

Reduced 7% of scheduled waste

1,856.00

intensity

1,808.00
3,252.96

Diverted 73% of scheduled wastefrom licensed landfill

We understand the importance of creating awareness and educating our
employees, stakeholders, and the community about the significance ofeffluent management for pollution control. Our awareness and education
programmes aim to inform and engage individuals in responsible
water use, effluent treatment, and pollution prevention. We believe that
informed stakeholders are essential partners in our efforts to protect theenvironment.

Established Group Key Performance Indicators (KPIs)
To measure the effectiveness of our effluent management efforts, we haveestablished a set of Key Performance Indicators (KPIs) that align with
our sustainability goals. These KPIs include metrics related to effluent
quality, reduction in waste intensity, and compliance measures. Regularly
tracking and reporting on these KPIs helps us gauge our progress anddrive continuous improvement in our pollution control strategies.

Effluent Data
TOTAL WATER DISCHARGED
(M³)
2023
2022
2021

33

TOP GLOVE CORPORATION BHD

DISCHARGE INTENSITY(M³/1,000 PCS OF GLOVES)

6,175,124

0.348

2023
10,733,965
10,718,976

0.284

2022
2021

0.176

Sustainability Report 2023

34

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental

Environmental

Financial Year

2021

2022

2023

Water Quality: Environmental Quality (Industrial Effluent)
Regulations 2009

Standard B for All Top Glove’s Malaysia Factories except Factory 33(Nilai) complies to Standard A

Location of Final Discharge for Malaysia Factories

Meru factories: Sg. Kapar Kechil
Banting, Selangor: Sg. Langat
Lukut, Negeri Sembilan: Sg. Sendayan
Nilai, Negeri Sembilan: Sg. Semenyih
Kulim, Kedah: Lembangan Sg. Perai
Kota Bharu, Kelantan: Sg. Raja GaliSUSTAINABLE PRODUCT MANAGEMENT
During the FY2023, R&D took significant strides in expanding
our green product portfolio BiogreenTM as part of ourcommitment to addressing two critical global challenges: waste
accumulation and climate change. To this end, we introduced
two distinct product categories: The Biodegradable Series
and the Renewable Series. These products are the result ofour dedicated research aimed at developing gloves with a low
carbon footprint by using renewable materials and minimising
environmental impact.
Under the Biodegradable Series, we developed a range ofgloves utilising environmentally friendly materials such as Nitrile
Butadiene Rubber (NBR), Casting Polyethylene (CPE), andThermoplastic Elastomer (TPE). These gloves are specificallydesigned to combat waste accumulation in active landfills
through a process of anaerobic biodegradation facilitated by
microbial activity. By employing this innovative approach, we
aim to significantly reduce the environmental impact associatedwith glove disposal.
Our Renewable Series focuses on promoting the adoptionof sustainable practices in glove production. This involves
encouraging the use of renewable plant-based materials or
responsible management of the forestry throughout the glove’s
lifecycle. By prioritising sustainability and carbon reduction, we
aim to contribute to the mitigation of climate change.
Life Cycle Assessment
In addition to the Life Cycle Assessment (“LCA”) conducted
for our Biogreen™ Biodegradable Series and partial LCA for
Plant-Based CPE Gloves, this year we are continuing our
LCA efforts in line with ISO 14040 and ISO 14044 standards.
We have recently taken a substantial stride in advancing ouroperations by instituting a specialised R&D Task Force dedicatedto conducting LCA within our Top Glove’s factories. Our
comprehensive evaluation encompasses various facets of the
product’s life cycle, spanning from the selection of raw materials,
the direct production process, and the distribution of goods, tothe management of end-of-life considerations.
In alignment with our commitment to product risk management,
this initiative places significant emphasis on the incorporationof sustainable and REACH-compliant materials to mitigate thepresence of restricted substances in our products for the goodsake on human health and environmental benefits. Its overarching
objective is to bolster our internal capabilities and streamline the
LCA process, thereby enabling us to more effectively address
the criteria governing both product and process design.

35

TOP GLOVE CORPORATION BHD

Scan the QR code for more information
about List of products in website

https://www.topglove.com/products

Biodegradable Series

BiogreenTM Biodegradable
Nitrile Glove

BiogreenTM Biodegradable
CPE Glove

R&D Open Innovation in Top GloveTop Glove recognises the power of open innovation and actively
cultivates long-term partnerships with external parties suchas universities and research institutions. These collaborations
have become instrumental in our R&D endeavours, propelling
us towards cutting-edge advancements and social impact. Our
engagement in extensive research collaborations spans acrossmultiple domains, including new product development, process
improvement, and wastewater treatment. The costs involved in
R&D across multiple domains can be found in the TCFD andWater Management sections.
In the pursuit of operational excellence and sustainability, ourcollaborations in process improvement have yielded significant
benefits. By partnering with universities and research institutions,
we harness their expertise to optimise our manufacturing
techniques, streamline processes, and enhance operational
efficiency. This allows us to reduce waste generation, minimise
resource consumption, and mitigate our environmental impact.
Through our commitment to open innovation and collaboration,
we actively contribute to social responsibility by implementing
sustainable practices in our operations. Together with our
external partners, we strive to create a more sustainable future,
where glove manufacturing is synonymous with responsible
and environmentally conscious practices.
Collaboration Partner
Our R&D Department has on going collaboration with a nitrile
latex supplier to innovate glove products which require low
energy consumption and is able to be produced at consistently
high quality. This marked our commitment to accelerate Top
Glove sustainability initiatives through partnerships.
SUSTAINABLE PACKAGING MATERIALS

BiogreenTM Biodegradable
TPE Top Grip Glove

Renewable Series

BiogreenTM Plant-Based
CPE Glove

BiogreenTM FSCTM Certified
Latex GloveManagement Approach:Top Glove advocates ethical and responsible sourcing andprocurement practices. The Company recognises that its
supply chain has a significant impact on the well-beingof the environment and is committed to minimising any
adverse effects. This commitment reflects the Company’s
dedication to sustainable practices and its recognition of
the importance of environmental stewardship.
We are committed to minimising the packaging needed for our
products and ensuring responsible management of packaging.
We are actively exploring alternative materials and recycledplastics to replace non-recyclable items. Our focus includes
developing bottles made from recycled plastic materials andintroducing refill packs for liquid detergent, aimed at reducing
overall plastic consumption. However, our progress intransitioning to the use of recycled plastic bottles and refill packs
currently stands at 0% due to shifts in the business landscape.

Top Glove remains steadfast in its commitment to reduce plastic
packaging usage and launched the ‘Top Glove No Single Use
Plastic Campaign’ in May 2022, which continues until today. As
part of our ongoing efforts, we have also actively investigatedalternative materials to replace plastic containers provided byour canteen operators. These operators have transitioned tousing washable and reusable containers for dine-in orders,
while opting for paper or sugarcane materials for takeout orders.
We further promote eco-conscious practices by encouraging
our employees to bring their own food, fostering a culture ofsustainability within our organisation.
Our in-house Packaging Material Plant is FSC certified. Thiscertification signify our dedication to responsible sourcing
practices and underscore our commitment to meeting
recognised standards for environmental sustainability. Currently,
approximately 98% of our packaging materials, in terms ofquantity, are derived from recycled or recyclable sources. This
demonstrates our commitment to reducing waste and minimising
our environmental impact. Our objectives encompass several
sustainability initiatives aimed at minimising our environmental
impact. These collective efforts reflect our dedication tosustainable practices and responsible sourcing. Our efforts also
extend to tracking the reduction of virgin plastic resin usage instretch film. We are pleased to report an 19.2% reduction inplastic resin usage, bringing us close to our FY2023 target.
SUSTAINABILITY ROADMAP FY2022 TO FY2025

86% inner boxes purchased is made with 100%
recycled material or FSC paper

Maintain existing certification for packaging material
factory for FSC

19.2% of reduction of virgin plastic resin
BIODIVERSITY & CONSERVATIONManagement Approach:
We believe that the preservation of biodiversity is essential
for maintaining the balance of ecosystems, protecting
endangered species, and safeguarding the natural heritageof our planet. As part of our sustainability commitments,
we work to identify, conserve, and restore biodiversity
within our operations and the surrounding areas.
To effectively address biodiversity conservation, we engage in joint
initiatives and community-based conservation projects that aim toprotect and enhance biodiversity. As stated in our Sustainability
Policy, our commitment to protecting biodiversity extends to the
supply chain and is reflected in our Business Partners’ Code of
Conduct.
Sustainability Report 2023

36

CREATINGSUSTAINABLE VALUESECTION

2

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1ENVIRONMENTAL: TO TACKLE CLIMATE CHANGE AND RESTORE NATURE

3
2

5
4

Environmental

Environmental

Conservation Initiatives

Planting location/year
Mangrove Nursery & Plantation

In a collaborative effort, the Top Glove Foundation worked together with the Kampung
Sijangkang communities to undertake a remarkable project. Their goal was to turn an illegal
dumpsite into an educational park and enhance an existing mangrove plantation to establish amangrove recreational park. Mangroves unique ecosystem, known as ‘blue carbon’ environments,

have
the
remarkableability to store significant
amountsofcarbonover extended periods.
Bysafeguardingandpreserving
mangroves,
we actively contributeto the reduction of GHG
emissions and support
climate change mitigation
efforts. Top Glove has built
the first 3 nurseries, andas of FY2023, we have
harvested a total of 3,450
mangrovepropagules.
We plan to propagate
another 2,000 mangrove
propagules by FY2025 tosustain the preservation ofmangrove site.

2021

2022

2023

Bangka24,642

27,101

2,126

Belitung

N/A

20,354

1,405

Cultivation type/year

2021

2022

2023

960,000

960,000

420,000

Orchids

N/A

N/A

200

Banana

N/A

90

N/A

Paulownia

Since FY2022, we have been offering internship opportunities to the local community in Indonesia, including high school anduniversity students. In FY2023, the employment details are presented in the table below:
No.

Institution

Number of employees

GenderNationality

1

SMA Negeri 1 Kelapa

2

2 MaleIndonesians

2

SMA Negeri 1 Mendo Barat

4

2 Male, 2 Female

Indonesians

3

University Bangka Belitung2

2 MaleIndonesians

Tree Planting
Top Glove has taken the initiative to plant
trees on its 96.4-hectare land in Bangka
and Belitung, Indonesia. From 2020 to thepresent, the land has accommodated 57,970
Paulownia trees and 45,318 Acacia trees, allof which were cultivated from seedlings grownin Top Glove’s tissue culture lab establishedin 2019.

Paulownia in Bangka

In addition to tree planting, Top Glove has
expanded its conservation activities in FY2023.
The Company has diversified its cultivation
efforts to include other types of plants such as
bananas and orchids. Through this plantation,
Top Glove is not only contributing to theconservation of biodiversity but also making
a positive impact on the environment. The
extensive tree planting efforts have enabled
the absorption of approximately 2,169 tonnesof carbon dioxide1.
1

1 trees absorbed approximately 21 kg of carbon dioxideannually

Acacia in Belitung

37

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

38

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocial:
To Be A People Centric Corporate Citizen
HIGHLIGHTS

Lost Time Injury
Frequency Rate (LTIFR)
reduction to 0.81

Zero fatality
cases in FY2023

14 factories
achieved Grade A
in DOSH OSHWA audit

OCCUPATIONAL HEALTH & SAFETY

A

Management Approach:
Investment in employees’ health and safety is the best prevention of negative impacts such as health and safety risks
and lowered productivity. At Top Glove, we recognise our responsibility in providing a safe and healthy workplace for our
employees by enhancing the safety process within our operations, providing necessary technical and educational support
in occupational safety and health as well as enhancing our healthcare initiatives.

117,572
training hours achieved intechnical, soft skills and core trainings

SMETA audited
factories with an achievement

rate of maintaining fewer than 10 noncompliances per audit.

39

TOP GLOVE CORPORATION BHD

GOAL 2:PROMOTING INCLUSIVITY & RESPECTINGHUMAN RIGHTS

Health & Safety Governance

Health & Safety Management System

In adherence to the Group’s
Occupational Safety & Health (“OSH”)
Policy, our Safety & Health Committee
is more than 800 members. This
committee is comprised of bothmanagement
and
employeerepresentatives
fromdiversedepartments, entrusted with the
responsibility of spearheading safety
management initiatives and strategies
for the entire organisation. The Headof Group Safety is a part of the
Sustainability Steering Group, which
reports to the Board Sustainability
Committee.

We continue to uphold OSH best practices by maintaining ISO 45001: 2018 Occupational
Health & Safety Management System certification at our operations. Initiated in FY2021,
a total of 7 factories were certified with the ISO 45001:2018 as at FY2023 and we areworking towards extending the ISO 45001:2018 certification to other factories by FY2025.
The system is regularly audited both internally and externally and includes all employees
and third-party providers who work on the Company premises. In FY2023, our target was
to achieve certification for 2 additional factories under ISO 45001:2018. However, only
one out of 2 factories were certified due to changes in number of operational factories.
SUSTAINABILITY ROADMAP FY2022 TO FY2025

7 factories certified with ISO 45001:2018
Occupational Health & Safety Management

Sustainability Report 2023

40

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialSafety Hazards: Risk Identification and Assessments
The OSH Policy highlight the creation of a proactive culture where all OSH’s risks associated with its activities are adequately
controlled by eliminating or reducing the risks to As Low As Reasonably Practicable (ALARP). Risk assessments are carried out
whereby identified hazards and risks are examined, analysed and evaluated for improved control. Additionally, OSH awarenesstraining have been conducted regularly to enhance the knowledge and skill of workers in order to prevent workplace injury/
illness. The identification of hazards stands as a crucial step in ensuring the safety of our workplaces within the group. Our
sites conduct comprehensive risk assessments, employing various methods in accordance with local laws and regulations. As
a company, we classify our activities based on the level of risk involved and the availability of recognised methods to mitigate
those risks effectively.

Promoting a safety culture is crucial in ensuring the well-being of employees
and preventing accidents in various environments. Here are other initiatives
that we have undertaken to further promote safety culture:1
Published Safety Bulletin

2

The following assessment monitoring systems are adopted:
Assessment Monitoring Systems
a. Chemical Health Risk Assessment (CHRA)
b. Noise Risk Assessment (NRA)c. Chemical Exposure Monitoring (CEM)
d. Audiometrice. Local Exhaust Ventilation (LEV)
f. Medical Surveillanceg. Control of Industrial Major Accident Hazards (CIMAH)
Assessment

Work-related hazards and risks for processes and projects are assessed via:

a. Observation, interviews and implementation of Hazards Identification, Risk Assessment and Risk Control (HIRARC),
the relevant trainings for which have been provided to employees.
b. Monthly Corrective Action and Preventive Action (CAPA), through Safety and Health Committee meeting.
c. Monitoring of Unsafe Acts and Unsafe Conditions (UAUC) through Top Glove Good Safe online reporting.

Work related hazards are addressed promptly through “Top Glove Good Safe” online reporting tool. This system aims toeliminate the occupational hazards from UAUC in workplace that can potentially lead to serious injuries/illness. The reported
Good Safe will be routed to the rightful process owner for immediate action to be taken to close the UAUC raised. Throughthis participatory approach, a strong joint ownership will be developed to create positive safety and health workplace. The
safety team conducts due diligence for new operations and projects as established in the Contractor Management procedure.
Contractors are required to provide a HIRARC and undergo a review of their safety measures prior to commencing work.
Safety requirements serve as the key selection criterion for new contractors.
Awareness and Trainings
We continuously conduct training to improve and enhance employees’ safety awareness to prevent accident and incidents.
Trainings include Work Instruction (WI) covering safety precautions which are provided to workers. Other training scopes
include HIRARC, PPE, chemical spillage, machinery handling, Emergency Response Team, working at height, etc. In FY2023,
100% of our 11,213 employees, consisting of staff and workers, received training on health and safety standards.

Conducted weekly hydrant test

3
Organised safety talk, covering topics such as fire safety,
chemical safety awareness and machinery trainings

Incident ReportingWork related incidents are identified andassessed through incident reporting procedure.
Typically, these incidents are investigatedby involving relevant process owner andeffective corrective measures are suggested
for implementation. Corrective measures
are determined by adopting the hierarchy ofcontrols such as elimination, substitution,engineering controls, administrative controls
and personal protective equipment (PPE).
The implemented corrective measures are
frequently upheld and supervised to preventthe recurrence of similar incidents.
Health & Safety Performance
We continue our mitigative efforts to keep
our employees and contractors safe throughthe implementation of engineering control at
operation process, regular safety training/briefing to employees and contractors,
and enforcement of wearing proper PPEs
among employees and contractors. We also
continuously build organisational capability
and operational controls that will act as abarrier to accidents being escalated to lifechanging or fatal outcome. Reflecting on oureffort, over the past three consecutive years,
we have recorded a progressively lower LTIFR
on our employees. Furthermore, in FY2023, werecorded zero cases of contractor fatality asa result of improvement in our Permit to Worksystem and implementation of Contractor
Safety Evaluation Programme.
We are currently on track to achieve our interim
target for FY2023, which involves attaining an
accident rate of 2.85 per 1,000 employees andensuring that 100% of contractors meet theminimum score. This reflects our unwaveringcommitment to safety.

TRAINING ON HEALTH AND SAFETY STANDARDS

92%

8%

41

TOP GLOVE CORPORATION BHD

Percentage of Safety Committee & Officers
attended safety training

Percentage of Non-Safety Committee & Non-Safety Officers
attended safety training

Sustainability Report 2023

42

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialEmployee Safety Data

Our key initiatives in promoting good physical and mental health:Financial Year

2021

2022

2023

Employee fatalities rate (percentage, %)

0.01

0

0

1

0

0

Percentage of employees covered for LTIFR (%)

100

100

100

Lost-Time Injury Frequency Rate (LTIFR) (number/amillion hours worked)

0.92

0.86

0.81

Number and rate of high consequence work-related
injuries (including fatalities)

Number: 71
Rate: 3.24

Number: 57
Rate: 2.99

Number: 32
Rate: 2.85

Number of employee fatality caseIndustry Benchmark: According to the latest data available from the Department of Statistics
Malaysia in 2021, the manufacturing accident rate stands at 3.20.

Top Glove continues to comply with the Foreign Worker’s Medical Examination Screening (FOMEMA) for all foreign workers
as required by the governments of Malaysia. New foreign workers will undergo FOMEMA every year for the first 3 years andsubsequent alternate years until the foreign worker returns home.

2021

2022

2023

Contractor fatalities rate (percentage, %)

0

0

0

Number of contractor fatality case

2

0

0

Percentage of contractors covered for LTFIR (%)

N/A

100

100

Lost-Time Injury Frequency Rate (LTFIR) (number/amillion hours worked)

N/A

0

0

Number and rate of high consequence work-related
injuries (including fatalities)

N/A

Number: 0
Rate: 0

Number: 0
Rate: 0Note: The percentage of contractors covered for LTIFR is only for construction contractors.

Occupational
Safetyand
HealthWorkplace
Assessment (OSHWA) is a regulatory audit conductedby the Department of Occupational Safety and Health(DOSH). Its primary goal is to enhance safety andhealth standards in the workplace. Remarkably, 14
Top Glove’s facilities achieved a Grade A rating during
this assessment.
SUSTAINABILITY ROADMAP FY2022 TO FY2025

Accident Rate of 2.85

WE CARE FOR THE HEALTH OF OUR EMPLOYEESTop Glove has 29 Wellness Team Members as of 31 August 2023

20 Medical Professionals & 2 Ambulances
6 Permanent Medical Doctors
1 Dentist
1 Mental Health Counsellor
3 Medical Assistants
2 Nurses

3 Clinic Admins
2 Paramedics
1 Radiographer
1 Assistant Pharmacist

Promoting Wellness
Towards looking after the mental and physical healthof our employees, Top Glove provides comprehensive
healthcare facilities and has multiple initiatives in placein the form of holistic wellness programmes.

6 Wellness Professionals
3 Nutritionists
1 Dietitian

1 Counsellor
1 Health Admin Executive

3 Fitness Professionals
1 Fitness Trainer

43

TOP GLOVE CORPORATION BHD

1. Zero Harm on Mental Health Programme
2. Promoting 5 Healthy Wells Principle (Clean Well, Eat Well, Work Well, Exercise Well, Sleep Well)
3. Healthy Eating Active Lifestyle (H.E.A.L) Programme
4. Complimentary access to gymnasium facilities & sports subsidy
5. Monthly health talks, health workshops, e-health info for employees
6. Complimentary counselling services
7. Workers Health Protection Programme (WHPP)
8. Staff Health Management Programme (SHMP)

https://www.ilmia.gov.my/index.php/en/bda-noa

Contractor Safety Data
Financial YearKey Initiatives in Promoting Good Physical and Mental Health

2 Fitness Assistants

FOMEMA includes screening for communicable disease such as HIV/AIDS, Tuberculosis and Malaria. A working permit isissued once the foreign worker is certified fit by FOMEMA. Failing which, the foreign worker will not be allowed to stay andwork. Employers are required to repatriate the foreign worker as per Malaysia’s regulations. With that, the Company is able tomitigate the spread of diseases. Top Glove offers a FOMEMA briefing as part of the new worker orientation module, ensuringthat newcomers are equipped with the necessary exposure and knowledge before officially joining the Company.
Positive Psychology at Work
The importance of employee mental
health in the workplace cannot be
overstated as in today’s fast-paced
and demanding work environments,
prioritisingmentalwell-beingisessential for both individuals andorganisations. Top Glove has beenvery committed to dedicated andunwavering focus on providing training
and resources related to mental
health. This commitment reflects
an organisation’s determination to
support the well-being of its employees
by offering education and tools toenhance mental health awareness,understanding, and support within theworkplace. We are dedicated to offering
monthly mental health awarenesstraining sessions throughout this year.
These training sessions are facilitatedby our in-house counsellor within theGroup Human Resources department,
who is also available to provide
counselling sessions for any staff
members in need of support. These
trainings series have benefitted to 1,592
staff that have joined different training
topics that we provided to them.

Sustainability Report 2023

44

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialHUMAN RIGHTS & LABOUR STANDARDSManagement Approach:As a business with a global footprint and employees from diverse backgrounds including vulnerable groups such as
foreign workers, we are committed to eradicating forced labour and creating an inclusive and respectful ecosystem, where
fundamental rights are respected, and every employee is treated equally, leaving no one behind.
Human Rights Governance
Top Glove has diligently established a comprehensive
framework for Business and Human Rights (“BHR”), with thefinalisation process overseen by the Chairman’s Office. To
ensure a thorough evaluation and mitigation of risks, Top Glove
conducts Bow Tie Risk assessments on BHR. Several salientissues have been identified within the realm of human rights
have emerged as central to our commitment to responsible
business practices. These include our dedication to establishingan effective grievance mechanism for addressing harassment
and bullying concerns, ensuring the safety and health of ourworkers, and diligently managing working hours and secure
futures for our employees.

The BHR monthly meeting is chaired alternately by the CEO andthe Managing Director. Heads of departments are required toattend the meeting as assigned. Daily responsibilities related
to BHR issues are managed by the head of each respective
department. BHR-related issues are promoted through Board
Committees, including the Board Sustainability Committee(BSC), Board Risk and Integrity Committee (BRIC), Board
Nomination and Remuneration Committee (BNRC) and Board
Audit Committee (BAC).
Overarching Framework on Human Rights
In our unwavering commitment to upholding human rights, we
strive to implement:

Overarching Framework on Human Rights

In operations where, formal unions do not exist, all workers arecovered under the Workers’ Welfare Committee, for which workers
in every factory have the right to elect their representatives fromeach nationality and gender. Our subsidiary, Eastern Press
Sdn Bhd. is covered by collective bargaining agreements, with
the notice period for consultation and negotiation specified incollective agreements. In total, there are 40 union members whoare covered under the union at Eastern Press Sdn Bhd.
The Company has effectively communicated its expectations toall stakeholders through the Business Partners’ Code of Conduct
and Employee Code of Conduct. Business Partners’ Code of
Conduct was distributed yearly to supply chain and customers,
ensuring that they are fully aware of the Company’s standards
and requirements. Employees are required to sign the Employee
Code of Conduct. By doing so, the Company has establisheda framework for responsible and ethical practices throughout
its stakeholders. Dialogue sessions and engagements withcustomers, investors, and suppliers include discussions abouthuman rights, encompassing existing policies, initiatives andexpectations. Our commitment to BHR is exemplified throughvarious initiatives:and discrimination. No violations of human rights wereidentified from the social compliance audit conducted.
External Social Audit Breakdown
Total number of announced audits

47

Total number of semi-announced
audits1

Total number of audits initiatedand paid by customers

29

Total number of audits initiatedand paid by Top Glove18

Scan the QR code for more
information about list of Policies

https://www.topglove.com/policies

Key Initiatives
SUSTAINABILITY ROADMAP FY2022 TO FY2025

UN Global Compact
Ten Principles

UN Guiding Principles on
Business and Human Rights

International Labour
Organisation (ILO)

Amfori Business Social
Compliance Initiatives (BSCI)
Code of Conducts

The Universal
Declaration of Human Rights

Sedex Member Ethical Trade
Audit (SMETA) guidelines

Policies on Human Rights Practices & Labour Standards
Our commitment to human rights is exemplified by our Human Rights Policies, which is aligned with global standards.
Within our policies, we have thoughtfully defined the relevant requirements that guide our Company’s practices including theelimination of debt bondage, provision of fair working hours and days, protection of freedom of association, recognition ofrights to collective bargaining, and a focus on occupational health and safety. Additionally, we uphold the prohibition of all
forms of forced labour, bonded labour, modern slavery and child labour. We do not hire employees younger than 18 years old
and have a verification process in place to identify and decline underaged candidates as outline in our Recruitment Policy.
Top Glove is actively enhancing its BHR Framework to include a broader range of areas. Top Glove’s Policies seamlesslyinterlink our existing rules and regulations centred around human rights. For example;
Policies on Human Rights Practices & Labour Standards
1. Human Rights & Ethical Conduct
2. Employee Code of Conduct
3. Occupational Safety & Health Policy
4. Diversity, Equality and Inclusion Policy

45

TOP GLOVE CORPORATION BHD

1. ESG Assessments on
Critical Suppliers
2. Internal Social Audits
3. Compliance with Local
Laws

5. Prevention of Sexual Harassment Policy
6. Prevention of Bullying Policy
7. Grievance Procedure
8. Sustainability Policy

4. Independent Social
Audits
5. Audits requested bycustomers
6. Workers’ Welfare
Committee

We engage in a workers’ welfare committee, which is represented
by workers’ representatives, to facilitate discussions that address
topics related to their welfare, safety, health, and labour standards,
in collaboration with the hostel and factory management. This
inclusive approach underscores our commitment to the well-being
and rights of all employees.
Human Rights Due Diligence
The integration of due diligence into our internal processes andsocial audit compliance, underscores our commitment to fulfilling
our due diligence obligation. By leveraging existing practices, weensure the early identification and assessment of potential humanrights impacts through our internal social compliance procedures.
As part of this commitment, we conduct annual internal site or
virtual audits consists of human rights within our own operations
and supply chain, allowing us to continually monitor and address
any relevant issues proactively.
In FY2023, we conducted external and internal social compliance
audits on SMETA, BSCI and Customer Code of Conduct todemonstrate our unchanging commitment to safeguard humanrights of our employees. The due diligence process covers a rangeof areas, including forced labour, human trafficking, child labour,
freedom of association/rights of collective bargaining, remuneration,

1 factory audited passed BSCI (B)With the implementation of SAP Ariba, we have establisheda robust supplier pre-screening process as a prerequisite forbecoming a Top Glove supplier. Through this system, newsuppliers/projects are required to complete a pre-screen
assessment by providing relevant information about theiroperations. This data will then undergo a thorough analysis to
identify potential human risks associated with each supplier.
For suppliers who receive a grading below our establishedstandards (grade D and E), suppliers are encouraged to
improve their operations procedure by establishing necessary
improvement in poor areas of the assessment.
For existing supplier/projects, The Governance: Supplier
Assessment section contains further details on supply chain
assessment and audit. Relevant divisions will conduct a
corrective action follow-up. This proactive approach is aimed
at working collaboratively with our suppliers to address any
deficiencies and implement necessary improvements toenhance their grading.
Zero Tolerance Statement in DEI Policy
We are committed to a strict zero tolerance policy against any
form of discrimination, harassment, or bullying, including but
not limited to sexual conduct, race, sex, disability, gender, age,sexual orientation, beliefs, and socio-economic background.
Our priority is to foster an inclusive and respectful workplace
where every employee feels safe and valued.

Sustainability Report 2023

46

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialAccess to Remedy: Grievance Channel

EXTERNAL HELPLINE BY IMPACTT

Our multiple grievance channels provide opportunities for our employees to raise grievance anonymously. The Company has
set up various channels allowing workers to provide feedback through internal grievance channels and an externally managed
complaints hotline. Our commitment lies in engaging stakeholders during the grievance process and taking necessary actions
for resolution. We strongly encourage employees to voice any complaints or concerns they may have regarding unjust
treatment, unfair practices, disrespect, harassment, or workplace health and safety issues.
Whistleblowing channel. For our whistleblowing data disclosure, please refer to Whistleblowing section in page 78 thisreport.
ii. Top Glove Counselling Lines for workers to report harassment and bullying incidents
iii. Centralised workers’ helpline
iv. Emailv. WhatsApp
vi. Worker representatives from each nationality and gendervii. Human Resources representative at factoryviii. HR Connect managed by Group Human Resource. We have digitalised the grievance channel by incorporating grievancefeature into the employee mobile app.

In FY2023, total 40 cases received and 39 of the cases have been resolved and closed with remaining 1 pending for verificationon the action taken by the Company. In FY2023, the Impactt Helpline received calls in the following areas:

47.50%i.

INTERNAL HELPLINE MANAGED BY HR DEPARTMENTIn FY2023, total 513 cases received and all of the cases have been remedied.

98.24%
Workplace Bullying: 0.40% (2 cases)
All cases concluded

Sexual and Physical Harassment: 0% (0 cases)

1.36%

Categories
Other issues (request to transfer hostel
and factory, feedback on hostel facilities,
enquiry on wages, passport and visa
renewal)35.00%

Information request: 35.00% (14 cases)
All cases concluded

2.50%
Categories
Information & assistancerequest (medical, repatriationand other general queries)
Information request (recruitment
fee reimbursement)
Discrimination (bonus andovertime)
Physical/sexual/verbal/
psychological abuse
Accommodation

10.00%

Discrimination: 10.00% (4 cases)
All cases concluded

5.00%

Physical/Sexual/Verbal/Psychological abuse: 5.00% (2 cases)
Cases remedied with complainant approval on the outcomes.
Counselling was provided to the individual responsible.
Accommodation: 2.50% (1 case)
Case concluded

Top Glove Sustainability Grievance Channel

Other issues: 98.24% (504 cases)
All cases concluded

0.40%

Information & assistance request: 47.50% (19 cases)
18 cases concluded. 1 still waiting for verification.

Emergency cases: 1.36% (7 cases)
All cases concluded

Top Glove launched its Sustainability Grievance Channel inearly 2023, recognising stakeholders’ critical role in identifying
potential environmental, social, and economic impacts fromour business activities. This channel fosters open dialogue,
strengthens trust, and proactively addresses grievances. It
explicitly covers human rights concerns, allowing stakeholders
to raise issues on labour practices, health and safety,
community engagement, and other areas with human rights
implications. The channel ensures complete confidentiality
and optional anonymity for external and internal stakeholders,a) Our internal trainers have conducted multiple inhouse training for Head of departments and Human
Resources Business Partners covering essential
topics such as;
Workplacebullying

Sexual & physicalharassment

Emergency due to family
matters and health issues•••

including local communities, NGOs, suppliers, contractors
and employees, enabling them to freely raise concerns without
fear of retaliation or negative consequences. We will work
closely with stakeholders to understand the concerns, assess
potential impacts, and develop effective solutions.
Reinforcing our Respect for Human Rights throughTraining
Over the past several years, we have provided the following
training to reinforce our respect for human rights:b) In FY2023, a total of 7,188 training hours on Human
Rights Policies or procedures concerning aspectsof human rights that are relevant to operations wereconducted. Number of staffs trained in FY2023 is 599
staffs.

Business Social Compliance Initiative (BSCI)SEDEX Members Ethical Trade Audit (SMETA)
the 11 International Labour Organisation (ILO)
indicators of forced labour

Note: Correction Action for Emergency cases. Top Glove provide emergency arrangement for workers to return to their home countries.

As outlined in our guidelines, when faced with an unsatisfactory remedy, the matter will be escalated to the Head of Group
Human Resources for further action. It’s worth noting that all reported cases have remedied and concluded at the level of the
Head of Factory/Group of Department, Factory Human Resources, and Group Human Resources.

47

TOP GLOVE CORPORATION BHDc) Training sessions on human rights encompassing
aspects relevant to the organisation’s operations,have been conducted throughout the entire
organisation, from top management to workers.
Since 2019, HR has successfully educated over
6,051 workers on a wide range of Human Rights andPolicies and practices.

d) Social standard posters poster such as BSCI, ETI
Base Code, ILO Forced Labour Indicators in workers
native languages are displayed on notice boards atworkers’ hostel and factory.

Sustainability Report 2023

48

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialDIVERSITY, EQUITY & INCLUSION

This year, a sustainability representative from our Company had theprivilege of participating in a Multistakeholder Consultation for the
National Baseline Assessment on Business and Human Rights in Kuala
Lumpur. During this event, we had the opportunity to engage withvarious stakeholders, including NGOs, the ILO, and representatives
from other corporate sectors. This engagement allowed us to hearvaluable feedback and insights.

Management Approach:
At Top Glove, we embrace diversity, equity and inclusivity as we believe a diverse and respectful culture is the key toboosting staff morale, retaining talent and improving productivity. We are committed to providing equal opportunities inrecruitment and career growth, and have zero tolerance for discrimination whether based on gender, ethnicity, nationality,
cultural background, marital status, disabilities, political inclination, union membership, religion, sexual orientation or age.

As a proud member of the UN Global Compact Malaysia & Brunei(UNGCMYB), our staff is actively dedicated to continuous learning
through human rights-related training. We actively seek opportunities
to share and learn best practices with other industries, fostering
a deeper understanding of ethical practices and advancing ourcommitment to human rights.

Empowering Differently-Abled Employees

EMPLOYEE BENEFITS
Employee Accommodation
Our accommodation fully complies with Act 446: Employees’ Minimum Standards of Housing, Accommodations, and Amenities
Act 1990. We have made sure that our workers have everything they need for a comfortable stay. Within the accommodation,
we provide various amenities like a laundromat, canteen, mini market, and recreational facilities, making it convenient for ourworkers to meet their daily needs.

Women Empowerment Programme

Work-Life Integration for Employee
To support employees in achieving work-life integration for maximal well-being, Top Glove has implemented a series of initiatives
in FY2022, on top of the existing Flexible Working Hours Policy:
Work-Life Integration
1. Family Friendly Policies
2. Flexible Working Hours
3. Working from Home Policiesa) Working Parents/Pregnant Mother
Working parents with children under the age of 12 years old or Pregnant Mothers. They are entitled to 30 days
working from home arrangements.
b) Caregiver• Staffs are entitled to an aggregate 10 days of flexible work from home (WFH) arrangements in a calendar year as
a form of caregiver support for staff who need to care for immediate family members such as parents, parents
in-law, spouse, children, grandparents• Local workers may request to change shift (subject to operations scheduling and prior approval from superior)
4. Nursing Room
5. Parental Leave
6. Health Care

International Women’s Day

Parental Leave Data

Scope

Gender

2021

2022

2023

Total no. of employees that were entitled to parental
leave

Female

4,478

3,684

1,150

Male

5,698

4,503

1,351

Total no. of employee that took parental leave

Female

195

234

208

Male

165

256

220

Female

195

230

173

Male

165

255

218

Total no. of employee that returned to work in thereporting period after the end of parental leave

Note: Staff serving for more than a year are entitled to 7 consecutive days of parental leave in a calendar year, and 3 consecutive days for staff serving for less than a year.

49

TOP GLOVE CORPORATION BHD

At Top Glove, we firmly believe in the power of diversity, equity andinclusion. Our unwavering commitment is to cultivate an environment where
every team member can thrive, regardless of their abilities. We are thrilled
to introduce you to one of our outstanding colleagues, Muhammad Aqif
Ikhwan, who is proudly representing Malaysia in the upcoming 4th World
Deaf Football Championships, taking place right here in the heart of Kuala
Lumpur. Aqif is not just a footballer; he’s a passionate Defender, and he’s
gearing up for his match on 23 September 2023, under the stadium lights
at 8:30 p.m.. Even as Aqif embarks on this remarkable journey, which willkeep him away for an extended period, we stand resolutely behind him. Aqif
will return to a secure and stable position in our Company after this exciting
tournament. We are proud to support him every step of the way, ensuring
his dreams come true.

The Empowerment Programme embodies thetheme of ‘Embrace Equity’ by fostering a culture ofinclusivity, fairness, and equal opportunities for all. This
programme is open to other gender as well where aseries of virtual trainings and e-Learning modules havegarnered over 1,108 participations. With a commitment
to inclusivity and accessibility, the programme hasreached out to a diverse range of females and males,
including participants from different races, religions,genders, ages, sexual orientations, disabilities andnationalities. By promoting equity in all aspects of its
work, these initiatives create an environment where
every woman can thrive and contribute to a more justand equitable society.

Top Glove is proud to be at the forefront of women’s empowerment in theworkplace. Talent Development team has successfully rolled out a special
podcast dedicated to this year’s International Women’s Day initiative. In thissession, we explore and celebrate the remarkable achievements of women
worldwide while addressing the pressing issues and challenges that
continue to shape the pursuit of gender equality. The speakers from different
background engaged with inspiring voices, share empowering stories, andfoster a collective commitment to advancing the cause of gender equality
in today’s world. With 215 staffs who have joined this podcast, this is one of
the initiatives to spread awareness on gender equality at workplace.

SUSTAINABILITY ROADMAP FY2022 TO FY2025

Achieved 52% female leadershipin managerial position in FY2023

Sustainability Report 2023

50

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialFestive Celebration of Inclusivity for
Religion, Race, and Culture
At our workplace, we hold festive sessions
that run in parallel with our women’s
empowerment and diversity celebrations.
These events extend far beyond mere
decorations and delightful cuisine; they
serve as a genuine testament to theremarkable diversity within our team.
These gatherings are more than justevents on the calendar; they play a vitalrole in creating a space where authentic
connections, empathy, and a deeper
understanding of each other’s uniquebackgrounds and traditions can thrive.
As we come together to share stories,
laughter, and cherished customs during
these celebrations, we witness thetangible growth of bonds that run deeper.
These connections nurture a profoundsense of belonging and unity among ourteam, highlighting the strength that comesfrom our diverse perspectives and sharedvalues.

SocialPrevention of Harassment & Bullying
In FY2023, there were 4 harassment incidents reported and resolved. We respect
and protect the affected employees throughout the investigation process, including
obscuring them identify, to prevent retaliation at all times. Professional counselling
services are also available to provide the support they needed to undergo the hard
time. If the perpetrators are proven guilty upon investigation, stern disciplinary
actions which include dismissal, will be taken. The decrease of harassment incidents
reported were partially due to initiatives taken by Human Resources Department
which include e-Learning module such as multilingual videos and infographics via
Top Glove Worker Learning App that have been completed by over 24% to createawareness on zero tolerance of sexual harassment & bullying at workplace.
Our strategies in effectively preventing harassment also include:
1. Enhancement of our policies, which include:a. Prevention of Sexual Harassment
In line with the Employment (Amendment) Act 2022, we have reviewed
the definition of sexual harassment and added the categories ofsexual harassment as well as general guidelines to prevent sexual
harassment to raise awareness among employees.
b. Grievance Procedures
We have incorporated the role of worker’s representative in resolving
grievance.
2. Periodically reviewing our policies
3. Training and awareness among employees(Manager, Executive and workers)
PEOPLE DEVELOPMENTManagement Approach:
At Top Glove, learning and development form the cornerstone of ourorganisational culture. We believe that investing in the growth and professional
development of our employees is not only crucial for their individual success but
also for the overall success of our Company.
We offer a wide range of learning opportunities, including training programmes,
e-Learning’s, coaching and mentoring, designed to enhance skills, expand
knowledge, and foster a continuous learning mindset among our workforce. Byprioritising learning and development, we empower our employees to stay aheadin their respective fields, adapt to changing market dynamics, and contribute tothe ongoing success and innovation of our organisation.
Workers in Malaysia are also able to perform mobile-based learning through Top
Glove Workers’ Learning App (TGWLA) since 2019. Conjointly with classroom
training, this mobile app has over 254 e-Learning module that caters a wide rangeof multilingual videos, articles and assessments to enhance and support learning
ranging from technical, safety, soft skills and mental health topics.

51

TOP GLOVE CORPORATION BHD

The breakdown of training overview for staff

Training Categories

01

54%
Technical

Total training
budget for FY2023:

RM2,666,570
02

Total training hours
achieved in FY2023:

117,571.57
Hours

36%
Soft Skills

9%
Core

03

Technical/Functional Training
At Top Glove, our Technical/Functional
Training programmes are designed to equip
our employees with the job-specific skills
they need to excel in their daily tasks while
adhering to our Company’s standards. These
training initiatives have been seamlessly
integrated into individual Key Performance
Index assessments to enhance employeecompetency, raise awareness, and foster
active participation. Furthermore, in addition
to the aforementioned efforts, Top Glove
has also established partnerships witheducational institutions to create and delivercollaborative training programmes for our
employees. One notable collaboration iswith the Department of Skill Development(JPK), through which Top Glove introduced
the “Top Glove Technical Skills Development
Programme.” This initiative was designed toprovide our workforce with essential technicalskills crucial in the manufacturing industry.
The primary objective was to enhance
the technical skills and capabilities of ouremployees, ensuring their continuous career
growth and creating more opportunities.
As of 2023, we are proud to announce
that 30 graduates have successfullycompleted this programme. Moreover, wehave also facilitated fully funded training
for our staff, organised by the Selangor
Technical Skill Development Centre (STDC),
particularly benefiting our employees in PLC
Programming training.

Sustainability Report 2023

52

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

Social54SocialLeadership Training

Performance Management System
In FY2022, we undertook a comprehensive revamp of our Performance Management System (“PMS”), introducing acomplete training programme consisting of 5 modules. Throughout the entire performance review period, the process
starts with a goal setting conversation, where employees and superiors establish performance objectives for the newfinancial year. The system provides an avenue for continuous performance updates and enables superior to track teammembers’ achievements, as well engage in performance coaching conversations to provide guidance and support.
This includes two 360° performance reviews, one during the mid-year review and another at year-end review, where
employees are encouraged to provide feedback for their circle of influence, including managers, peers, and direct
reports. To ensure fair ratings, superior will then appraise their subordinates’ overall performance and determine
the performance rating, followed by calibration sessions conducted with department and factory heads to avoid
any elements of bias or favouritism. Additionally, ESG metrics is integrated into 40% of the Management’s KPI. This
integration ensures a holistic approach to measuring and managing performance, and it’s communicated during thegoal-setting discussions between superiors and employees.
PMS E-LEARNING REFRESHER
Overview of PMS & Stretched Goal Setting
40 mins e-learning hours
Learn to Implement the Performance Management System effectively, set relevant KPIs that are alignedwith both business goals and individual growth by using balanced scorecards.

Power Up Elevate: Leadership Development Programme First Time Managers is a dynamic programme
designed to equip newly promoted or aspiring managers with the essential skills and knowledge needed
to excel in their leadership roles. This intensive training initiative was tailored to address the uniquechallenges and responsibilities that come with stepping into a management position for the first time.
Through a comprehensive curriculum and hands-on learning experiences, participants gain the confidence andcompetence to lead teams effectively, make informed decisions, and drive success within the organisation. With
comprehensive modules and coaching sessions included, this programme has benefitted 49 newly promoted AssistantManagers and they have been committed to complete this programme to upskill themselves.

Top Glove Annual Leadership, TGALS

Performance Coaching
20 mins e-learning hours
Learn effective performance conversations, differentiate mentoring, counselling and coaching andapply the ACS coaching model.

Coaching For Development
15 mins e-learning hours
Discover the purpose of coaching, learn to support career advancement and develop skill for
performance conversations and coaching.

Performance Appraisal Dialogue
90 mins e-learning hours
Discover the importance of conducting appraisals, and learn skills for effective preparation, execution
and follow up. Enhance feedback, goals setting and professional growth.

Performance Rating Calibration & Effective Communication Post Calibration Process
60 mins e-learning hours
Master performance calibration and communication. Learn the process and techniques for handling andcommunicating final performance ratings to employees.

TGALS is a yearly event that aims to ignite a fighting spirit, inspire unity and spark innovation in order to birth strategies andsolutions from both senior and young leaders which will propel Top Glove to its next level of glory. This event exemplifies
our unwavering commitment to embracing individuals of all ages and harnessing the collective potential of diverse
generations. This year’s summit, themed “Driving Excellence through People & Culture,” aligns with our commitment togrowth in year 2023 as Top Glove focuses on talent and people excellence. We firmly believe in our workforce’s crucialrole in our success, and this summit aims to harness their skills while fostering a culture of excellence.

53

TOP GLOVE CORPORATION BHDSUSTAINABILITY ROADMAP FY2022 TO FY2025

1,820 job opportunities provided in FY2023

Sustainability Report 2023

54

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialRecruitment Data

Our Diverse Workforce (in numbers)

Scope

2021

2022

2023

Group

Total new recruits (number)

9,720

6,378

1,820

Total no. of employees

Breakdown by age group (percentage, %)By Country (Nationality)

Category

2021

2022

2023

22,741

19,006

11,213

Malaysia

10,176

8,715

3,895

Below 30

88

87

62

Thailand

1,333

1,149

892

30 to 50

11

12

36

China

234

95

21

Above 501

12Vietnam

294

167

37

Myanmar

827

661

193

Indonesia

834

661

383

Nepal

3,698

2,971

3,215

Bangladesh

5,171

4,501

2,567

174

86

10

21,53218,006

9,572

Contract

391

430

1,641

Interns

818

570

48

Lower management

15,915

13,616

8,001

Junior management

2,617

2,079

1,086

Middle management

3,523

3,059

1,544

Upper management

603

631

503

Senior management

69

69

64

Executive management

14

7

15

Below 30

14,812

11,949

5,587

Breakdown by gender (percentage, %)*Only referencing data based on the administration staff
Female

38

41

50

Male

62

59

50

Local

85

93

94

Non-local

15

7

6

Breakdown by locality (based in Malaysia, percentage, %)OthersBy employment type

Note: Data cover all staff including trainee.

Turnover Data

By category
Staff Turnover

Scope
Turnover rate
Manufacturing industry turnover rate (based on calendar year)

2021

2022

2023

18.50%

31.21%

64.33%

15.50%(year 2020)

12.00%(year 2021)

28.60%(year 2022)
By age group

Breakdown by age group (percentage, %)Permanent

Below 30

80.50%

79.60%

67.41%

30 - 50

7,525

6,728

5,355

30 to 50

18.50%

18.90%

28.80%

Above 50

404

329

271

Above 50

0.90%

1.50%

3.79%

Local

10,161

8,704

3,902

Non-local

10,183

8,473

6,376

Malay

6,720

5,929

2,648

Chinese

1,765

1,607

724

Indian

1,263

1,053

479

Others

428

115

51

By region (based on Malaysia)

Breakdown by locality (based in Malaysia, percentage, %)Local

90.30%

99.90%

99.70%

Non-local

9.70%

0.10%

0.30%

Worker Turnover
Scope

2021

2022

2023

26.47%

46.02%

60.67%

24.36%(year 2020)

12.96%(year 2021)

28.30%(year 2022)

Below 30

77.13%

71.73%

52.87%

30 to 50

22.30%

27.61%

45.99%

Above 50

0.57%

0.67%

1.14%

Local

70.01%

59.62%

31.09%

Non-local

29.99%

40.38%

68.91%

Turnover rate
Manufacturing industry turnover rate (based on calendar year)

By ethnicity (Malaysia only)

Breakdown by age group (percentage, %)Breakdown by locality (based in Malaysia, percentage, %)55

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

56

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialGender Diversity

Training Hour Data

Financial Year

2021

2022

2023

Employee breakdown by gender (in numbers)

Total Training Hours
Management category

2022

2023 to dateFemale

7,030

5,940

3,145

Lower

430,780.36

239,687.30

Percentage, %

31%

31%

28%

Junior

76,216.12

33,943.20

15,711

13,066

8,068

Middle150,184.94

59,380.65

69%

69%

72%

Upper

38,146.74

21,976.85

Senior3,405.15

2,175.68

185.02

95.19

2022

2023 to date

Male
Percentage, %Leadership positions (managers & above) held (in numbers)
Female

229

211

208

Executive

Percentage, %

52%

50%

52%

Training Details Per Employee

Male

212

210

193

Average training hours

55.49 hours

43.88 hours

Percentage, %

48%

50%

48%

Average days of training

7.93 days

5.48 days

Average training hours (female employee)

63.10 hours

48.75 hours

Average training hours (male employee)

48.34 hours

38.88 hours

94%

93%

Board of Directors’ gender diversity (in numbers)
FemalePercentage, %Male
Percentage, %

5

5

5

42%

36%

42%

7

9

7

58%

64%

58%

Effectiveness of training (percentage of training has met its objective)
Employee Engagement Survey

In FY2023, we conducted an anonymous employee engagement survey in-house as a continuous effort to improve internal
processes and promote inclusivity.

Number of staff withdiffering abilities

3
Percentage of female
employees in a management
position in the Marketing
Department

78%

Percentage of global staff
with a disability

0.03%

Percentage of female
employees in top management
positions52%

The basic salary ratio for entry-level men to women• Male employee ratio of entry level wage to minimum wage 1:1• Female employee ratio of entry level wage to minimum wage 1:1a) Staff survey
Scope

2021

2022

2023

Percentage of total employees covered

79%

73%

81%

Survey results with Above Average Satisfaction

49%

73%

75%

Scope

2021

2022

2023

Percentage of total employees covered

85%

70%

97%

Survey results with Above Average Satisfaction

88%

88%

82%

b) Worker survey

During the employee survey, four key aspects are assessed, including job satisfaction, happiness, work-life balance, and otherrelevant metrics.
Note: All data is reported to the nearest integer.

57

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

58

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialHIGHLIGHTS
Maintained certification of

ISO 18788:2015
for Private Security
Management Systems

As of FY2023, a total of

RM32 million

was contributed to various
charitable endeavours

Employees collectively
volunteered

10,524hours

GOAL 3:
IMPROVING COMMUNITY LIVELIHOOD

in FY2023

SECURITY MANAGEMENT

RM635,517

was invested to supportsocial causes initiatedby Top Glove Foundation(TGF)

Management Approach:
The safety of our employees, premises including hostels and assets is very important to the Company. Top Glove is one of
the companies in Malaysia that has its own Auxiliary Police and internal security that take care of the safety and securityof employees and premises.
In FY2023, a total of 127 Auxiliary Police and 83 of in-house security have been assigned to guard Top Glove premises
including Top Glove Tower (headquarters), hostels and all factories in Malaysia. To develop, maintain and put in place a quality
security management system, Top Glove has been certified by SIRIM for ISO 18788:2015 since FY2019 and expanded thescope of certification to cover factories located outside the Klang area.
Our Security Tagline
Our commitment is keeping you safe, your safety and security is our priority

59

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

60

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1

3
2

Social54SocialSecurity Management Initiatives in FY2023

Health Fair & Talk on Cigarettes and Liquor Will Kill You

Crime Prevention Talk by Polis DiRaja Malaysia (PDRM)

To enhance the awareness of Top Glove’s staff about crime and crime prevention in the vicinity/premises of Top Glove andtheir homes. Additionally, creating a safe environment and monitoring suspicious criminal behaviour.

Drug Free in the Workplace

To educate staff and workers about the short-term and long-term effects of smoking and alcohol consumption. Also, topromote a smoking and alcohol-free lifestyle for a long and healthy life.
Provide information about the dangers of drug abuse to the general public and create awareness among employees.

61

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

62

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialCOMMUNITY ENGAGEMENTCOMMUNITY ENGAGEMENTManagement Approach:
We are committed to creating positive and long-term community impacts for a sustainable future, especially for thegenerations to come. The Top Glove Foundation (“TGF”) is the Company’s main charity arm for community support andoutreach initiatives, which focuses on community development, education support and environmental conservation.
Community Development
We support the communities in need through various projects such as philanthropic giving, food aid and internshipopportunities. In FY2023, we contributed RM635,517 million in donations to more than 3,500 needy families, schools andcharity organisations. TGF is the dedicated team responsible for organising charitable engagement activities. To encourage
employee participation in community engagement, we have incorporated Community Engagement Hours (CEH) as arequirement in employee Key Performance Indicators (KPIs).
COMMUNITY ENGAGEMENT“Give Them Wings” CSR Programme by Harley Davidson
TGF supported the Superkids Ride & Fly initiative which provides aonce-in-a-lifetime experience of riding a Harley Davidson and soaring
above Kuala Lumpur to 122 children from impoverished backgrounds
on 14 January 2023.

Healthy Ageing Programme
The World Health Organisation (WHO) defines “healthy ageing” as “theprocess of developing and maintaining the functional ability that enables
wellbeing in older age”.
As Malaysia is set to become an aged nation, with 15% of the population
aged above 60 years old by 2030, TGF is doing its part to advocate
the concept of healthy ageing. To this end, TGF collaborated with
Pusat Kesihatan Daerah Klang (PKD) to kickstart the monthly “Program
Kesihatan Warga Emas” with Klinik Kesihatan Pandamaran in March 2022.
This programme was subsequently expanded to include Klinik Kesihatan
Meru in October 2022. The programme promotes healthy ageing througha variety of health talks related to ageing, physical exercise sessions forthe elderly and monthly health screenings, as well as fun interactive andcognitive activities. Each senior citizen is also given a bag of fresh fruitand healthy refreshments.
To date, we have more than 300 active members participating in themonthly physical and virtual get-togethers.
67 volunteer hours contributed

59 volunteer hours contributed
10 staff volunteers

17 staff volunteers
Total contribution for refreshment: RM850.50

Total contribution for refreshment: RM4,355.50

Preventing Community Frailty Programme
Humanitarian Volunteer for Turkey & Syria Earthquake
In response to the Turkey and Syria earthquake, TGF had extended
a helping hand to volunteer at the headquarter of Royal Malaysian
Air Force and Special Malaysia Disaster Assistance and Rescue
Team (SMART) on 18 and 19 Feb 2023. We had successfully sortedout and loaded 80 tonnes of donated goods into trucks, containers
and aircrafts, also to clear and deliver all received goods from theheadquarter to National Disaster Management Agency (NADMA).
140 volunteer hours contributed
29 staff volunteers

Following the success of the Healthy Ageing Programme, the Selangor
Health Department has come in as a partner for our new programme,the “Preventing Community Frailty Programme”, which involves
medical screening activities, health talks, exercises that monitor theageing analytics and physiotherapy, specifically for senior citizens.
The programme involves 12 Klinik Kesihatan and Pusat Jagaan Warga
Emas Komuniti in the Klang District, benefitting some 2,000 seniorcitizens by monitoring their ageing statistics, re-evaluating and reexamining to ascertain effectiveness and medical impacts. This data isthen referenced as predictive analytics for Ministry of Health Malaysia
to implement relevant and impactful programmes to address theageing population reality.
246 volunteer hours contributed
33 staff volunteers
Total contribution for refreshment: RM3,909.40

63

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

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CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialCOMMUNITY ENGAGEMENTCOMMUNITY ENGAGEMENT
Blood Donation Campaigns

Hari Raya Bubur Lambuk “Cook with Love” 2023 Programme

TGF supported Top Glove Global Doctors (TGGD) blood donation
campaign for University Malaya Medical Centre (UMMC), which was
aimed at urgently building up UMMC’s blood supply reserves aheadof the long Hari Raya holiday. The events took place from 17 January2023 to 20 January 2023 and 18 April 2023 to 20 April 2023 at Top
Glove Tower’s Healthy Event Hall.

TGF organised our annual Hari Raya Bubur Lambuk “Cook with
Love” programme with Ketua Kampung Meru, MPKK Meru and Tok
Penghulu on 29 March 2023. Our 174 staff volunteers prepared fourhuge pots, successfully achieving our target of over 2,000 packs of
Bubur Lambuk. With the help from the MPKK Meru committee, we
distributed these packs to Klinik Kesihatan Meru, Balai Polis, Balai
Bomba, mosques, suraus and also the local community from old folks’
homes, differently abled homes and orphanage homes.

On 17 and 18 Aug 2023, TGF also supported TGGD and UMMC inorganising the 1st public Blood Donation Programme at Setia City Mall,
Setia Alam.
With the backing of our management, we have pledged to organise 3
in-house blood donation campaigns per year to support UMMC andHTAR.

Meanwhile, some of our Ipoh and Lukut based colleagues collaborated
with nearby mosques to cook and distribute over 1,200 packs of Bubur
Lambuk to local communities. Our other outstation factories from
Banting, Nilai and Kulim also conducted Hari Raya CSR Programmesby contributing groceries to welfare homes.

518 volunteer hours contributed

459 volunteer hours contributed

403 staff volunteers

174 staff volunteers

Total bags of blood received: 524 bags including public

Total contribution: RM11,006.20

Chinese New Year 2023 Grocery Contributions to Welfare Homes
TGF organised grocery contributions to welfare homes during the
Chinese New Year festive period in March 2023, going beyond standard
grocery items by properly identifying the needs of the beneficiaries
first. Our contributions worth more than RM25,000 benefitted a totalof 437 residents including children, teenagers, differently abled adults
and the elderly, residing in 12 homes across Klang, Banting, Nilai,
Lukut, Ipoh, Kulim and Kota Bharu.
426 volunteer hours contributed

Deepavali Grocery Bundles for Underprivileged Families
For Deepavali, we contributed 1,000 grocery bundles to underprivileged
Indian families through a collaboration with Mariamman Indian Temple(Meru), Sri Balathandayuthapani Temple (Kapar) and Persatuan
Kebajikan Thirumular Malaysia (PTKM). While recipients from Meru
and Kapar collected their bundles from the temples, PKTM distributed
the grocery bundles to 500 impoverished families throughout Malaysia.
With the support of 87 staff volunteers including our outstationcolleagues from Banting, Lukut and Kulim, we contributed a total ofRM44,000 worth of groceries, spreading Deepavali joy to about 1,080
families.

92 staff volunteers
209 volunteer hours contributed
Total contribution: RM27,552.10
87 staff volunteers
Total contribution: RM43,654.00

65

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

66

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialCOMMUNITY ENGAGEMENTCOMMUNITY ENGAGEMENT“Put A Smile on A Child” Christmas 2022 Programme

Lend A Hand: Groceries Distribution

TGF’s Christmas 2022 CSR Programme, “Put A Smile on A Child”,
was organised for two orphanage homes, Persatuan Rumah Kebajikan
Rita, Kapar and House of Love (Pertubuhan Rumah Anak Yatim Berkat
Kasih), Taman Botanic, Klang. Like our previous year’s ‘Wishing Tree’CSR programme, it involved the residents writing down their desired
items for Christmas, which Top Glovers would then purchase for the
residents accordingly.

TGF donated basic grocery essentials to 4 needy families facing
medical and financial challenges in Kapar for a period of 6 months
effective from July 2023 to December 2023.

The visits to the homes were complete with gift giving, a mini concert
of Christmas carols performed by Top Glove’s in-house band, The
Rubberito, and games with the children. TGF also provided the homes
with groceries, daily essential items and 10 units of refurbished laptops
under the EduShare programme.
Our outstation factories from Nilai, Lukut, Ipoh and Banting also
distributed groceries and additional healthy snacks for the Welfare
Homes in their respective areas. Indeed, our “Put A Smile on A Child”
Programme was a success, having made 200 children much happier.
283 volunteer hours contributed
135 staff volunteers
Total contribution: RM9,570.15

EDUCATION SUPPORT
EduShare Programme:
Academic Purposes

Donating

Refurbished

LaptopsforThis programme, which is part of TGF’s ongoing efforts to connect
communities with digital technology, entails repairing and reformatting
older but serviceable laptops, which are then donated to orphanages,
as well as underserved students and communities.
To ensure the hardware achieves its objectives and is utilised
effectively, we also expanded our support to include a computer
literacy programme, so as to better equip the beneficiaries. These
teaching and learning programmes are conducted by Top Glove’s IT
staff volunteers, for students ranging between the ages of 10 to 17
years old.
251 volunteer hours contributed

Bakul Rahmah Distribution
In April 2023, TGF supported a total of 150 Bakul Rahmah to Masjid
Ay-Syarif Meru and Kampung Budiman for the distribution to theimpoverished families based in Meru/Klang.
21 volunteer hours contributed
5 staff volunteers
Total contribution: RM12,538.80

67

TOP GLOVE CORPORATION BHD

57 staff volunteers
Total contribution: 64 units of laptops for FY2023“Spread Your Love” Financial Aid Programme
TGF donated RM30,000 supporting 60 pax impoverished primary
students from 3 schools in Perak, namely SJK(C) Lahat, SJK(C)Simpang Jalong and SJK(C) Lasah on 9 February 2023.

Sustainability Report 2023

68

CREATINGSUSTAINABLE VALUESECTION

3

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1SOCIAL: TO BE A PEOPLE CENTRIC CORPORATE CITIZEN

3
2

5
4

SocialSocialENVIRONMENTAL CONSERVATIONENVIRONMENTAL CONSERVATION
Fruit Tree Planting Event at Taman Botani Negara Shah Alam

Fabric Recycling Project

TGF and the Marketing Department planted a total of 320 mango,
coconut and soursop trees, transforming the landscape into a vibrantorchard. Not only that, we also took steps to ensure their protection by
installing protective fencing.

Top Glove is the first corporate partner for Australian Textile
Manufacturing Malaysia (ATMM), for its fabric recycling project. Since
April 2022, Top Glove has run a weekly collection of the Company’s
used uniforms, as well as used/unwanted clothing and fabric materials(such as curtains, bedsheets, towels, shoes, bags and toys) fromits employees. These materials are then upcycled, downcycled andrecycled to give them a second chance of usage, while helping toconserve the environment. Meanwhile, donated clothing which is stillin good condition is kept for donation to welfare homes. To date, wehave collected more than 5 tonnes of fabric, prevented almost 8,000
kg CO2 eq emissions and saved 25,000 T-shirts from being disposed inlandfills.

374 volunteer hours contributed
78 staff volunteers
Total contribution: RM42,086.20

Mangrove Nursery & Planting Project683 volunteer hours contributed

Since the year 2020, TGF and Top Glove staff volunteers havesupported Sijangkang Magrove Recreational Park (SMRP) in
conserving the mangrove landscape by potting propagules and small
mangrove sprouts. To prevent animals such as monkeys from thesurrounding living habitats from destroying the young plants, we built
three nurseries to keep the plants safe during the growing process andnurtured over 3,450 young mangrove plants.

179 staff volunteers

Upcycling, Downcycling and Recycling (UDR) Programme
TGF continued to heighten awareness of the importance of UDR
among Top Glove employees, across Klang factories in Malaysia as
well as our corporate office in Setia Alam, Top Glove Tower.

To sustain the park’s role as a recreational and educational hub,
TGF has contributed to the development of a nearby ‘Team Building’course, enhancing its appeal to younger visitors. Furthermore, theorganisation has also undertaken enhancements such as painting
rest area amenities, including toilets, tables, and chairs, to enrich thevisitor experience.

431 volunteer hours contributed
180 staff volunteers
Total weight of recyclables: 29,148 kg

On 2 September 2023, 63 dedicated Top Glove volunteers, including
senior management members, coming together to plant 300 mangrove
propagules, or young mangrove plants at Taman Rekreasi Paya Bakau
Sijangkang.

Weekly Gotong Royong Activities with Local Communities
Through regular gotong royong activities, we come together as acommunity to work towards a healthier environment.

347 volunteer hours contributed
63 staff volunteers

2,828 volunteer hours contributed

Total contribution: RM14,000735 staff volunteers
Total weight of waste collected: 2,194 kg

In FY2023, Top Glove contributed RM23.9 million income tax towards nation building as part as sustainable economic growth.
Malaysia
RM10.3 million

China
RM9.0 million

USA
RM4.3 million

Thailand
RM0.3 million

Note: The income tax data is reviewed solely by tax working group and is separate from SIRIM assurance process.

69

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

70

CREATINGSUSTAINABLE VALUESECTION

4

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATIONGOVERNANCE: TO CREATE LONG-TERM VALUE THROUGH ETHICAL BUSINESS PRACTICES AND

1

3
2

CONTINUOUS STAKEHOLDER ENGAGEMENT

5
4Governance

Governance:
To Create Long-Term Value ThroughEthical Business Practices and Continuous
Stakeholder Engagement
HIGHLIGHTS

RM2.1 million

was put into enhancing our
cybersecurity system

ISO 27001:2013

certification for Information Security
Management Systems

ETHICS, INTEGRITY & GOVERNANCE
Management Approach:Top Glove demonstrates highest standards of corporate governance, which is a cornerstone in building a foundation of
credibility and integrity for our stakeholders. We strive to implement comprehensive risk management, demonstrate goodboardroom practises, instil culture of anti-bribery, anti-corruption, ethics & conducts.

Maintain a clean record withzero cases

security breaches

Sustainability Governance Structure

GOAL 4:
STRENGTHENING GOOD CORPORATE &RESPONSIBLE BUSINESS CULTURE

40%

Promoting our core values of Business Ethics: Honesty, Integrity &Transparency, Top Glove’s steadfast reputation is deeply rooted. Fromtheir very first day at work, we instill these principles in all employees,
understanding that securing stakeholders’ trust is essential for ourbusiness’s future. Within the Group, we remain resolute in upholding
good ethics and compliance to ensure robust corporate governance.

TOP GLOVE CORPORATION BHD

BOARD SUSTAINABILITY COMMITTEESUSTAINABILITY DEPARTMENTSUSTAINABILITY STEERING GROUP CONSISTS OF ALL HEAD OF DEPARTMENTS

of Management’s KPI
linked to ESG metrics

71

BOARD OF DIRECTORS

Environment including
Climate Change

Human Rights andLabour Practices

Stakeholder Engagement
including Supply Chain
Management

Corporate GovernanceCommunity Involvement andDevelopment

Sustainability Report 2023

72

CREATINGSUSTAINABLE VALUESECTION

4

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATIONGOVERNANCE: TO CREATE LONG-TERM VALUE THROUGH ETHICAL BUSINESS PRACTICES AND

1Governance

5
4

Governance

Sustainability Grievance Channel

Corporate Governance

In July 2022, Top Glove implemented the Grievance Handling Protocol
subsequent to the rollout of Top Glove’s Sustainability Policy. This Policy
was introduced to engage both internal and external stakeholders, providingthem a platform to express concerns pertaining to sustainability issues
within our operational framework and across the entirety of our supply chain.
The Grievance Handling Protocol has been formulated to ensure efficientmanagement of grievances, with the goal of overseeing and enforcing
adherence to Top Glove’s Sustainability Policy and Business Partners’
Code of Conduct. This protocol encompasses a detailed procedure thatfacilitates the resolution of grievances by establishing a connection between
business operations and grievance resolutions. It becomes applicable oncegrievances are assessed and confirmed as breaches to our policies. Asof now, we have not received any reported cases through this channel.
Nonetheless, we are committed to raising awareness about this grievancechannel and actively working on enhancing its interface to make it moreuser-friendly and accessible for reporting.

Upholding the highest standards of governanceempowers our Board of Directors to playa pivotal role in strategic planning and risk
management, thereby ensuring the sustainable
operations of the Group. For a comprehensive
understanding of our corporate governancepractices, please refer to the Corporate
Governance Overview Statement on pages 68
to 78 in the Integrated Annual Report 2023.

Scan the QR code for more information about sustainability
grievance procedurehttps://grievance.topglove.com/#:~:text=Grievance%20Mechanism,Communicate%20the%20Grievance&text=Public%20can%20raise%20
grievances%20against,the%20legitimacy%20of%20grievance%20case

In FY2021, we introduced a groundbreaking
measure by linking ESG metrics to 40%of the Management’s KPI, effective fromFY2022 performance management. This step
was taken to ensure that our management
is held accountable for the accomplishmentof the Company’s objectives. To strike aharmonious balance between financial andnon-financial measures, the Group adopted
the Balanced Scorecard in FY2022. This
strategic performance management tool aligns
our mission, vision, and strategies, aiding in
defining goals, strategic objectives, and welldefined initiatives and targets through a set of
KPIs/measurements.

ESG metrics linked to 40% of the Management’s KPI
1

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y
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afet
dS
Sa
cticesandur PrathaboaldL
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an
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s
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nti
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Prod
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3 Hu
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igh
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5 Tal
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e

Performance indicator

Customer satisfaction index

Kindly refer to page 86

2

Occupational accident rate

Kindly refer to page 43

3• BSCI audits “A” rating achievement rate

Kindly refer to page 46• Achievement rate of factories being audited
against SMETA standard having not more than
10 non-compliances per audit

4

5

TOP GLOVE CORPORATION BHD

Achievement for FY2023

1

Key
Performance
Area

73

3
2

CONTINUOUS STAKEHOLDER ENGAGEMENT

Scope 1 & 2 emission intensity reduction

a. Annual employee engagement survey
b. Succession pool cover ratio

Kindly refer to page 25

Kindly refer to page 58

2023 Governance Highlights

Adoption of Conflict of Interest
Policy effective 2023

Engagements between
Non-Executive Directors andManagement

Annual Board EffectivenessEvaluation conducted internally,
facilitated by the Company
Secretary via online questionnaires

Diverse gender and skills acrossBoard of Directors, with 42% offemale directors

The Board has imposed ESG
metrics linked to 40% of theManagement’s KPIContinuous implementation ofBalanced Scorecard to align KPIs
with business strategy at all levels

Engagement Between Non-Executive
Directors and Management

Cyber Security & Data Privacy

The Non-Executive Directors’ Committee(“NEDC”) formerly known as Independent
Directors’ Committee (“IDC”) had their firstmeeting for the financial year 2023 on 12 April
2023. The NEDC focused on the Company’s
investment strategies, portfolio management andreviewed the Company’s Investment Guidelines
while highlighting the importance of adherence
to approved guidelines. The NEDC provide
recommendations to strengthen the cash flow
position and capital structure management of
the Company. People and culture were also
addressed in the NEDC meeting along withtimelines and action plans to overcoming current
business challenges.
The NEDC had their second meeting on
14 June 2023 during the financial year 2023.
In this meeting, the NEDC went through theagendas of the upcoming Board of Directors
meeting and discussed each agenda thoroughly
to enable them to have a better view on the issues
at hand and to drive better deliberations at theBoard meeting. The NEDC also deliberated theimportance of economic pillar, which formed thefoundation of sustainability. It further agreed thatthe existing ESG Framework has covered theeconomic aspect in decision making processes.
On 27 July 2023, NEDC had their final meeting for
financial year 2023. In this meeting, the outcomesof the Group’s Brand Survey were reviewed anddiscussed with identified areas of focus, priorities
and next steps. The NEDC was introduced to theCompany’s Path Innovators, the selected young
leaders whom will be working with the NEDC
to further enhance the Company’s internal andexternal branding. The expectations of the NEDC
on the Board Away Day was made known during
the NEDC Meeting. Recommendations from the
NEDC were shared to the Board during the Boardof Directors’ Meeting held on 18 August 2023.
Follow up meetings with Management will follow
through to enable the NEDC to provide insights
and recommendations for the best interests of
the Group.

We are continuously strengthening our cybersecurity in line with the fast-evolving
nature of cyber-attacks as the threat landscape for cybersecurity continues tochange In FY2023, we invested a total of RM2.1 million to further strengthen our
cybersecurity systems as part of our continued efforts to improve cybersecurity
that includes endpoint, server, and network security system.
Information that is private and confidential is extremely important to us. The
Personal Data Protection Act of 2010 (PDPA), which requires all workers to treat
client personal and sensitive information with the proper level of confidentiality,
serves as the Group’s governing and guiding law. Our working relationships withthird parties are similarly confidential, and they are required to read, comprehend,
and acknowledge a Non-Disclosure Agreement (NDA) whenever confidential
matters are being discussed or is involved.
As a part of our integrated approach to data security, we strive to ensure that all
Top Glovers are accustomed with our Cybersecurity Policy, which outlines each
employee’s roles and responsibilities for ensuring appropriate and ethical use of
our email system and preserving the confidentiality of all customer and company
data. All service agreements with third parties include a standard personal data
clause as an additional security safeguard. We provide learning materials withpertinent information on cybersecurity and how cyber dangers could appear in
employees’ daily tasks in an effort to raise awareness among our people. Monthly
emails and recurring learning modules serve as reminders to all staff to stay vigilant
about current cybersecurity threats and occurrences. Employees are encouraged
to report on any abnormalities identified.
Our IT department conducted simulations in FY2022 and FY2023 to increasestaff awareness of phishing dangers. Our highly skilled and committed IT team,
who developed and implemented our strong cybersecurity and IT infrastructure,is the driving force behind our efforts. The Risk Management and Sustainability
Committee regularly reviews the Group’s risk profile and performance, including
cybersecurity risks, to ensure adequate and appropriate measures are in place tomitigate such risks. Risk management is governed at the highest level by the Boardof Directors.

Cybersecurity and Data Privacy Key Highlights in FY2023• No incidents of client data loss, theft, or leakage were recorded• RM2.2 million was put into enhancing our cybersecurity system• Our staff have a greater understanding of IT security as part of our efforts
to reduce the risk of cybersecurity breaches• Since FY2021, our IT infrastructure and information security management
system are certified with Information Security Management System ISO
27001:2013• Multiple training activities are conducted on regular basis

Sustainability Report 2023

74

CREATINGSUSTAINABLE VALUESECTIONENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATIONGOVERNANCE: TO CREATE LONG-TERM VALUE THROUGH ETHICAL BUSINESS PRACTICES AND

4

1

3
2

CONTINUOUS STAKEHOLDER ENGAGEMENT

5
4Governance

GovernanceCorporate Integrity
In response to the ISO 37001:2016 Anti-Bribery Management System (“ABMS”)
requirements, Integrity Functions were established and have been further specified
the parameters of its scope in 2023 into Corporate & Operation. At Corporate Level,
it is overseeing by Central Integrity Function (CIF) while Operation Level by Factory
Integrity Function (FIF). CIF focuses on 2 major areas: Enforcement & Implementation,
and Awareness & Promotion of ethics and integrity initiatives to all employees,
while FIF, mainly focuses on Enforcement & implementation. The Group, which is
responsible for anti-bribery and anti-corruption related matters, is under the purview of
Top Management, Board Audit Committee and Board Risk & Investment Committee.
In FY2020, we extended and expanded the ABMS scope and implementation to all our
subsidiaries, following the ISO 37001:2016 certification at Factory 9 in Meru, the firstprivate manufacturer in Malaysia certified with the ABMS. External and independent
audit on the ISO 37001 ethical standards was performed annually in response to
Section 17A (“Corporate Liability Provision”) and Guidelines on Adequate Proceduresof T.R.U.S.T. Principles. In FY2022, additional 3 entities were added in the ABMS groupscheme bringing the total number of ABMS-certified entities to eight. This expansion
reflects our ongoing commitment to continually enhance the implementation of our
W.H.I.T.E. Integrity Culture and is reflected in Top Glove’s core values, businessprinciples, and policies, which prioritises ethics and anti-corruption. W.H.I.T.E is anabbreviation for Top Glove’s 5 Wells, Honesty, Integrity, Transparency, and, lastly,
Educate.
To align with our FY2025 goals, we aim to certify one more entity in FY2023.
Nevertheless, in FY2023, which is our third cycle of certification, we have maintained
our existing 8 ABMS certified entities without any additional certification.
SUSTAINABILITY ROADMAP FY2022 TO FY2025

8 entities retained ISO 37001:2016 certification of
Anti-Bribery Management System

Corruption Risk Assessment
Corruption risk assessment is intended to enable the organisation to form a solid
foundation for its management system and a basis of the organisation’s efforts tocombat corruption. From this assessment, it will require risk owners to establish
appropriate processes, systems, and controls to mitigate the corruption risks that
exposed to the organisation.
Corruption risk assessment shall cover process activities which include but not limited
to the following:

Corruption Risk Assessment
•
•
•
•
•

Opportunities for corruption and fraud activities
Financial transaction that may disguise corrupt payments
Business activities that pose a higher corruption risk
Non-compliance of external parties
Relationships with third parties in the supply chain

In order to ensure corruption risk assessed comprehensively, we had establishedprocedures with corruption process mapping and risk key areas as guidance whichgoverned by our ERM. To effectively address the issues of bribery and corruption,areas that are vulnerable to corruption have implemented proactive internal AntiBribery and Anti-Corruption (“ABAC”) control measures proportionately to their specificrisks. The effectiveness of corruption risk control measures is persistently monitored inpreventing the risk exposure of offences as contained in the Malaysian Anti-Corruption

75

TOP GLOVE CORPORATION BHD

Commissions (“MACC”) Act 2009, affecting not
only the reputation and integrity of companies,
but also society as a whole.
Since FY2021, 100% of Top Glove Corporation
Bhd, covering 28 departments located in
Malaysia were assessed for risks related tocorruption and continue to extend to factories
in Malaysia and Thailand. Moving into FY2023,
we aim to strengthen our corruption risk
assessment by reviewing and enhancing themethodology of risk assessment as well as
through digitalisation. Our first risk software for
operational risk management was introduced
and launched for pilot programme in December
2022 with series of training and workshops
were conducted to all relevant employees.
Charitable Donations and Sponsorship
When making charitable donation orsponsorship, we ensure all of the documents
below are checked to prevent the donation orsponsorship are used as a disguised form ofbribery:

Charitable Donations andSponsorship
1. Registration under Ministry of
Women, Family and Community
Development (JKM)
2. Inland Revenue Board of Malaysia
Section 44(6) Registration
3. Company Registration Form
4. Company profile
5. Relevant previous supporting records
by Top Glove

Stakeholders Due Diligence & Commitment
Background checks are conducted on our
stakeholders prior to any business dealings.
Various external platforms, including MACC
official portal, are utilised to check for financial
information and any history of bribery or
corruption. Furthermore, anti-corruption is oneof the audit criteria used to assess our suppliers
and this requirement is communicated to our
suppliers. We require our stakeholders to upholdthe highest standards of integrity and ethicalconduct at all times. The enhanced versionof our ABAC e-Handbook that covers ethical
topics such as facilitation payments, money
laundering, political donations and involvement,
and antitrust is published on the website forpublic view. This is in line with our commitment
to sound and sustainable business practices.
In addition, our stakeholders are required to
obliged to the following commitment.

Stakeholders

Anti-Bribery, Anti-Corruption & Ethic’s Commitments

Suppliers & business associates
who have financial dealings withTop Glove• Letter of Enforcement of Corporate Culture (LECC)• Business Partners’ Code of Conduct

Customers• Letter of Enforcement of Corporate Culture and Business• Ethics on The Issue of Bribery and Corruption (LECCBC)

All external parties• Letter of Enforcement of No Gifts Policy (LENGP)

Employees• Employee Code of Conduct• Ikrar Bebas Rasuah (IBR)• Letter of Enforcement of Corporate Culture (LECC) during onboarding of new staff

Board of Directors• Directors’ Code of Conduct & Ethics• Ikrar Bebas Rasuah (IBR)

Governance Training
Number of staff that have received training on governance job grade:
Job Category

FY2021

FY2022

FY2023

Senior Management

14

24

30

Upper Management

152

416

401

Middle Management

639

2,417

1,086

Junior Management

356

1,330

646

FY2021

FY2022

FY2023001Anti-Bribery and Anti-Corruption Data:
Job Category
No. of corruption and bribery cases
Political contribution made, RM

0

0

0

Facilitation payments made, RM

0

0

0

Money laundering involvement

0

0

0

Insider trading occurrence

0

0

0

Fines imposed in relation to corruption, bribery & anti-competitive
business practices

0

0

0

Scan the QR code for more information about Top Glove’s Anti-Bribery and Anti-Corruption Commitments

https://www.topglove.com/corporate-integrity/

Sustainability Report 2023

76

CREATINGSUSTAINABLE VALUESECTION

4

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATIONGOVERNANCE: TO CREATE LONG-TERM VALUE THROUGH ETHICAL BUSINESS PRACTICES AND

1

3
2

CONTINUOUS STAKEHOLDER ENGAGEMENT

Governance

5
4

Governance

BUSINESS ETHICS & INTEGRITY INITIATIVES: W.H.I.T.E. INTEGRITY CULTURE
In a bid to continue Top Glove’s anti-corruption initiatives for FY2023, we have introduced and are actively promoting the ethics andintegrity programme within our workforce and value chain. This is in line with our commitment to comply with the Corporate Liability
Provision S17A, which was enforced on 1 June 2020. The programmes include:

Ethics and Integrity Programmea. W.H.I.T.E. Integrity Culture slideb. Ethics & Integrity Training• Awareness of W.H.I.T.E. Integrity Culture covering ISO
37001 ABMS, Anti-Bribery & Anti-Corruption Policy, TG
Gift Policy & Online Declaration, Whistleblowing Policy& Procedure and Document Control.
• In-Depth of ISO 37001 ABMS covering each clause of
the standard.
c. W.H.I.T.E. Integrity Leader’s Corner Video of Top
Management.

d. W.H.I.T.E. Integrity Culture Promotion via Social Media.
e. Ethics & Integrity Social Media Posting.
f. Corruption Free Pledge/ “Ikrar Bebas Rasuah” (IBR).
g. Reminder Notification on W.H.I.T.E. Integrity Day.
h. Participated in external discussion on bribery & corruption
issuesAnti-Corruption Collective Action Roundtable by UN
Global Compact Network Malaysia & Brunei (UNGCMYB)
Ethics & Integrity posting via social media also placesemphasis on ethical behaviours at workplace.

Through the ethics and integrity programme, Top Glove’s employees are equipped with anti-bribery and anti-corruption knowledge
towards a corruption-free Company. The programme and trainings covered a wide range of anti-bribery and anti-corruption scope
such as facilitation payments, money laundering, political donations and involvement, and antitrust and many more as in listed in oure-handbook.

W.H.I.T.E. Integrity Leader’s Corner Videos of Top
Management’s message on Ethics & Integrity to Top Glove
employees

Participated in an external training by Malaysian Rubber
Council (MRC): 1-day Anti-Bribery Management Systemtraining

77

TOP GLOVE CORPORATION BHDEntering 7th year of annual assurance of Top Glove’s
Ethics & Integrity practices in accordance with ISO
37001:2016 ABMS by SIRIM QAS International

Participated in an external discussion by UN Global
Compact Network Malaysia & Brunei (UNGCMYB):
Anti-Corruption Collective Action Roundtable

Whistleblowing
Top Glove enacted its Whistleblowing Policy and Procedures(“WBPP”) in 2019. This guideline was intended to provide areinforced mechanism within the Company, allowing individuals
to report misconduct in confidentiality. The WBPP provides
a precise definition of “improper conduct” while remaining
sufficiently broad to encompass any actions that may negatively
affect stakeholders or expose them to potential risks. Top Glovecollaborated with an external, impartial whistleblowing service
provider in FY2020 to further assure transparency and protection.
This third-party expert is responsible for receiving reports ofwhistleblowing, protecting the whistleblower’s anonymity,
and then transmitting these reports to the Whistleblowing
Committee for in-depth review. To ensure transparency and keep
the whistleblower informed of the investigation’s progress, alloutcomes are communicated through this independent entity,
which protects the whistleblower’s anonymity at every stage.

Communication and promotions of Top Glove employeesof all levels in demonstrating their support for W.H.I.T.E
Integrity Culture by wearing white.
Category

Number of cases FY2023

Bribery/Corruption

1

Fraud

0

Grievances/misconduct

1

Others (on policy & procedures)

2

Scan the QR code for more information about
Whistleblowing Policy and Procedurehttps://www.topglove.com/App_ClientFile/7ff8cb3f-fbf642e7-81da-6db6a0ab2ef4/Assets/anti-corruption/Top_Glove_
Whistleblowing_Policy_%20Procedure-01122020.pdf

Business Ethics & Conduct
Top Glove’s WBPP is a testament to the Whistleblowing
Committee’s dedication to ensuring business practices
remain anchored in the principles of honesty, integrity, andtransparency. The WBPP reinforces the Committee’s pledge tohandle whistleblowing incidents with sincerity and good faith,
striving to negate any conflicts of interest during investigations.
It’s paramount to Top Glove that information provided bywhistleblower’s is handled with the highest regard for its sensitivity.
To this end, every precaution is taken to maintain confidentiality instrict adherence to the Whistleblower Protection Act 2010.
Top Glove systematically delineates whistleblower occurrences
and their subsequent resolutions during quarterly Board Audit
Committee Meetings to foster an environment of trust andresponsibility. In FY2023, Top Glove meticulously addressed aquartet of documented whistleblower instances. Each matter
was attentively handled, culminating in decisive resolutions andprudent actions. For the specific case of the bribery incident,
Top Glove promptly alerted the pertinent external authorities,
ensuring transparent and responsible action on our part.
This responsiveness underscores Top Glove’s unwaveringcommitment to the pinnacle of ethical business conduct.

As a Company with value centred culture, Top Glove has established the
Employee Code of Conduct which sets out the underlying values, commitment,
dedication, diligence and professionalism contributing towards the social andenvironmental growth of the surroundings in which the Company operates. All
employees are required to acknowledge the Employee Code of Conduct uponjoining the Company and to act in accordance with the policies detailed in the
Employee Code of Conduct which is reviewed periodically should the necessity
arises.
In FY2023, there has been 11 cases involving breach of the Employee Code of
Conduct which involved cheating on attendance, overtime claim and alterationof medical certification. These employees were required to explain their actions
for the Company’s further investigation. Appropriate disciplinary action includes
but not limited to issuance of reminder letter, warning letter, suspension letter,
acceptance of resignation on employee’s voluntary resignation or dismissal will
be taken against the perpetrators depending on the severity of the case in theevent that they are proven guilty upon the conclusion of the investigation.
Regular trainings related to the Top Glove Corporate Value R.I.V.E.R. (Respect,
Integrity, Value, Empowerment & Relationship) and W.H.I.T.E. Integrity Culture to
improve awareness and solidify employees’ knowledge on the Company’s values.
Sustainability Report 2023

78

CREATINGSUSTAINABLE VALUESECTIONENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENT

GOVERNANCE: TO CREATE LONG-TERM VALUE THROUGH ETHICAL BUSINESS PRACTICES AND

4OTHER INFORMATION

1

3
2

CONTINUOUS STAKEHOLDER ENGAGEMENT

Governance

5
4

Governance

HIGHLIGHTS
Active critical suppliers

100% auditedwith ESG assessment

Achieved 100%
traceabilityof natural rubber sourced was traceable
up to collecting point of own concentrated
latex processing plant

All operating plants
certified with QMS or HACCP

Zero incidents

of non-compliance with selected
regulations and zero productrecall cases

PRODUCT QUALITY & SAFETYGOAL 5:EMERGING AS A TRUSTED COMPANY WITH A SUSTAINABLE VALUE CHAIN

As the world’s foremost glove manufacturer, Top Glove holds significant sway over the supply chain. Our goal is to set an
example for our suppliers and business partners, inspiring them to embrace sustainability. We are committed to establishinga sustainable value chain by consistently involving our business partners in promoting sustainable practices and delivering an
exceptional customer experience that goes above and beyond expectations.

79

TOP GLOVE CORPORATION BHD

Management Approach:
We are committed to manufacturing products which meet the highest quality and safety standards. As a global healthcare
product manufacturer who has customers in 195 countries, we adhere to a stringent quality assurance process, ensuring
we comply with each country’s requirements.
Top Glove recognises that innovation and advancements in processes and technology are fundamental to our business andare the cornerstones of our pursuit of quality excellence. To remain competitive in the global market, we consider continuous
improvement to be indispensable. Our objective is to ensure that all new glove and non-glove factories are certified with QMS
or HACCP within 8 to 10 months, achieving a 100% certification rate.

Sustainability Report 2023

80

CREATINGSUSTAINABLE VALUESECTION

4

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATIONGOVERNANCE: TO CREATE LONG-TERM VALUE THROUGH ETHICAL BUSINESS PRACTICES AND

1

3
2

CONTINUOUS STAKEHOLDER ENGAGEMENT

5
4Governance

GovernanceOur key strategies for enhancing the quality and safety of our products encompass the following:

Compliance with product labelling regulations

Investing in Research & Development (R&D), digitalisation and automation
At the forefront of R&D and innovation in the glove industry, we place the utmost importance on product quality and safety.
Our commitment to excellence in this regard is driven by a deep understanding of the critical role gloves play in various
industries, including healthcare, manufacturing, and food services. Here, we provide a comprehensive overview of how weprioritise and ensure the highest standards of quality and safety in our glove development processes.

Material Selection
Our journey towards quality and safety
starts with the careful selection of materials.
We rigorously assess and choose materials
that meet or exceed industry standards
for durability, flexibility, and comfort. This
process includes evaluating factors such aslatex or synthetic compositions, thickness,and texture to ensure the optimal balance
between protection and user comfort.

Sustainability and Eco-Friendly Practices
Quality and safety also extend to theenvironmental impact of our products. We
are committed to sustainable sourcing,
reducing waste, and minimising our carbon
footprint throughout the glove lifecycle.

Innovative Design and Engineering
Innovation is at the core of our glove
development process. Our team of experts
continuously explores novel designs andengineering solutions to enhance glove
performance. This includes ergonomic
designs to reduce hand fatigue, specialised
textures for improved grip, and advanced
coatings for additional protection.

Continuous Improvement
We embrace a culture of continuous
improvement. Regular feedback fromhealthcare professionals, industrial workers,
and other end-users is invaluable in ourquest to enhance product quality and safety.
We listen to their needs and concerns anduse this feedback to refine our glove designs
and manufacturing processes.

Implementation of ISO 9001 Quality Management
System (QMS) and ISO 13485 QMS – Medical Devices
As in the year 2023, 100% of our existing certifications programmes
has maintained and continuously implemented with ISO 9001 and ISO
13485, QMS at all our operating factories. Other than ISO 9001 andISO 13485, Top Glove has also been certified with HACCP, GMP and
BRC certifications which intended to promote the highest standardsof food safety compliance of our products.
SUSTAINABILITY ROADMAP FY2022 TO FY2025

100% of operating plants certified with QMS or HACCP

Rigorous Testing
ProtocolsWesubject
ourglove prototypes toa battery of rigorous
tests to evaluate theirperformanceunderreal-world conditions.
These tests encompass
mechanicalstress,chemical resistance,
barrierproperties,
andmicrobiologicalsafety. Any potential
weaknesses
areidentified
andaddressed
beforeproduction begins.

Enhancing skills andknowledge of employee
Top Glove Quality & Worker Supervision(“TGQWS”)
Local
workers
resignation
rate
has
been
gradually
increasing
year
byyear. Therefore, a supervisory development
programme, TGQWS has been created
for all supervisors who directly supervise
local workers among their reporting line. This
programme enhances the supervision skills of
the participants.

Marketer training on product
Our R&D department has provided comprehensive training to our marketing team, resulting in an enhanced ability to
educate both existing customers and potential clients about our product quality and offerings.

81

TOP GLOVE CORPORATION BHD• On 6 September 2021, we published the Top Glove’s Advertising and Product Representation Principles and trained
the relevant personnel on the core advertising principles and unacceptable general claims• 100% of our significant products are covered by and assessed for product labelling compliance• In FY2022, we have zero incidents of non-compliance with regulations concerning:- Product information and labelling- Marketing communications, including advertising, promotions and sponsorship
Financial YearFY2021

FY2022

FY2023

Number of product recalls

0

0

0

Number of regulatory agencies inspection

0

0

0

Number of Form 483 Observations and FDA Warning Letters
received000Being a leader in the glove industry, Top Glove shall only deliver high-quality products surpassing customers’ expectations.
WE ENSURE:

ONLY the best quality products
reach our customer.

ONLY the premier sales
performance is given to ourcustomer.

These 3 can ONLY be achieved by certifying our factories
with relevant management systems which are aligned with theInternational Organisation for Standardisation (ISO) that cansatisfy our customers’ demands. As in year 2023, Top Glove
has been certified with various certifications such as:
1. ISO 9001 and ISO 13485, Quality Management System
2. ISO 14001, Environmental Management System
3. ISO 45001, Occupational, Health and Safety Management
SystemTop
Glovejourney
towards
international certifications started in
1999 in which Quality Management
System for Medical Device (ISO 13485)
was first achieved in Klang factories. The
goal is to ensure our factories produce
good quality and safe products inaccordance with the stated regulations
that extended to our internal suppliers
as well. Top Glove always positive andseek for better improvement in every
aspect including the importance ofthird parties audit to establish a good
rapport on operational activities which
complies with requirements and bestpractices globally.

ONLY the safest of safety
aspects is practiced internallyand externally.

ISO 37001, Anti-Bribery Management System
ISO 50001, Energy Management System
ISO 18788, Security Operations Management System
ISO 27001, Information Security Management System
ISO 41001, Facility Management System
BRCGS for Consumer Products Personal Care andHousehold, Issue 4
10. FSC, HALAL, GMP, HACCP, MDSAP and other
4.
5.
6.
7.
8.
9.

Forest Stewardship Council Training which was conducted physically on 30 August 2023.

Sustainability Report 2023

82

CREATINGSUSTAINABLE VALUESECTION

4

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATIONGOVERNANCE: TO CREATE LONG-TERM VALUE THROUGH ETHICAL BUSINESS PRACTICES AND

1

3
2

CONTINUOUS STAKEHOLDER ENGAGEMENT

Governance

GovernanceSupplier Assessment

SUPPLY CHAIN MANAGEMENTManagement Approach:
Ensuring sustainability practices at our own operations is not sufficient as value chain has a significant impact on businesssustainability. Guided by the Top Glove’s Sustainability Policy and revised Business Partners’ Code of Conduct, we share
our sustainability values with our business partners, to ensure a sustainable business relationship and business operationin all the key important areas, including human rights, environmental compliance, business ethics etc.
We are committed to ethical sourcing and responsible
consumption to ensure the products manufactured by us are
sustainable products. Our strategy in ensuring sustainablesupply chain management include traceability and supplierassessments on ESG metrics, in which Forest StewardshipCouncil (FSC) is one of the options.
Traceability
With the enforcement of EU Deforestation-free Regulations(“EUDR”), Top Glove is committed to ensure that our productcomplies with the EUDR. The regulation prohibits the importof products that have been linked to deforestation or forest
degradation. This includes natural rubber, which is a major driverof deforestation in Southeast Asia. Department of Statistics
Malaysia highlighted the production of NR in February 2023
for Malaysia was mainly contributed by smallholders’ sector(87.3%) as compared to estates sector (12.7%).
In efforts to promote transparency in our supply chain
management, Top Glove aims to achieve 70% traceability toplantations of natural rubber sourcing by FY2025. The regulation
will require companies to conduct due diligence on their supply

5
4

chains to ensure that they are not sourcing products fromareas that have been deforested or degraded. The regulation
is expected to have a significant impact on the natural rubber
industry, as it will force companies to find more sustainableways to source their rubber.
In FY2023, recent adjustments have been made within the
traceability committee, resulting in the appointment of a new
traceability lead to ensure seamless continuity and expertisein Top Glove’s traceability efforts. April 2022, the Traceability
Committee was established. This committee is comprisedof dedicated team members from the Regulatory Affairs,
Concentrated Latex Plant teams and Sourcing & Procurement.
Rubber plantation Site verification & Data Plotting for ourconcentrated latex processing plant in Thailand:
Top Glove has established a supplier mapping system forour concentrated latex processing plant in Thailand, which
encompasses five tiers of suppliers. Each tier plays a specificrole in our supply chain, ensuring a reliable and sustainablesource of latex.

In FY2023, supplier assessment was conducted through virtual evaluations, onsite and self-evaluation. We continue the assessment
using a supplier audit checklist to address the ESG concerns in the supply chain. The checklist has been incorporated into the SAP
Ariba system, in which the assessment and documents will be stored digitally in the system and save time to distribute the checklist.
Supply Chain Data
Type of supplierAbsolute number of suppliers

Purchase of total procurement
spent by (%)

Total tier 1 suppliers

3,016

100%

Critical tier 1 suppliers

239

61%

Number

Percentage

66 out of 66

100%

8 out of 8

100%

Existing critical tier 1 suppliers assessed

66 out of 239

27.6%

Number of self-audits conducted

49 out of 49

100%

Number of site audits conducted

25 out of 25

100%

8 out of 8

100%

New: 8 out of 8
Existing: 66 out of 66

New: 100%
Existing: 100%

Supplier Assessment Data
Category
Existing critical tier 1 supplier assessed (based on all
active existing critical tier 1 supplier
New critical tier 1 supplier assessed (based on all
new critical tier 1 supplier)

New critical tier 1 supplier that were screened usingsocial and environmental criteria
Critical tier 1 suppliers assessed for social andenvironmental impacts

Note: Suppliers are to be graded according to Audit Rating Guide and corrective actions are taken for continual improvement.

FY2023 Achievement
As part of this commitment, we have initiated the process of
tracing natural rubber by mapping Tier 2 suppliers for our own
concentrated plant and conducting a data collection pilot study
and data plotting for Tier 2, Field Latex trader + Tier 3, Field
Latex collecting point.
In line with our sustainability objectives, we set a target toachieve “By 2023, 100% of natural rubber supplied to Top
Glove’s own concentrated latex processing plant, procured
from smallholders, was traceable to the collecting point”. This83

TOP GLOVE CORPORATION BHD

target for FY2023 has been achieved, this accomplishment
reflects our commitment to enhancing traceability andsustainability within our supply chain through dedicated efforts
and collaboration. As traceability is a complex study withmultiple layers, Traceability Committee also has conducted
several engagements, discussion and courtesy meetings withauthority i.e., Malaysian Rubber Council (MRC), Malaysian
Rubber Board (MRB), Rubber Authority of Thailand (RAOT);
Certification body, Latex supplier and other industry to get their
input on our current traceability related matter. As well as study
relevant standard and requirement related to traceability.

45%
of
all
activesuppliers are within Grade
A & B. The supplier ESG
assessment confirms theabsenceofsignificant
environmental and majorsocialnon-complianceissues.
Improvement
requestforms(IRFs)
have been generated foreach finding from therespective suppliers toinitiate the necessary grade
improvements.

Sustainability Report 2023

84

CREATINGSUSTAINABLE VALUESECTION

4

ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATIONGOVERNANCE: TO CREATE LONG-TERM VALUE THROUGH ETHICAL BUSINESS PRACTICES AND

1

3
2

CONTINUOUS STAKEHOLDER ENGAGEMENT

5
4Governance

Governance
CUSTOMER EXPERIENCE

Local suppliers
Top Glove’s local procurement has increased by 1% compared to FY2022, accounting 77% of our suppliers in Malaysia. This
demonstrates our ongoing commitment to supporting local businesses and communities, thereby contributing significantly
to the economic well-being of the region, generating job opportunities, and stimulating economic growth while strengthening
our local supply chain.
Breakdown of procurement budget spent and the proportion of local suppliers, categorised by country:

Ethical marketing practices

Country

Percentage of procurement budget spent (%)

Percentage of local suppliers (%)

Malaysia

52.4

77.0

Thailand

36.2

17.0

Vietnam

0.2

2.0

Other

11.2

4.0

Annual Supplier Training and Engagement

To improve engagement with our suppliers, we have initiated dialogue
sessions with a selected business partner.

For several years now, Top Glove has been
diligently organising webinars and workshops witha core mission: to increase awareness about ourcompany’s policies, practices, and expectations.
These engaging sessions are designed to equip
our audience with a comprehensive understandingof our sustainability initiatives and commitments.
Through these webinars, we aim to educate andempower our stakeholders, fostering a collective
responsibility towards sustainable practices andstandards.
This year, we organised a pivotal dialogue session
with one of our raw material suppliers. There were
three total speakers: two from Synthomer and
one from Top Glove’s Sustainability Department.
The session brought together 32 suppliers and296 staff members, with participants joining
both virtually via Zoom and in person at Top
Glove Tower. This collaborative event served
as a testament to our commitment to open
communication, partnership, and our ongoing
efforts to strengthen relationships with our valued
suppliers. We anticipate an increasing numberof participants next year, reflecting our optimism
about strengthening our collaborative efforts with
our suppliers.

Management Approach:
We frequently engage with our customers to understand their needs, identify our shortfalls and new win win business
opportunities. We define good customer satisfaction as not only entailing high quality and efficient low-cost products, butalso ethical business practices and robust protection of customers’ data.

Top Glove endorses ethical business practices andestablishes the Sales & Marketing Code of Conduct in
FY2021, which covers principles of sales, marketing,and advertising. The Sales & Marketing Code of Conduct
ensures our employees always exhibit a level of ethicalbehaviour that exceeds legal requirements. In the past
4 financial years, there were no legal actions or fines
related to anti-competitive behaviour and violations ofantitrust and monopoly legislation.

Scan the QR code for more information
about Sales & Marketing Code of Conduct

https://www.topglove.com/storage/sustainability-policies/
March2023/Sales%20and%20Marketing%20Code%20
of%20Conduct%20_%20V2%2021032023.pdf

Customer Satisfaction Survey
Our customer satisfaction survey focuses on four key areas for customers: price competitiveness, product quality, delivery
and services. From the survey results, we conducted an analysis to identify areas for improvement. Customer satisfaction
scores improved from 73.8% in FY2022 to 74.22% in FY2023 with our target of 80%. Overall, customers are satisfied withTop Glove in various aspects, especially services/responsiveness and shipping document management, Top Glove scored
Above Average. Additionally, 91% of respondents commented that they would recommend Top Glove to others with a slight
improvement of 3% compared to FY2022.
Among our active customers, 19% of the respondents answered the customer satisfaction survey, slightly reduced comparedwith FY2022 with 22% response rate. For more accurate results, we also focused on the top 100 customers, and we achieved
49 out of 100 top customers response rate from there.
We scored the lowest for price competitiveness, mainly due to the high production costs for Malaysian glove makers relative
to China and Thailand, especially raw material and energy costs. Top Glove is working aggressively to reduce the production
costs by optimising resources and consolidating production lines. In order to better serve our customers, the marketing teamhas summarised all customers’ feedback and put forward a few solutions to address customer concerns.

CUSTOMER SATISFACTION(%)

PERCENTAGE OF TOTAL CUSTOMERS RESPONDED
(%)

2023

74.22

2023

2022

73.80

2022

2021

71.45

2021

19
22
14

The topics covered in this session are not limited to the following:
Topics Covered in this Sessioni. Sustainability Policy
ii. Environmental best practice to reduce GHG emissionsiii. Grievance Channels
iv. Human Rights Policies and Labour Standards
v. Governance Policies

85

TOP GLOVE CORPORATION BHD

Sustainability Report 2023

86

CREATINGSUSTAINABLE VALUESECTION

5ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1OTHER INFORMATION

Independent External Assurance Statement

SIRIM QAS INTERNATIONAL SDN BHDINDEPENDENT ASSURANCE STATEMENT

3
2

5
4

Independent External Assurance Statement
The verification process was subjected to the following limitations:•

The scope of work did not involve verification of other information reported in Top Glove’s Integrated Annual
Report 2023.

•

The corporate office at Top Glove Tower at Setia Alam, Selangor was visited as part of this assurance
engagement. The verification process did not include physical inspections of any of Top Glove’s operations
and assets; and,To Board of Directors, Stakeholders, and Interested Parties,•

The verification team did not verify any contractor or third-party data.

SIRIM QAS International Sdn. Bhd. was engaged by Top Glove Corporation Bhd (hereafter referred to as Top Glove)to perform an independent verification and provide assurance of Top Glove Sustainability Report 2023. The main

Conclusion

objective of the verification process is to provide assurance to Top Glove and its stakeholders on the accuracy and

SIRIM QAS International, a Conformity Assessment Body in Malaysia, is accredited to both ISO 17021-1:2015 andreliability of the information as presented in this report. The verification by SIRIM QAS International applied to all

ISO 17065:2012 covering all our operational activities. The appointed assessors performing the assurance

sustainability performance information (subject matter) within the assurance scope which is included in Top Glove

engagement were selected appropriately based on our internal qualifications, training and experience. The verification

Sustainability Report 2023.

process is reviewed by management to ensure that the approach and assurance are strictly followed and operated
transparently. During the verification process, issues were raised, and clarifications were sought from the

The management of Top Glove was responsible for the preparation of the Sustainability Report. The objectivity andmanagement of Top Glove relating to the accuracy of some of the information contained in the report. In response to

impartiality of this report is assured as no member of the verification team and no other employee of SIRIM QAS

the raised findings, the Sustainability Report was subsequently reviewed and revised by Top Glove. It is confirmed

International was involved in the preparation of any part of Top Glove Sustainability Report and the Integrated Annualthat changes that have been incorporated into the final version of the report have satisfactorily addressed all issues.

Report 2023.

Based on the scope of the assessment process and evidence obtained, the following represents SIRIM QAS
International’s opinion:

The assurance engagement was designed to provide limited assurance in reference to International Standard on•

The level of data accuracy included in Top Glove Sustainability Report 2023 is fairly stated;

Assurance Engagements (ISAE) 3000, Assurance Engagements other than Audits or Reviews of Historical Financial•

The level of disclosure of the specific sustainability performance information presented in the report was foundInformation, and BURSA Sustainability Reporting Guide, irrespective of the organization’s ability to achieve its
objectives, targets or expectations on their subject matter and sustainability-related issues. The assurance activity

to be properly prepared;•

evaluates the adequacy of Top Glove Sustainability Report and its overall presentation against respective frameworks
such as UN-SDGs, GRI Standards requirement, and other relevant frameworks. The assurance process involves
verification of applicable subject matter. Details provided in Appendix 1 of this statement.
The verification was carried out by SIRIM QAS International in October 2023, with the following methodologies:•

Reviewing and verifying the traceability, consistency and accuracy of information collected from various
sources; internal and external documentation which are made available during the conduct of assessment.

•

Verification of data presented in the Sustainability Report includes a detailed assessment of the sampled data.

•

Interviewing key personnel responsible for collating information and writing various parts of the report in orderto substantiate the veracity of the claims.

The personnel responsible were able to demonstrate the origin(s) and interpretation of data contained in thereport;•The Sustainability Report provides a reasonable and balanced presentation of the sustainability performanceof Top Glove Corporation Berhad.
List of Assessors.
1)

Ms. Aernida Abdul Kadir:

Team Leader

2)

Ms. Kamini Sooriamoorthy:

Team Member

3)

Ms. Suzalina Kamaralarifin:

Team Member

Statement Prepared by:Statement Approved by:

Enhancements in 2023
In 2023, Top Glove re-validated their materiality assessment and revised the material matters to better align its
strategic approach taking into consideration internal and external factors commonly addressed in similar industries.
The framework comprises of 16 material matters, which are presented through three sections, Environmental, Socialand Governance with detailed topics as tabulated in Appendix 1 of this assurance statement, which has beenreviewed accordingly. The recent addition of material matter, the GHG emissions, was presented in a moretransparent manner with the scope and boundaries clearly included in this year report, inclusion of one more
emissions component in Scope 3 reporting and last but not least, the use of updated grid emissions factor, establishedby our national body.

87

TOP GLOVE CORPORATION BHDAERNIDA BINTI ABDUL KADIR
Team Leader
Management System Certification Department
SIRIM QAS International Sdn. Bhd.
Date: 6 November 2023

MOHD HAMIM BIN IMAM MUSTAIN
Senior General Manager
Management System Certification Department
SIRIM QAS International Sdn. Bhd
Date: 8 November 2023

Note 1:This Independent Assurance Statement has been issued based on the content verified prior to the approval date. SIRIM QAS International Sdn Bhd
shall not be responsible for any changes or additions made after the referred date (6 November 2023).

Sustainability Report 2023

88

CREATINGSUSTAINABLE VALUESECTION

5ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

OTHER INFORMATION

1OTHER INFORMATION

Appendix 1
The topics and subject matters covered in this assessment is tabulated below:
Creating
Sustainable Value

Environmental:
Tackling Climate
Change andRestoring Nature

CLASSIFICATION OF DATAHIGHMEDIUMLOW

UN
SUBSTANTIATED

2023 Sustainability Highlights
Sustainability Strategy
Stakeholder Engagement
Materiality Assessment 2023
2023 Environment Highlights

GRI Standards

Disclosure ItemPage
GRI 2: GENERAL DISCLOSURES 2021

2-1

Organisational details

IAR23 (pages 4, 6 to 7)

2-2

Entities included in the organisation’s sustainability reporting

IAR23 (page 4)

2-3

Reporting period, frequency and contact point

IAR23 (Front cover, page 2,
225)
SR23 (Front cover, page 1)

Physical Impacts of Climate Change
GHG Emission
Energy Management
Water Resource Management
Waste and Effluent Management
Sustainable Product Management
Biodiversity and Conservation

Governance:
To Create Long
Term Value ThroughEthical Business
Practices andContinuous
Stakeholders’Engagement

5
4

GRI Content Index

Environmental Compliance

Social:
To Be a People
Centric Corporate
Citizen3
2

Independent External Assurance Statement

2023 Social Highlights
Occupational Health & Safety

2-4

Restatements of information

SR23 (page 5)

2-5

External assurance

SR23 (pages 87 to 89)

2-6

Activities, value chain and other business relationships

IAR23 (pages 9 to 17)
SR23 (pages 83 to 86)

2-7

Employees

SR23 (pages 49 to 58)

2-9

Governance structure and composition

IAR23 (pages 44 to 50)
SR23 (pages 4, 40, 45, 72)

Human Rights & Labour Standard
Diversity & Inclusion
People Development
Security Management

2-10

Nomination and selection of the highest governance body

IAR23 (page 61)

2-11

Chair of the highest governance body

IAR23 (page 44)

Community Engagement

2-12

Role of the highest governance body in overseeing the management of
impacts

IAR23 (pages 44 to 50)

2-13

Delegation of responsibility for managing impacts

IAR23 (page 52)

2023 Governance Highlights
Ethics, Integrity & Governance
Product Quality & Safety
Supply Chain Management
Customer Experience

Note 1:This Independent Assurance Statement has been issued based on the content verified prior to the approval date. SIRIM QAS International Sdn Bhd
shall not be responsible for any changes or additions made after the referred date (6 November 2023).
Note 2:
The assurance involves activity aims to obtain sufficient appropriate evidence to express a conclusion designed to enhance the degree ofconfidence of the intended users other than the responsible party, about the subject matter information. It comprises of activities carried out toassess the quality and credibility of the qualitative and quantitative information reported by the organization. This assurance is different from
activities used to assess or validate the organization’s performance, such as compliance assessments or the issuing of certifications against
specific standards.
Note 3:
Definition of HIGH, MEDIUM, LOW and UNSUBSTANTIATED Classification of Data in this Appendix 1.
HIGH – Data and information reviewed has been confirmed with the direct owners. The source of the data origin was provided during the conduct of
the assessment.
MEDIUM – Data and information has been confirmed with the direct owners. However, the source of the data origin has been based on secondary
data which is not accessible by the verifiers during the conduct of the assessment.
LOW – Data and information reviewed has been based on information endorsed by the data owners. Verifiers did not have access to the source ofthe data origin. It has been identified as one of the limitations during the conduct of the assessment.
UNSUBSTANTIATED – Data and information was not made available during the assessment review period due to reasons like confidentiality,
unattainable data source and unavailable data owner. It has been identified as one of the limitations during the conduct of the assessment.

89

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTTOP GLOVE CORPORATION BHD

2-14

Role of the highest governance body in sustainability reporting

SR23 (pages 4, 72)

2-15

Conflicts of interest

IAR23 (page 50)

2-16Communication of critical concerns

IAR23 (pages 68 to 70)

2-17Collective knowledge of the highest governance body

IAR23 (page 51)

2-18

Evaluation of the performance of the highest governance body

IAR23 (pages 63 to 64)

2-19

Remuneration policies

IAR23 (page 62)

2-20

Process to determine remuneration

IAR23 (page 62)

2-22Statement on sustainable development strategy

IAR23 (page 30)
SR23 (page 5)

2-23

Policy commitments

SR23 (pages 26, 28, 45)

2-24

Embedding policy commitments

SR23 (pages 26, 28, 45)

2-25

Processes to remediate negative impacts

SR23 (pages 45 to 48)

2-26

Mechanisms for seeking advice and raising concerns

SR23 (pages 46 to 48, 73)

2-27

Compliance with laws and regulations

SR23 (pages 28, 45 to 46, 82)

2-28

Membership associations

SR23 (page 3)

2-29

Approach to stakeholder engagement

SR23 (pages 9 to 12)

2-30Collective bargaining agreements

SR23 (page 46)

3-1

Process to determine material topics

SR23 (pages 13)

3-2

List of material topics

SR23 (pages 14 to 16)

3-3Management of material topics

SR23 (pages 17 to 86)

201-1

Direct economic value generated and distributed

IAR23 (Inner front cover,page 1)

201-2

Financial implications and other risks and opportunities due to climatechange

SR23 (pages 20 to 24)

GRI 3: MATERIAL TOPICS 2021

GRI 201: ECONOMIC PERFORMANCE 2016

Sustainability Report 2023

90

CREATINGSUSTAINABLE VALUESECTION

5ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENTOTHER INFORMATION

1OTHER INFORMATION

32

GRI Content Index
GRI Standards

GRI Content Index

Disclosure ItemPage

GRI Standards

Disclosure ItemPage

GRI 201: MARKET PRESENCE 2016

GRI 306: WASTE 2020

202-1

Ratios of standard entry level wage by gender compared to local
minimum wage

SR23 (page 57)

306-1

Waste generation and significant waste-related impacts

306-2Management of significant waste-related impacts

SR23 (pages 31 to 34)

202-2

Proportion of senior management hired from the local community

SR23 (page 56)

306-3

Waste generated

SR23 (pages 33 to 34)

GRI 203: INDIRECT ECONOMIC IMPACTS 2016

SR23 (pages 31 to 34)

306-4

Waste diverted from disposal

SR23 (pages 33 to 34)

203-1

Infrastructure investments and services supported

SR23 (pages 20 to 24, 29, 43
to 44)

306-5

Waste directed to disposal

SR23 (pages 33 to 34)

203-2

Significant indirect economic impacts

SR23 (pages 20 to 24, 36 to
38, 43 to 44)

308-1

New suppliers that were screened using environmental criteria

SR23 (page 84)

308-2

Negative environmental impacts in the supply chain and actions taken

SR23 (page 84)

GRI 204: PROCUREMENT PRACTICES 2016
204-1

Proportion of spending on local suppliers

SR23 (page 85)

GRI 205: ANTI-CORRUPTION 2016
205-1

Operations assessed for risks related to corruption

SR23 (page 75)

205-2

Communication and training about anti-corruption policies andprocedures

SR23 (pages 76 to 77)

205-3

Confirmed incidents of corruption and actions taken

SR23 (page 78)

GRI 206: ANTI-COMPETITIVE BEHAVIOUR 2016
206-1

Legal actions for anti-competitive behaviour, antitrust, and monopoly
practices

SR23 (page 86)

GRI 207: TAX 2019
207-4

Country-by-country reporting

SR23(page 70)

GRI 301: MATERIALS 2016
301-1

Materials used by weight or volume

SR23 (page 32)

301-2

Recycled input materials used

SR23 (page 32)

301-3

Reclaimed products and their packaging materials

SR23 (page 36)

GRI 302: ENERGY 2016
302-1

Energy consumption within the organisation

SR23 (pages 26 to 27)

302-3

Energy intensity

SR23 (pages 26 to 27)

GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT 2016

GRI 401: EMPLOYMENT 2016
401-1

New employee hires and employee turnover

SR23 (page 55)

401-2

Benefits provided to full-time employees that are not provided totemporary or part-time employees

SR23 (pages 43 to 44, 49)

401-3

Parental leave

SR23 (page 49)

402-1

Minimum notice periods regarding operational changes

GRI 402: LABOUR/MANAGEMENT RELATIONS 2016
SR23 (page 46)

GRI 403: OCCUPATIONAL HEALTH & SAFETY 2018403-1

Occupational health and safety management system

SR23 (pages 40 to 44)

403-2

Hazard identification, risk assessment, and incident investigation

SR23 (pages 41 to 42)

403-3

Occupational health services

SR23 (pages 40 to 44)

403-4

Worker participation, consultation, and communication on occupational
health and safety

SR23 (pages 40 to 43)

403-5

Worker training on occupational health and safety

SR23 (pages 41 to 42)403-6

Promotion of worker health

SR23 (pages 43 to 44)

403-7

Prevention and mitigation of occupational health and safety impacts
directly linked by business relationships

SR23 (pages 40 to 44)

403-8

Workers covered by an occupational health and safety management
systemSR23 (pages 40 to 41)
SR23 (page 43)

302-4

Reduction of energy consumption

SR23 (pages 26 to 27)

403-9Work-related injuries

302-5

Reductions in energy requirements of products and services

SR23 (pages 26 to 27)

403-10Work-related ill health

GRI 303: WATER & EFFLUENTS 2018

SR23 (page 43)

GRI 404: TRAINING & EDUCATION 2016

303-1

Interactions with water as a shared resource

SR23 (pages 28 to 30)

404-1

Average hours of training per year per employee

SR23 (page 58)

303-2

Management of water discharge-related impacts

SR23 (pages 34 to 35)

404-2

Water withdrawal

SR23 (page 30)

Programmes for upgrading employee skills and transition assistanceprogrammes

SR23 (pages 52 to 53)

303-3
303-4

Water discharge

SR23 (pages 34 to 35)

404-3

SR23 (page 54)

303-5

Water consumption

Percentage of employees receiving regular performance and careerdevelopment reviews

SR23 (page 30)
GRI 304: BIODIVERSITY 2016

304-1
304-3

Operational sites owned, leased, managed in, or adjacent to, protectedareas and areas of high biodiversity value outside protected areas
Habitats protected or restored

SR23 (pages 37 to 38)

405-1

Diversity of governance bodies and employees

SR23 (page 57)

405-2

Ratio of basic salary and remuneration of women to men

SR23 (page 57)

GRI 406: NON-DISCRIMINATION 2016
406-1

305-1

Direct (Scope 1) GHG emissions

SR23 (page 25)

305-2

Energy indirect (Scope 2) GHG emissions

SR23 (page 25)

305-3

Other indirect (Scope 3) GHG emissions

SR23 (page 25)

305-4

GHG emissions intensity

SR23 (page 25)

TOP GLOVE CORPORATION BHD

GRI 405: DIVERSITY AND EQUAL OPPORTUNITY 2016

SR23 (pages 36 to 38)

GRI 305: EMISSIONS 2016

91

5
4

Incidents of discrimination and corrective actions taken

SR23 (pages 47 to 48, 51)

GRI 407: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING 2016
407-1

Operations and suppliers in which the right to freedom of association andcollective bargaining may be at risk

SR23 (page 46)

GRI 408: CHILD LABOR 2016
408-1

Operations and suppliers at significant risk for incidents of child labour

SR23 (pages 45 to 46)

Sustainability Report 2023

92

CREATINGSUSTAINABLE VALUESECTION

5ENVIRONMENTAL: TO
TACKLE CLIMATE CHANGE
AND RESTORE NATURE

SOCIAL: TO BE A PEOPLE
CENTRIC CORPORATE CITIZEN

1Disclosure Item

Page

SASB CodeOperations and suppliers at significant risk for incidents of forced orcompulsory labour
Security personnel trained in human rights policies or procedures

413-2

SR23 (pages 45 to 46)

Operations with local community engagement, impact assessments, anddevelopment programmes

SR23 (pages 63 to 70)

Operations with significant actual and potential negative impacts on local
communities

SR23 (pages 63 to 70)

Number of recalls issued, total units recalled

SR23 (page 82)

HC-MS-250a.2

List of products listed in the FDA's MedWatch Safety Alerts for Human
Medical Products database

SR23 (page 82)

HC-MS-270a.1

Total amount of monetary losses as a result of legal proceedings
associated with false marketing claims

SR23 (page 86)

HC-MS-270a.2

Description of code of ethics governing promotion of off-label use of
products

SR23 (page 82)

ETHICAL MARKETINGPRODUCT DESIGN & LIFECYCLE MANAGEMENT
HC-MS-410a.1

414-1

New suppliers that were screened using social criteria

SR23 (page 46)

414-2

Negative social impacts in the supply chain and actions taken

SR23 (page 84)

Discussion of process to assess and manage environmental and humanhealth considerations associated with chemicals in products, and meetdemand for sustainable products

SR23 (pages 35 to 36)

SUPPLY CHAIN MANAGEMENTGRI 415: PUBLIC POLICY 2016
Political contributions

Page

HC-MS-250a.1

SR23 (page 48)

GRI 414: SUPPLIER SOCIAL ASSESSMENT 2016

415-1

Disclosure ItemPRODUCT SAFETY

GRI 413: LOCAL COMMNUNITIES 2016
413-1

5
4

SASB Content Index

GRI 409: SECURITY PRACTICES 2016
410-1

3
2

GRI 409: FORCED OR COMPULSORY LABOR 2016
409-1

OTHER INFORMATIONOTHER INFORMATIONGRI Content Index
GRI Standards

GOVERNANCE: TO CREATE LONG-TERM VALUE
THROUGH ETHICAL BUSINESS PRACTICES AND
CONTINUOUS STAKEHOLDER ENGAGEMENT

SR23 (page 76)

HC-MS-430a.1

Percentage of (1) entity's facilities and (2) Tier I supplier's facilities
participating in third-party audit programmes for manufacturing andproduct quality

SR23 (pages 8, 84)

HC-MS-430a.2

Description of efforts to maintain traceability within the distribution chain

SR23 (page 83)

HC-MS-430a.3

Description of the management of risks associated with the use of criticalmaterials

IAR23 (pages 34 to 36)

GRI 416: CUSTOMER HEALTH & SAFETY 2016
416-1

Assessment of the health and safety impacts of product and service
categories

SR23 (pages 80 to 82)

416-2

Incidents of non-compliance concerning the health and safety impacts ofproducts and services

SR23 (page 82)

BUSINESS ETHICSGRI 417: MARKETING AND LABELLING 2016
417-1

Requirements for product and service information and labelling

SR23 (page 82)

417-2

Incidents of non-compliance concerning product and service informationand labelling

SR23 (page 82)

417-3

Incidents of non-compliance concerning marketing communications

SR23 (page 82)

HC-MS-510a.1

Total amount of monetary losses as a result of legal proceedings
associated with bribery or corruption

SR23 (page 78)

GRI 418: CUSTOMER PRIVACY 2016
418-1

93

Substantiated complaints concerning breaches of customer privacy andlosses of customer data

TOP GLOVE CORPORATION BHD

SR23 (page 74)

Sustainability Report 2023

94

SUSTAINABILITYREPORT

2023

EXPORTS TO
195 COUNTRIESWORLDWIDEFINANCIAL YEAR ENDED

31 AUGUST 2023

EUROPENORTH AMERICAASIA
AFRICAMALAYSIALATIN AMERICA

OCEANIA

48

788

10,70095 Billion

FACTORIESPRODUCTION LINESEMPLOYEESGLOVES PER ANNUMTOP GLOVE CORPORATION BHD
Registration No.: 199801018294 (474423-X)
Level 21, Top Glove Tower, 16, Persiaran Setia Dagang, Setia Alam,
Seksyen U13, 40170 Shah Alam, Selangor Darul Ehsan, Malaysia.
Tel : +603 3362 3098 Fax : +603 3362 3860
Mobile : +6016 737 7113
Email : sales@topglove.com.my / invest@topglove.com.my / tgfoundation@topglove.com.my

www.topglove.com

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