A M P L I F Y I N G O U R I M PAC T
Sustainabilit y Repor t 2023
Pendas River, Sunway City Iskandar Puteri

INSIDE THIS REPORT

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Introduction1
2

About This Report
About Sunway

Sustainability as
Driven by Our
Leaders

4
6
10

Chairman’s Statement
President’s Statement
Sustainability through the Sunway Lens

Sustainability
Progress andGovernance

14
16
17
19

Key Milestones
ESG Benchmark
2023 Awards and Accolades
Sustainability Governance

Prioritising
Material Issues

20
22
25
35
36

Value Creation Model
Materiality
Stakeholder Engagement
Sustainability Strategy
2023 Scorecard

133

Bursa Malaysia's Common and Sector-specificIndicators
Key Performance Indicators
Restatements
Membership in Associations
GRI Content Index
Assurance Statements
Abbreviations
Reducing the Environmental Impact of this Report

Go To Page
Transforming Our
Portfolios to
Low-Carbon
Sustainable Cities

Advocating a
Responsible Value
Chain

Goal 1
page

40
Goal 2page

Appendices

Go To Page

Previous Page

137
162
163
166
174
176
178

78
Developing a Safe,
Equal and Dignified
Workforce

page

92
Investing in
Community
Inclusivity

110

Refers readers to more information online.

DISCLAIMER
The statements, data and information provided in this Report have been prepared to the bestof our ability in ensuring completeness, accuracy and reliability. We shall not be liable forany errors or omissions that may remain and any loss or inconvenience incurred as a resultof reliance on information provided in this Report.

Goal 4
page

REFERENCE
Refers readers to other related parts in the Reports.

Goal 3UpholdingTransparency
and Delivering
ExcellenceThis interactive PDF allows you to access information easily, search for a specificitem or navigate between pages, sections and links.

Goal 5
page

124

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESABOUT THIS REPORTGRI 2-3, 2-5

GOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

1

Go To Chapter

GRI Index

Sunway Berhad’s (“Sunway” or “the Group”) annual
Sustainability
Report(“thisReport”)
highlights
our sustainability efforts and discloses the Group’s
Environmental, Social and Governance (ESG) performancein 2023. It communicates the sustainability initiatives wehave implemented across all our business divisions andoperations to generate positive impacts for the economy,
environment and people. As sustainability is the foundationof Sunway, our sustainability journey is backed by a robust
sustainability framework, strategies and initiatives aimed
at achieving the Group’s sustainability goals and targets.
As such, this Report shares how our sustainability journey
has progressed over the years to keep creating value for ourshareholders and other key stakeholder groups. It includes
our approach in capturing opportunities and mitigating
risks, while stepping up climate action to future-proof ourbusinesses and communities.
REPORTING SCOPE AND BOUNDARIES
Sunway is one of Southeast Asia’s leading conglomerates listedon the Main Market of Bursa Malaysia Securities Berhad (“Bursa
Securities”) and is headquartered in Selangor, Malaysia. The scopeof this Report covers only Sunway’s operations in Malaysia, which
contribute 67% of revenue to the Group. This Report includes
comparative historical data wherever applicable. Establishedrelevant targets and key performance indicators have been closely
monitored and disclosed as best as possible within this Report.
REPORTING PERIOD AND CYCLE
The reporting period of the Report is from 1 January to 31 December
2023, unless stated otherwise. Our Sustainability Reports are issued
on an annual basis and our last Sustainability Report was publishedin April 2023.
APPROVAL AND ASSURANCE
This Report has been internally reviewed by Group Internal Auditand externally assured by SIRIM QAS International Sdn Bhd, which
has verified that the policies, initiatives and data disclosed here are
accurate and acceptable. Additionally, the contents of this Report
have been reviewed and approved by our Board of Directors, Board
Sustainability Committee and Audit Committee, who have ensured

its contents are relevant to our business and our material issues.
We have endeavoured to be transparent in the disclosures, goals
and key performance indicators in this Report.
Please refer to page 174 for the independent assurance statement.

GUIDELINES AND STANDARDS
We ensure that the content in this Report has been benchmarked
against the highest reporting standards and best industry practices.
This Report has been prepared in alignment with:
Global goals• Intergovernmental Panel on Climate Change (IPCC)• Planetary Health• Science-Based Targets initiative (SBTi)• UN Sustainable Development Goals (UN-SDGs)
Reporting frameworks
Local:• Bursa Malaysia's Main Market Listing Requirements on
Sustainability Reporting• Malaysian Code on Corporate Governance (MCCG) of the
Securities Commission Malaysia• Sustainable and Responsible Investment (SRI) of the Securities
Commission Malaysia
Global:• Carbon Disclosure Project (CDP)• Global Reporting Initiative (GRI) Standards• International Integrated Reporting Council (IIRC)• Sustainability Accounting Standards Board (SASB)• Task Force on Climate-related Financial Disclosures (TCFD)1• Taskforce on Nature-related Financial Disclosures (TNFD)• Value Reporting Foundation• World Economic Forum International Business Council(WEF-IBC)
Rating tools• Financial Times Stock Exchange (FTSE) Russell ESG Ratings• Malaysian Rating Corporation Berhad (MARC)• S&P Global ESG Ratings• Sustainalytics
Note:
1
The International Financial Reporting Standards (IFRS) Foundation, which
oversees the ISSB, has taken over the monitoring of companies’ progresson climate-related disclosures from TCFD as of October 2023.

COVER RATIONALE
Sunway continues to emerge as a dedicated force, steadfast in
fostering change with a strong community focus. This is reflectedin our Sustainability Report 2023’s cover, themed ‘Amplifying
Our Impact’. The cover features Pendas River, Sunway City
Iskandar Puteri, a serene water vista that symbolises theextensive impact of Sunway’s efforts and its bond with the local
community. The soundtrack bar that ripples into waves in thewater signifies the far-reaching and impactful results of ouractions, highlighting our unwavering commitment to positivechange. It represents our amplified sustainability efforts thathave touched the community and stakeholders, echoing theharmony of varied input from our stakeholders. In essence, our
Nature’s Capital City in Sunway City Iskandar Puteri epitomisesa harmonious fusion of human ingenuity and environmental
consciousness, creating a space where community and nature
coexist in perfect balance.
PROGRESSIVE STATEMENTS

Next Page

This Report contains progressive statements in relation to theGroup’s objectives, strategies, plans and future initiatives that areinterconnected with Sunway’s business, financial and non-financial
performance. These statements include words and phrases
like “expects”, “targets”, “intends”, “anticipates”, “believes”,“estimates”, “may”, “plans”, “projects”, “should”, “would” and “will”.
These statements should not be interpreted as a guarantee of future
operating or financial performance, as they may bring about potential
risks or unforeseen repercussions to the Group. Issues that mightcause actual results to vary materially from those in the progressive
statements include global, national and regional economic and social
conditions or matters that have not been reviewed or reported onby the Group’s auditors.
FEEDBACKWe appreciate feedback, suggestions and comments fromall stakeholders to enable us to fulfil our sustainability
commitments and improve our reporting practices. Please
send your feedback to:
Nik Tasha Nik Kamaruddin
Group Sustainability, Sunway Berhad,
Menara Sunway, Jalan Lagoon Timur, Bandar Sunway,
47500 Subang Jaya, Selangor Darul Ehsan, Malaysia.
EMAIL
sustainability@sunway.com.my

INSIDE THIS REPORT
Introduction1
2

About This Report
About Sunway

Sustainability as
Driven by Our
Leaders

4
6
10

Chairman’s Statement
President’s Statement
Sustainability through the Sunway Lens

Sustainability
Progress andGovernance

14
16
17
19

Key Milestones
ESG Benchmark
2023 Awards and Accolades
Sustainability Governance

Prioritising
Material Issues

20
22
25
35
36

Value Creation Model
Materiality
Stakeholder Engagement
Sustainability Strategy
2023 Scorecard

133

Bursa Malaysia's Common and Sector-specificIndicators
Key Performance Indicators
Restatements
Membership in Associations
GRI Content Index
Assurance Statements
Abbreviations
Reducing the Environmental Impact of this Report

Transforming Our
Portfolios to
Low-Carbon
Sustainable Cities

Advocating a
Responsible Value
Chain

Goal 1
page

40
Goal 2page

Appendices

137
162
163
166
174
176
178

78
Developing a Safe,
Equal and Dignified
Workforce

page

92
Investing in
Community
Inclusivity

110

Refers readers to more information online.

DISCLAIMER
The statements, data and information provided in this Report have been prepared to the bestof our ability in ensuring completeness, accuracy and reliability. We shall not be liable forany errors or omissions that may remain and any loss or inconvenience incurred as a resultof reliance on information provided in this Report.

Goal 4
page

REFERENCE
Refers readers to other related parts in the Reports.

Goal 3UpholdingTransparency
and Delivering
Excellence

Goal 5
page

124

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

1ABOUT THIS REPORTGRI 2-3, 2-5

Sunway Berhad’s (“Sunway” or “the Group”) annual
Sustainability
Report(“thisReport”)
highlights
our sustainability efforts and discloses the Group’s
Environmental, Social and Governance (ESG) performancein 2023. It communicates the sustainability initiatives wehave implemented across all our business divisions andoperations to generate positive impacts for the economy,
environment and people. As sustainability is the foundationof Sunway, our sustainability journey is backed by a robust
sustainability framework, strategies and initiatives aimed
at achieving the Group’s sustainability goals and targets.
As such, this Report shares how our sustainability journey
has progressed over the years to keep creating value for ourshareholders and other key stakeholder groups. It includes
our approach in capturing opportunities and mitigating
risks, while stepping up climate action to future-proof ourbusinesses and communities.
REPORTING SCOPE AND BOUNDARIES
Sunway is one of Southeast Asia’s leading conglomerates listedon the Main Market of Bursa Malaysia Securities Berhad (“Bursa
Securities”) and is headquartered in Selangor, Malaysia. The scopeof this Report covers only Sunway’s operations in Malaysia, which
contribute 67% of revenue to the Group. This Report includes
comparative historical data wherever applicable. Establishedrelevant targets and key performance indicators have been closely
monitored and disclosed as best as possible within this Report.
REPORTING PERIOD AND CYCLE
The reporting period of the Report is from 1 January to 31 December
2023, unless stated otherwise. Our Sustainability Reports are issued
on an annual basis and our last Sustainability Report was publishedin April 2023.
APPROVAL AND ASSURANCE
This Report has been internally reviewed by Group Internal Auditand externally assured by SIRIM QAS International Sdn Bhd, which
has verified that the policies, initiatives and data disclosed here are
accurate and acceptable. Additionally, the contents of this Report
have been reviewed and approved by our Board of Directors, Board
Sustainability Committee and Audit Committee, who have ensured

its contents are relevant to our business and our material issues.
We have endeavoured to be transparent in the disclosures, goals
and key performance indicators in this Report.
Please refer to page 174 for the independent assurance statement.

GUIDELINES AND STANDARDS
We ensure that the content in this Report has been benchmarked
against the highest reporting standards and best industry practices.
This Report has been prepared in alignment with:
Global goals• Intergovernmental Panel on Climate Change (IPCC)• Planetary Health• Science-Based Targets initiative (SBTi)• UN Sustainable Development Goals (UN-SDGs)
Reporting frameworks
Local:• Bursa Malaysia's Main Market Listing Requirements on
Sustainability Reporting• Malaysian Code on Corporate Governance (MCCG) of the
Securities Commission Malaysia• Sustainable and Responsible Investment (SRI) of the Securities
Commission Malaysia
Global:• Carbon Disclosure Project (CDP)• Global Reporting Initiative (GRI) Standards• International Integrated Reporting Council (IIRC)• Sustainability Accounting Standards Board (SASB)• Task Force on Climate-related Financial Disclosures (TCFD)1• Taskforce on Nature-related Financial Disclosures (TNFD)• Value Reporting Foundation• World Economic Forum International Business Council(WEF-IBC)
Rating tools• Financial Times Stock Exchange (FTSE) Russell ESG Ratings• Malaysian Rating Corporation Berhad (MARC)• S&P Global ESG Ratings• Sustainalytics
Note:
1
The International Financial Reporting Standards (IFRS) Foundation, which
oversees the ISSB, has taken over the monitoring of companies’ progresson climate-related disclosures from TCFD as of October 2023.

COVER RATIONALE
Sunway continues to emerge as a dedicated force, steadfast in
fostering change with a strong community focus. This is reflectedin our Sustainability Report 2023’s cover, themed ‘Amplifying
Our Impact’. The cover features Pendas River, Sunway City
Iskandar Puteri, a serene water vista that symbolises theextensive impact of Sunway’s efforts and its bond with the local
community. The soundtrack bar that ripples into waves in thewater signifies the far-reaching and impactful results of ouractions, highlighting our unwavering commitment to positivechange. It represents our amplified sustainability efforts thathave touched the community and stakeholders, echoing theharmony of varied input from our stakeholders. In essence, our
Nature’s Capital City in Sunway City Iskandar Puteri epitomisesa harmonious fusion of human ingenuity and environmental
consciousness, creating a space where community and nature
coexist in perfect balance.
PROGRESSIVE STATEMENTS
This Report contains progressive statements in relation to theGroup’s objectives, strategies, plans and future initiatives that areinterconnected with Sunway’s business, financial and non-financial
performance. These statements include words and phrases
like “expects”, “targets”, “intends”, “anticipates”, “believes”,“estimates”, “may”, “plans”, “projects”, “should”, “would” and “will”.
These statements should not be interpreted as a guarantee of future
operating or financial performance, as they may bring about potential
risks or unforeseen repercussions to the Group. Issues that mightcause actual results to vary materially from those in the progressive
statements include global, national and regional economic and social
conditions or matters that have not been reviewed or reported onby the Group’s auditors.
FEEDBACKWe appreciate feedback, suggestions and comments fromall stakeholders to enable us to fulfil our sustainability
commitments and improve our reporting practices. Please
send your feedback to:
Nik Tasha Nik Kamaruddin
Group Sustainability, Sunway Berhad,
Menara Sunway, Jalan Lagoon Timur, Bandar Sunway,
47500 Subang Jaya, Selangor Darul Ehsan, Malaysia.
EMAIL
sustainability@sunway.com.my

2

ABOUT SUNWAY
GRI 2-1, 2-2, 2-6, 203-1

Sunway Berhad (“Sunway” or “the Group”) is one of Southeast Asia’s leading
conglomerates and the parent company of the Sunway Group of companies, with diverse
businesses in more than 50 locations worldwide. With a market capitalisation of RM11.2
billion as of 31 December 2023, the Group has a workforce of 11,828 people and isrecognised as one of the top 100 companies listed on Bursa Malaysia Securities Berhad.

Since the founding of Sunway Group in 1974, sustainable development has always been integrated in all its operations
and decision-making processes. Headquartered in Sunway City Kuala Lumpur, Malaysia, the Group has developed adiverse portfolio encompassing property development, healthcare, construction, property investment and REIT, building
materials, trading and manufacturing, leisure, hospitality and quarry, among others. The Group owns approximately RM12.0
billion assets under the management of its property investment and REIT divisions and has continuously delivered quality
residential and commercial units, with over 35,000 units through integrated developments across Malaysia and stand-alone
developments in China, Australia and Singapore.
The Group's 54.6% owned subsidiary, Sunway Construction Group Berhad, and its 40.9% owned associate, Sunway Real
Estate Investment Trust, are listed on the Main Board of Bursa Malaysia Securities Berhad. Together with Sunway Berhad,
the combined market capitalisation of these companies, was over RM19.0 billion as of 31 December 2023.
Sunway’s business divisions are wide-ranging and its business operations are extensive. In the Property Development
division, its “Build-Own-Operate” model remains distinctive, strengthening its reputation as a Master Community Developerthat continues to grow in sustainable communities and townships. Sunway Construction, one of Malaysia’s largest pureplay construction companies, provides innovative solutions to achieve project goals and enhances the value chain of theentire project lifecycle.
Sunway Healthcare Group currently operates one private quartenary hospital and two private tertiary hospitals. Our flagshiphospital, Sunway Medical Centre at Sunway City Kuala Lumpur, is one of the largest private quartenary hospital in Malaysia,
providing world class healthcare with highly skilled medical professionals and state-of-the-art medical equipment. The
leading integrated private healthcare group has ambulatory care services such as Traditional and Complementary Medicine
and a fertility centre.
Sunway’s Hospitality division, one of Asia’s leading international hotel groups, include 12 hotels and resorts comprisingmore than 3,700 guestrooms, suites and villas in Malaysia, Cambodia and Vietnam. Meanwhile, Sunway Theme Parks owns
and operates two multiple-award-winning theme parks in Malaysia, namely Sunway Lagoon Theme Park in Sunway City
Kuala Lumpur and Sunway Lost World of Tambun in Sunway City Ipoh, Perak. These theme parks collectively span over
120 acres and offer more than 90 exciting attractions. The Retail segment under the Property Investment and REIT divisioncomprises seven retail malls strategically located in master-planned townships or mixed development areas. With five
additional assets in the pipeline, the Retail segment is on track to make us the largest shopping mall owner and operator
in Malaysia.
Sunway’s business strategies and operations, as reflected across its diverse business divisions, are committed to achieving
the 17 United Nations Sustainable Development Goals (UN-SDGs) by 2030. The Group also ensures that all businessdivisions are aligned with its Environmental, Social and Governance (ESG) targets. These form the Group’s social
responsibility towards long-term success as well as building a more inclusive and sustainable world.

VISION
To be Asia’s model corporation in sustainable
development; innovating to enrich lives for abetter tomorrow

MISSION• Empowering our people to deliver
enhanced value to all stakeholders• Embracing sustainability in our businessprocesses and decisions• Attracting and nurturing a talented andprogressive workforce for the digital era

CORPORATE CORE VALUESINTEGRITY
We not only do the right things but do things
right. We conduct ourselves in an honest,
professional and ethical manner at all times.
HUMILITY
We believe in being humble, polite andrespectful. It is about displaying empathy anddemonstrating daily that we care and listen.
It reminds us that no matter how much we
think that we know, we still have a lot tolearn.
EXCELLENCE
We are committed to the pursuit of excellenceand delivering high-quality products andservices in the sectors we are involved in.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

3

ABOUT SUNWAY

CORE BUSINESSUNITED KINGDOM

CHINA

Property
Development
Property
Investment/REIT

LeisureINDIA
THAILANDVIETNAM

Hospitality

CAMBODIA

Construction

MALAYSIA
Healthcare
SINGAPORE

Trading andManufacturing
INDONESIA
Quarry>50

LOCATIONSWORLDWIDE

11,828EMPLOYEES UNDERSUNWAY BERHAD

Building
Materials
AUSTRALIA

4

CHAIRMAN’S STATEMENTGRI 2-22

Dear Valued Stakeholders,
2023 was the hottest year ever recorded, underscoring thegrim reality that the era of global warming has transitioned into
what United Nations (UN) Secretary-General Antonio Guterres
aptly termed as the “era of global boiling”. Our planet is literallyburning up and drowning, and the rate of biodiversity loss is
deeply worrying.

War and violence, widening inequality and deepening polarisation pose major challenges
worldwide, threatening lives and livelihoods. We are living in what some have described as
the Age of Disruption. This is an era of extreme uncertainty where change is the only thing
we can be certain about.
While there are practical realities that need to be addressed in overcoming these challenges,
it deeply troubles me to witness the levels of stupidity, arrogance and greed that make theproblems even worse. I think a bit of smarter thinking, humility and compassion can go a longway in overcoming the challenges we face.
Even in these deeply troubled times, I strongly believe that humanity can and will rise to
overcome these challenges. We simply must have the courage to take the necessary steps
to build a future that is economically just, socially inclusive and environmentally sustainable
for our world.
OUR UNWAVERING COMMITMENT TO SUSTAINABILITYAt Sunway, we are firmly committed to the sustainability agenda and have wholeheartedly
embraced the 17 Sustainable Development Goals (SDGs), embedding them into the fabric ofour business practices and decision-making processes.
Personally, I have always believed that if we can achieve at least 70% of the SDGs, ourHappiness Index ranking will be very high. The SDGs provide a comprehensive and holistic
roadmap towards building a more sustainable world.

TAN SRI SIR DR. JEFFREY CHEAH FOOK LING KBE AO
Founder and Chairman
Sunway Berhad

Sunway has aligned the SDGs with our Environmental, Social, and Governance (ESG) targets
as part of our corporate strategy and social responsibility towards driving the Group’s longterm success, deepening our commitment to nation-building and achieving net zero carbon
emissions by 2050.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

5CHAIRMAN’S STATEMENTDOUBLING DOWN ON OUR CARBON REDUCTION

AN INCLUSIVE AND PROGRESSIVE SOCIETY

Our commitment to the net zero agenda has led us to being the first organisation in Malaysia andamong the first in Asia to implement an internal carbon pricing framework. Our business divisions
have been working hard towards their decarbonisation targets, and those that failed to meet thesetargets are penalised by having an amount deducted from their bonus pool.

We work closely with non-governmental organisations(NGOs) to reach out to the underprivileged and themarginalised. This is in line with our contribution to theSDGs, which aim to ensure prosperity for people andplanet by 2030, leaving no one behind.

This year, we are doubling down on our carbon-reduction commitment with an incentive for renewableenergy generation and waste diversion from landfills. Business divisions that achieve their carbon
avoidance targets will have a pre-determined amount added to their bonus pool.

Building a sustainable future requires the commitment of
all elements of society – the public sector, private sector,
academia, civil society and, of course, every single one of us.
PARTNERSHIPS FOR THE GLOBAL GOALS
In line with this belief, we have taken a collaborative approach by working closely with various
stakeholders towards achieving the global sustainability goals.

Our efforts in this area are focused on the three pillars of#SunwayforGood – Healthcare, Education and Community
Enrichment, ensuring that our initiatives are encompassing
and holistic in nature.

COMMUNITY
ENRICHMENTHEALTHCAREEDUCATION

We are proud to note that our efforts have positively impacted the lives ofhundreds of thousands, if not millions, through long-term partnerships
with NGOs such as the Malaysian Aids Foundation, Selangor YouthCommunity and Rise Against Hunger, making long-lasting positive impacts.

Sunway and the Asia headquarters of the UN Sustainable Development Solutions Network (UN-SDSN)
held the Asia-Pacific Solutions Forum 2023 to feature innovative and impactful solutions from theregion to many of the challenging issues facing the sustainable development agenda. Our focus withthe event was to foster meaningful collaborations across international borders, transcending politics
and narrow interests, in the interest of humanity.

STAYING ON THE RIGHT TRACK

We also continue working closely with the Sunway Centre for Planetary Health at Sunway University
to advance the sustainability agenda in the region and the Massachusetts Institute of Technology (MIT)to research carbon capture, utilisation and storage (CCUS) technology to make it commercially viable.

We remain guided by strong fundamentals, which are upholding transparency, integrity and ethicalbusiness practices in all our business dealings and activities.

Through strategic partnerships and meaningful collaborations, we can contribute to sustainable
development by sharing knowledge and resources, and promoting the creation and transfer of skills
and technologies.

We are the first organisation in Malaysia and among the first in
Asia to implement an internal carbon pricing framework.

We continue to benchmark our sustainability performance and progress against our 2030 Sustainability
Goals and Targets. We constantly review these goals and targets to ensure that we are aligned with thelatest regulatory requirements, as well as global risks and trends.

Our unwavering commitment and unrelenting efforts have enabled us to not only maintain our ESG
scores but also gain various recognitions across the Group.
TURNING 50 AND LOOKING AHEAD
As we celebrate our 50th anniversary in 2024, we will continue to integrate sustainability into ourbusiness strategy and operations across the group.
We remain persistent in achieving beyond financial bottom-lines and always growing as a model
corporate citizen, committed to the Triple P bottom line of People, Planet and Prosperity. Even as wego forward, we remain steadfast in our commitment to the sustainable development agenda.

6

PRESIDENT’S STATEMENTGRI 2-22

Dear Valued Stakeholders,
The year 2023 remained a challenging period for many industries
and businesses, as the world grappled with heightened geopoliticaltensions, economic challenges and climate change. Amid thechallenging landscape, Sunway remains committed to pursuing
the sustainability agenda and advancing the well-being of people
and planet.

We established our 2030 Sustainability Goals and Targets in 2019. I am pleased to share that
we are progressing well to realise these goals and targets as we consistently review them toensure that they are aligned with the evolving business and sustainability landscapes.
In 2023, we revaluated and re-examined our Goal 5, refreshing it from “Respecting EthicalPrinciples” to “Upholding Transparency and Delivering Excellence” to reflect a wider scopethat includes economic and governance performance. This reflects our commitment toensuring sustainable financial performance, which is central to the overall sustainability
agenda.
Our unwavering commitment to transparency has earned us commendable ESG ratings as
we maintained our ranking in the top 10% of the Industry Classification Benchmark (Real
Estate) Supersector by FTSE Russell and the top 2% globally with “Negligible” ESG Risk by
Sustainalytics, reflecting Sunway’s low risk exposure.
We welcome the recent introduction of the International Sustainability Standards Board(ISSB), which has broadened the scope of ESG. The emphasis on the quantification ofsustainability-related risks and opportunities has further demonstrated how crucial financial
sustainability is to our ability to drive impactful sustainability initiatives.
Sunway has also been named an early adopter of the Taskforce on Nature-related Financial
Disclosures (TNFD), recognising nature-related issues as crucial strategic risk management.
The TNFD recommendations will further empower our corporate reporting journey towards
identifying, assessing and addressing our nature-related dependencies, impacts, risks andopportunities in a comprehensive manner.
TAN SRI DATO’ (DR.) CHEW CHEE KIN
President, Sunway Berhad
Chairman of Board Sustainability Committee
Chairman of Management Sustainability Committee
Chairman of Group OHSE Council

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

7

PRESIDENT’S STATEMENT
Our sustainability strategy and initiatives are a result of our commitment to communicatingtransparently with all our stakeholders. Consistent and continuous stakeholder engagement remains
instrumental in shaping our sustainability strategies and decision-making processes. Through rigorous
materiality assessments, we ensure that our priorities are aligned with global megatrends, regulatory
requirements and ESG ratings. In 2023, we conducted a materiality validation against Bursa Malaysia’scommon and sector-specific sustainability matters and our industry peers to ensure our material
issues remain valid and relevant.
CONTRIBUTING TO A GREENER DEVELOPMENT
In line with our aspiration to build a sustainable future, Sunway has pledged to achieve net zero carbon
emissions by 2050 – a global goal that requires collective decarbonisation efforts across all sectorsof society.

investments into sustainable infrastructure. This partnership will also further encourage business
partners in our supply chain to kickstart and accelerate their sustainability journey, complementing the
Sunway Green Lease Partnership Programme introduced through our REIT arm in 2022. Similarly,
our collaboration with TNB seeks to advance energy transition solutions, from renewable energy
deployment to promoting ESG capabilities, promoting a holistic approach to sustainability.
To encourage our small and medium-sized enterprises (SMEs) partners advance their sustainability
journey through environmentally and socially responsible practices, we have adopted the Simplified
ESG Disclosure Guide (SEDG) by integrating their ESG disclosure requirements into our Supplier Risk
Assessment. The SEDG was developed by Capital Markets Malaysia to support local SMEs withinglobal supply chains on their ESG disclosure journey.
Substituting to Cleaner Energy

A Sustainable Value Chain
Recognising the significance of Scope 3 emissions, particularly embodied carbon, we are proactively
identifying the carbon intensity of our products. With the impending implementation of the EU's
Carbon Border Adjustment Mechanism (CBAM) which will tax carbon-intensive products, we haveestablished an embodied carbon emissions roadmap for our Building Materials and Quarry divisions.
Both divisions have effectively begun quantifying the carbon footprint of all products since 2023.
From 2025 onwards, we will progress towards obtaining Environmental Product Declarations (EPD)
for these products, underscoring our commitment to transparency and environmental responsibility.
In all our manufacturing companies, energy saving also continues to be one of our main priorities. For
our vitrified clay pipe (VCP) production, we aspire to optimise the firing process time by 40% to 50%,
which will save energy, and reduce carbon emissions and cost. In our production of building materials,
we are reducing usage of cement and substituting it with low-carbon materials, where possible.
Partnerships
We established the Sustainability Collaboration Alliance Network (SCAN) through Sunway Malls in
2023. SCAN is the first-of-its-kind alliance in Malaysia, focusing on sustainability in the retail industry.
The collaborative five-party partnership with the United Nations Sustainable Development Solutions
Network (UN-SDSN) Asia Headquarters, the Jeffrey Sachs Center on Sustainable Development at
Sunway University (JSC), Malaysia Retailers Association (MRA), and Malaysia Retail Chain Association(MRCA) will lead sustainability education efforts in Malaysia. Through initiatives like ReX (Retail
Extended Learning), we are driving sustainable business practices and decision-making among theretail business community.
This year, we also forged new partnerships with United Overseas Bank (UOB Malaysia) and Tenaga
Nasional Berhad (TNB) to catalyse sustainable transformations across diverse sectors. With UOBMalaysia, we are combining our strengths to integrate sustainable financing solutions and facilitate

We are also providing more electric vehicle (EV)charging stations across Sunway’s premises,
commercial buildings, facilities and integrated townships
nationwide to further reduce our embodied carbon.

Within our business divisions, we have set a target to achieve 40% of electricity from renewable energy
sources by 2030 and have started taking steps through the expansion of our solar PV installation. The
results have been apparent, with 12 GWh of renewable energy generated during the year, resulting ingreenhouse gas (GHG) emissions avoidance of 9,098 tonnes of CO2e.
Our partnership with Gentari Sdn Bhd and EV Connection Sdn Bhd to install more EV charging stations
is in line with the Malaysian government’s Low Carbon Mobility Blueprint, which aims for EVs andhybrids to constitute at least 15% of the total industry volume by 2030. The target is to build 10,000
EV charging stations nationwide by 2025.
Food Waste
It is estimated that Malaysians waste a staggering 8.3 million metric tonnes of food annually, a troublingstatistic released by the UN Environment Programme (UNEP) in April 2023. We are partnering with
Entomal Biotech for our pilot black soldier fly composting facility at Sunway Lagoon Theme Park. We
believe the initiative offers a unique opportunity to create a circular food system and to reduce waste
disposal to the landfill.

8

PRESIDENT’S STATEMENTCREATING SOCIAL VALUE

Community Inclusivity

Contributing to the Social pillar of ESG includes creating value for our people and the community.
In nurturing a dynamic and diverse workforce, we continuously advocate the importance of lifelong
learning, and keeping our people safe and healthy at work. We invested more than RM12.2 million
in learning and development for our people in 2023, underscoring our commitment to equipping ourtalent with relevant skills and industry knowledge to our transformation plans and goals for 2030 andbeyond.

As we strive to ensure no one is left behind, our initiatives are aimed at empowering and enriching theunderprivileged and the marginalised.

We are also proud to share that in 2023, Sunway Medical Centre
at Sunway City Kuala Lumpur and Sunway Property have also
successfully attained the stringent ISO 45001:2018 certification,a reflection of our determination and commitment to fosteringsafety and well-being throughout our resilient ecosystem.

In 2023, we invested more than RM7.82 million incommunity inclusivity and more than 3,700 hours of staff
volunteerism, impacting 202,950 beneficiaries.

We continue to address the pressing issue of food security through our annual Meal Pack-a-thonseries, a collaboration with Rise Against Hunger as part of our flagship #SunwayforGood foodaid programmes. We are on track with our 50th Anniversary pledge to pack two million meals forundernourished communities by 2024.

Sustainable Communities
Digitalisation
In building strong, resilient and sustainable communities that adapt and thrive in the digital age, we
leverage technology and digitalisation to develop smart townships. Building on the foundation laid by
the “Digital Innovation Programme 1.0”, our renewed partnership with Huawei Technologies (Malaysia)
Sdn Bhd in 2023 under the “Digital Innovation Programme 2.0" heralds a new era of collaboration.

This initiative amplifies our focus on Big Data, Smart
Townships and Digital Power, harnessing Huawei's cuttingedge ICT capabilities to create innovative energy solutions for
smart, sustainable and low-carbon cities across the ASEAN
region.

Key pillars of this collaboration include leveraging Huawei's Big Data platform to unlock new dimensionsof value, scaling smart sustainable townships by establishing robust ICT infrastructure and exploring
new avenues of growth through Smart PV, battery energy storage systems, hyper-scale data centres,
and next-generation smart solutions for homes, offices and industrial parks.

In 2023, in collaboration with Rise Against Hunger, we have
distributed 330,000 meals
to 5,500 beneficiaries across the nation including:• Orang Asli communities in Perak, Kelantan and Pahang• Orphanages, senior homes and the refugee population throughout Klang
Valley, Johor and Penang• The hardcore poor across Klang Valley, Penang, Perlis and Kedah• The underprivileged in Timor-Leste

700 volunteers stepped up to this mission by packing
the meals for the beneficiaries.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

9

PRESIDENT’S STATEMENT
Our consistent efforts in creating positive social impact and enriching our people andcommunities have earned us multiple awards during the year:
Human Capital and Corporate Social Responsibility

With cyber threats becoming more prevalent and increasingly sophisticated, Sunway has a robust cybersecurity
strategy to continuously improve our security posture and protect our digital assets. As with other global
corporations, we are committed to fortifying our cybersecurity and digital ecosystem. In our pursuit of cyber
resilience, we have put together a dedicated Sunway Group Cybersecurity team to address any digital vulnerabilities
and to thwart potential threats.

HR Excellence Awards 2023 for the categories of:• Employer of the Year
• Excellence in Employee VolunteerismGold• Excellence in CSR Strategy

BronzeTo further strengthen our staff’s cybersecurity response and awareness,
we also introduced a centralised Group Cybersecurity Portal,
for easy access to awareness materials, cybersecurity information, tools
and best practices implemented throughout the organisation.

Occupational Health, Safety and Environment (OHSE)
Sunway bagged nine awards at the 2023 Malaysian Society
for Occupational Safety and Health (MSOSH) Awards and one
at the 2023 National Occupational Safety and Health (NOSH)
Excellence Awards.
MSOSH Awards• Sunway Medical Centre at Sunway City
Kuala Lumpur• Sunway Property and Facility Management• Sunway Pyramid Mall
• Sunway Velocity Mall
• Sunway Putra Mall
• Sunway Carnival Mall
• Sunway Giza Mall
• Sunway Citrine Hub• Sunway Big Box Retail ParkNOSH Excellence Awards• Sunway Paving Solutions

Gold
Gold
Gold
Gold
Gold
Gold
SilverSilverSilverWinner for SME Category

A UNIFIED CYBERSECURITY CULTURE
The cybersecurity landscape in Malaysia as reflected in the 2023 State of Cybersecurity
ASEAN report reveals a concerning escalation of disruptive cyberattacks. A significant
33% of Malaysian organisations reported a troubling surge of 50% or more in cybersecurity
incidents.

FORTIFYING GOVERNANCEAt Sunway, we firmly reiterate our zero-tolerance stance against all forms of bribery and corruption. Our
unwavering commitment to adhering to all relevant laws and regulations continue to govern all our businessactivities across the group.
Our robust group standards and operational procedures continue to ensure consistent practice of ethical businessconduct in our daily operations, and we will continue advancing our efforts in promoting compliance with antibribery and anti-corruption laws, instilling a culture of integrity across the organisation.
FORGING AHEAD
Integrating sustainability into our products and services has enabled us to continuously stay at the forefront of
the industries we are in, offering innovative solutions and meeting evolving demands. We remain steadfast inadvancing the UN-SDGs, ensuring that sustainability is embedded in all our decision-making processes, businesspractices and operations.
Moving forward, our focus lies in accelerating our decarbonisation efforts towards achieving net zero and weremain committed to communicating with transparency with all our stakeholders.

10

SUSTAINABILITY THROUGH THE SUNWAY LENS
The very birth of Sunway Group in 1974 was founded on the concept of sustainable development. It began with the development of
Sunway City Kuala Lumpur, a tin-mining wasteland, to an integrated smart and sustainable township.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES11

SUSTAINABILITY THROUGH THE SUNWAY LENS
Sunway’s outlook on the sustainability agenda is anchored by two key aspects. First,
the success of Sunway in terms of its ability to remain profitable and relevant to all
stakeholders. The golden jubilee celebration of the brand in 2024 is a testament to
the Group's sustainability strategy.
Fifty years is not a short period of time. It is a clear indication of our leadership’s preparedness inthe face of an ever-changing business environment, and ability to outrival many of our competitors,
to be among the top in the industries in which we operate. Our experience here demonstrates thatsustainability and profitability can go hand in hand without compromising on our belief of “doing wellby doing good”.

ESG is like a mirror for us to see how we look and then to take steps to improve and do what is rightand good. If we don’t like what we see in the mirror, we will take steps to correct it. It is also about
how we strengthen our own corporate governance to protect shareholders’ value.
Our Sustainability Report allows us to communicate the Group's performance on sustainability
initiatives. It also allows us to assess our work and impact on society and stakeholders.
Beyond that, our Sustainability Report presents a series of Impact Stories – each representing a goalin Sunway’s five sustainability goals as well as our aspirations and commitment to advancing the
UN-SDGs and being ESG compliant to stay relevant.

Our sustainability agenda is anchored on
our values and ethics. Our commitment
to the SDGs is a commitment to values
and purpose. And our commitment to
ESG is a commitment to transparency
and accountability.

The second key aspect – as one of Southeast Asia’s leading conglomerates, we recognise the uniqueposition we are in to advance the 17 Sustainable Development Goals (SDGs) adopted by the United
Nations. Our business successes have enabled us to leverage and invest in our resources, innovationand people to pursue the sustainability agenda.
The SDGs and ESG are the two most important pillars in advancing the sustainability agenda. Bothserve to address sustainability-related challenges and are closely intertwined in many instances.
For example, our commitment to advancing SDG 13: Climate Action through conscientious efforts in
reducing carbon emissions and investment in renewable energy also drives our progress in addressing

Ong Pang Yen

the environmental factor in ESG.

Executive Director of Chairman’s Office at Sunway Group
Deputy Chairman of Management Sustainability Committee
Deputy Chairman of Group OHSE Council

As such, we have aligned the SDGs with our ESG targets as part of our corporate strategy and social
responsibility towards driving long-term, sustainable success.
At Sunway, we see the ESG disclosure and compliance framework as one of the more effective tools
and as a “means to an end”, which is the UN-SDGs. More importantly, we view ESG as a data-basedsustainability mechanism that facilitates disclosures and fosters transparency.
Through disclosures, stakeholders are able to see how companies are responding to pressing
environmental, social and governance issues. We believe that transparency brings about accountability
and builds trust. In other words, transparency promotes engagement with our stakeholders and helps
keep the company on the right track to stay relevant in an ever-changing environment.

Our Impact Stories:• Flattening the Learning Curve through Collaborative Learning, page 12• Sunway City Iskandar Puteri – Nature’s Capital City, page 54• The Quay to Solving Flash Flood Woes, page 66• Being Responsible for Our Carbon Footprint, page 84• Building from Within a Culture of Sustainability, page 100• #SunwayHeroes: Standing as a Force for Good, page 112• Beyond Firewalls, page 130

IMPACT STORY

12FLATTENING THE LEARNING CURVETHROUGH COLLABORATIVE LEARNING
Contributed by:

Nadhirah Zakarya
Sunway Group Sustainability

Claudia Cheah
Sunway Group Sustainability

At Sunway, we recognise the need for leadership to help effect meaningfulchange and transformation in advancing the sustainability agenda. We see
advocacy as a catalyst for meaningful change, and this is in line with our
vision to be Asia’s model corporation for sustainable development.

Please scan the QR
code to read more
about Flattening
the Learning
Curve throughCollaborative
Learning

Our founder and chairman Tan Sri Sir Dr. Jeffrey Cheah believes that “our efforts at Sunway are
driven by our recognition that realising the United Nations Sustainable Development Goals (UNSDGs) is not the sole responsibility of governments. It requires the commitment of all sectors ofsociety – the private sector, academia, civil society and, of course, every single individual,” andthat “we are all in this together.”
We believe in harnessing the collective strength of corporations, academia and every single
individual, including our own staff, as we learn, understand and innovate to put in place aharmonious ecosystem and actionable plans to advance the UN-SDGs.
A SHARED COMMITMENT TO LEARN TOGETHER
The ever-evolving environmental, social and governance (ESG) landscape presents both
opportunities and challenges that we are actively navigating.
We strongly believe in the “progress over perfection” motto where we are determined toconsistently take progressive steps, however small, on this steep learning curve. By adopting a
growth mindset, we will be better equipped to navigate the complexities, challenges and mistakes
as learning opportunities.
We recognise that each organisation has its own unique sustainability journey, and that by sharing
our experiences, insights and even our vulnerabilities with our stakeholders, including industry
experts, we can learn from one another and work together, and collectively identify potential risks
and opportunities in ESG and sustainability.

Ong Pang Yen, Executive Director of Chairman's Office at Sunway GroupINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

13

FLATTENING THE LEARNING CURVE THROUGH COLLABORATIVE LEARNINGASEAN Education Cities Conference: Cities as Labs
Teach for Malaysia: What is Sustainability?

Sunway-MAPAN ESG Plenary
The Star ESG Positive Impact Awards– Final Judging Round

2023

Presentation to Huawei Delegation visiting
Sunway City Kuala Lumpur
Suite Talk - Inside Stories of Sustainability
Champions
Malaysian Institute of Accountants' CFO Circle

PLC Transformation Programme organised by Bursa Malaysia

Through strategic partnership, we can all do better by combining ourstrengths. To be constantly on the alert, learning from our partners and otherexperts in the field. And this is what SDG 17 is all about; global partnershipfor sustainable development.
Ong Pang Yen

ACCA's Interview: Preparing for Sustainability
Reporting and Associated Ethical Dilemmas
ERM Malaysia Board and C-Suite Private
Breakfast Event

2022

Petronas Knowledge Management Day
PLC Transformation Programme
Launch of Guidebook 2: Sustainable, Socially
Responsible & Ethical PLCsPNB Knowledge Forum III: Decarbonised Economy– Accelerating the Net Zero Transition

Executive Director of Chairman's Office at Sunway Group

Our retail arm Sunway Malls also launched the Sustainability Collaboration Alliance Network (SCAN), a five-way partnership
involving the United Nations Sustainable Development Solutions Network, Jeffrey Sachs Center on Sustainable Development
at Sunway University, Malaysia Retail Association, and Malaysia Retail Chain Association. As part of the initiative, a threetier learning programme titled ReX (Retail Extended Learning) was introduced to drive sustainable business practices anddecision-making among retail business practitioners. Furthering our commitment to advocating sustainable and responsible
business practices, we conduct a comprehensive Sustainability Risk Assessment for our suppliers in alignment with the Sunway
Sustainable Procurement Policy. This assessment is steered by the Simplified ESG Disclosure Guide (SEDG), rolled out by the
Capital Markets Malaysia (CMM) to help small and medium-sized enterprises (SMEs) navigate ESG disclosures, encouraging
them to measure and document their sustainability progress, and eventually enable our Scope 3 emissions reporting.
Through these initiatives, we align business practices with environmental and societal advancements.
TYING IT ALL TOGETHERSHAPING A SUSTAINABLE SUPPLY CHAIN

Sunway’s commitment to sustainability and ESG transcends organisational boundaries, embodying our vision to be Asia's model
corporation in sustainable development.

As a conglomerate that spans 13 businesses, we see the unique position we are in to
advocate sustainable practices across our value chain.

In line with this aspiration, we will continuously advocate sustainable development by imparting our knowledge and experiences,and through learning from our industry peers, business partners and experts in the field.

Our pioneering Green Lease Partnership Programme – the first in Malaysia through ourReal Estate Investment Trust (REIT) division – communicates and fosters sustainable
practices among our business partners towards driving sustainable solutions.

As we navigate this path together, humility remains at the forefront, driving us to harness collective strength for impactful,sustainable change.

14

KEY MILESTONES

2012

2016

• Sunway City Kuala Lumpur (SCKL) was certified as• SCKL was recognised as the

Malaysia’s first fully integrated
green townshipby Green Building Index (GBI) Malaysia.

first Low Carbon City by

the Malaysian Institute of Planners.
• Aligned with:

2020• Established the Board Sustainability Committee

and Management Sustainability Committee
to advance the Group’s sustainability leadership.

• Further enhanced Sunway Berhad Sustainability Report byaligning it with:2015• Published Sunway Berhad's inauguralsustainability report,aligned with:

Sustainability Reporting Guide• Constituent of the:FTSE4Good Bursa
Malaysia Index

2017• Group Sustainability Department
was established, which initiated the consolidation ofGroup-wide ESG information for disclosure.

• Rated by:• A water treatment plant was constructedin Sunway South Quay to supply commercial
buildings in SCKL.
Published:

Published:• Sustainability Policy• Occupational Health, Safety andEnvironment Policy• Sustainable Procurement Policy

2019• Established the2030 Sustainability Goals and Targets.

• Sunway City Iskandar Puteri was certified
with a Silver rating by Green Building Index Malaysia.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

15

KEY MILESTONES

2021

2022

2023

• Adopted the requirements from:• Adopted the:• Early Adopters of:

Malaysian Code on
Corporate Governance(MCCG)• Constituent of the:Enhanced sustainability
reporting requirements• Sunway South Quay and Sunway Healthcare Treasury
established sustainability financing
frameworks that are rated by:• SCKL attained Diamond Recognition
for Zone Category in MBSJ Low Carbon Cities
2030 Challenge.

Malaysian Rating
Corporation Berhad• Pledged to achieve Net Zero Carbon
Emissions by 2050.

• Submitted reports on climate change
and water security to Climate• Established Malaysia’s first Internal
Carbon Pricing framework.

• Spearheaded the first Green Lease• Expressed support to the TCFD
recommendations and published theinaugural climate report.

• Committed to setting near-term science-based
emissions reduction targets in line with the

Science Based Targets initiative(SBTi).

• Became a member of Climate
Governance Malaysia, the Malaysian
Chapter of the World Economic Forum’s climate
governance initiative.
Published:• Biodiversity Policy• Green Building Policy• Human Rights Policy• Water Management Policy

Disclosure Project (CDP).

Partnership programme for tenants and hotel
lessees through Sunway REIT.

• Launched the United Nations Sustainable

Development Solutions Network(SDSN) Asia Headquarters in SCKL.
Published:• Diversity and Inclusion Policy• Green Township Policy• Sustainable Events Management Policy• Introduced incentives under theInternal Carbon Pricing framework
for renewable energy and waste
diversion.
• Established an embodied carbon
emissions roadmap for Building
Materials and Quarry products tomanage product’s environmental
impacts.
• Partnered with Entomal Biotech
to launch a Black Soldier Fly
composting site to divert foodwaste from landfill.
• Sunway Malls launched theSustainability Collaboration
Alliance Network (SCAN) to

design and create SDG Education
Programmes to educate business
partners and retailers in embracing
sustainability.

16

ESG BENCHMARK
In our commitment to sustainability, Sunway is dedicated to generating value for future generations by protecting the well-being of both humanity and the planet.
This commitment entails actively embracing sustainability principles, building resilience against environmental challenges, promoting social equality and driving economic growth. To attain our 2030
Sustainability Goals and Targets, Sunway’s business practices, objectives, plans and targets are closely aligned with global goals, international and national reporting frameworks and ESG rating tools.

GLOBAL GOALSREPORTING FRAMEWORKSLOCALGLOBAL

Doughnut Economics

RATING TOOLS

2023 KEY HIGHLIGHTS

Score: 3.8 out of 5.0

Top 10% of ICB
supersector (Real estate)

Rating:Negligible

ESG Risk• Climate Change• Water Security

Sustainable Financing Framework Assessment• Sunway Healthcare
TreasuryGold• Sunway South Quay

Gold

• Sunway Velocity Three

SilverINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

17

2023 AWARDS AND ACCOLADESLong-term Achiever
at The Edge ESG Awards

HR Excellence Awards 2023

The Star ESG Positive Impact Awards 2023

The Star ESG Positive Impact Awards 2023

The Edge ESG Awards 2023

The Edge Malaysia Best Managed &Sustainable Property Awards 2023

National Annual Corporate Report Awards(NACRA) 2023

GreenRE’s Sustainable
Development Awards 2022/2023
National Annual Corporate Report Awards (NACRA) 2023

National Annual Corporate Report Awards(NACRA) 2023
• Best Sustainability ReportingGold
AwardsInternational Annual Report Competition (ARC)
Awards 2023
• PDF Version of Annual Report
Silver(Sustainability Report: Asia/Pacific)

The Edge ESG Awards 2023
• Best Performer by Sector(Industrial Products & Services)

Australasian ReportingAwards (ARA) 2023

HR Excellence Awards 2023

The Star ESG Positive Impact
Awards 2023

• Sustainability Reporting Awards

Gold• General Award: Sunway Berhad

Bronze• Special Awards:
Sustainability Report of the Year

Finalist• Employer of the YearGold

• Excellence in Employee
VolunteerismGold• Excellence in CSR Strategy

BronzeSilver• Responsible Consumption &Production

Gold• TransformationGold• Water Management & Efficiency

Silver• Diversity, Equity & Inclusion

Silver• Supply Chain Management

SilverGreenRE’s Sustainable Development Awards
2022/23• Sunway Property – Top Sustainable Developer

The Edge Malaysia Best Managed &Sustainable Property Awards 2023
• Sunway Emerald Residence:
Below 10 Years Multiple-Owned Strata
Gold
Residential• Sunway Velocity:
Below 10 Years Mixed Development
Bronze(Entire) Category• Sunway Putra Hotel:
10 Years & Above Specialised
BronzeCategory

18

Sunway: Transforming Lives, Enriching Futures, One Step at a Time
PEOPLE
Sunway’s five decades of excellence would not be possible without the dedication, resilience and hard work ofour people – a 16,000*-strong workforce across 50 locations worldwide today. In looking for fresh ideas, uniqueperspectives and futuristic thinking to transform itself in the years ahead, Sunway is deeply committed towards
talent development and ensuring an inclusive, diverse and meritocratic workplace that allows its best and brightest
to pursue purpose-driven and meaningful work.

SUSTAINABILITY
From implementing an internal carbon pricing strategy, the first in the nation and among the first by any conglomerate
in Asia, to introducing Malaysia’s first green lease partnership programme, Sunway joins a host of leading global
brands in charting a path towards net zero by 2050.

50 YEARSOF RESILIENCE,GROWTH AND
TRANSFORMATION
Sunway is celebrating its 50th anniversary in 2024.
Over the course of the last 50 years, we have dedicatedourselves to creating a more sustainable and brighter future
for all. In pursuing its nation-building aspiration, Sunway
has embraced five foundational pillars that serve as thecornerstone throughout its five-decade-long journey.
The five-pointed golden star represents the five pillars
that are instrumental to the success of our brand: People,
Sustainability, Business, Community and Leadership.
From one man’s vision to a 16,000*-strong workforce, we
operate a multitude of businesses in more than 50 locations
worldwide today.

BUSINESSIn line with Sunway’s belief that a corporation must define its purpose beyond profits if it is to make an impactful
difference in the community, society and the world, Sunway has fully integrated the 17 United Nations Sustainable
Development Goals into its business strategy and is committed towards advancing the Triple P bottom line of People,
Planet and Prosperity.

COMMUNITY
Underscored by Sunway’s core values and commitment to leave no one behind, the Group’s corporate social
responsibility, through the award-winning #SunwayforGood initiatives, makes a positive and lasting impact on the
lives we touch through education, healthcare and community enrichment.

LEADERSHIPFor half a century, the visionary leadership of Tan Sri Sir Dr. Jeffrey Cheah shaped Sunway’s journey. As Sunway
continues to transform and evolve to keep pace with the changing times, its commitment towards the sustainable
development agenda and core values of Integrity, Humility and Excellence will remain constant.

Note: * Refers to employees across the Group including overseas operations.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICESSUSTAINABILITY GOVERNANCE
GRI 2-9, 2-12, 2-13, 2-14, 2-17, 2-18

At
Sunway,the
Board
Sustainability Committee (BSC)
holds ultimate responsibility foroverseeing sustainability-related
and climate change matters. The
BSC comprises four Directors fromthe Group’s Board of Directors,
who convene at least twice ayear to discuss and review
Sunway’ssustainability
progress and deliberate on key
sustainability strategies
andissues. This establishes robust
sustainability governance, as
Sunway’s sustainability practices
are integrated into all of its
business operations.
We have incorporated sustainability
components
intotheperformance
evaluations
andremuneration-linked
Key Performance Indicators (KPIs) of
our Senior Management since 2021. The
KPIs include ESG targets that focus on
enhancing energy efficiency, utilising
renewable energy sources for electricity
generation, increasing waste diversion
from landfills, improving occupational
health and safety practices, expanding
employee learning and development hours,
and elevating ESG rating scores.

SUSTAINABILITY GOVERNANCE STRUCTURE

BOARD OFDIRECTORSThe Board guides the Group and its subsidiaries, steering them towards the attainment of the Group's goals andobjectives. The Board is also accountable for developing and assessing the strategy, providing directions, corevalues and corporate governance, while supervising the Group’s management. These actions are essential to ensurethat the business operates with integrity and adheres to all the relevant rules and regulations.

The role of the BSC is to review, supervise and recommend to the Board
concerning the approval of the Group’s sustainability strategy, key concerns,
ESG targets, performance, progress and scorecard. The BSC convenes atleast twice a year to discuss, deliberate and evaluate Sunway’s progress in
its goal to advance its sustainability agenda.
THE JEFFREY SACHS CENTER
ON SUSTAINABLE DEVELOPMENT(JSC)

BOARD SUSTAINABILITYCOMMITTEE (BSC)

Tan Sri Dato’ (Dr.)
Chew Chee Kin

Datuk Tong
Poh Keow

Sarena Cheah
Yean Tih, S.M.S.

Dr. Philip
Yeo Liat Kok

The Jeffrey Sachs Center on
Sustainable Development at Sunway
University advises the BSC andprovides recommendations based on
its academic research.

GROUP SUSTAINABILITY
DEPARTMENT (GS)The GS department plays a critical role in ensuring that the Group and Board's obligations to regulatory
requirements on ESG disclosures are in compliance. This is done primarily through the publication of the annual
Sustainability Report. GS coordinates the collection, analysis and interpretation of ESG data across the Group forthe purpose of disclosures. Furthermore, GS also makes policy recommendations and proposes Group-wide actionplans for consideration and implementation. The GS reports to the Executive Director of the Chairman's Office.

MANAGEMENTSUSTAINABILITYCOMMITTEE (MSC)(across all Business
Divisions and Group
Functions)

A committee comprising Business Division Heads, the MSC is responsible for ensuring that the Group’s
sustainability strategy and direction from the BSC are cascaded to all employees and business divisions. The MSC
also functions as a platform collecting feedback and addressing sustainability-related issues.

19

20

VALUE CREATION MODELGRI 2-22

As a conglomerate, ourbusinesses rely on finite
resourcestoinnovate,
produce and deliver products
and services to optimise
value creation and value
appropriation(measuredbyreturnon
capitalemployed) through strategic
prioritisations and tradeoffs. While we recognise
the need to maximise profit
for every business, we also
acknowledge the importanceof value creation to ensure
long-term sustainable growth.
Value creation is a set of behaviours
and practices that lead to outstandingachievements in an organisation. At
Sunway, the value of our businessis determined by our stakeholders
such as our community, customers,
investors, suppliers and employees.
We take a long-term view of value
creation practices and implications tostrive to optimise value and returns
for our stakeholders. Identifying thevalue that the Group aims to createand determining the corresponding
trade-offs will not only enable us tocontinue addressing existing ineffective
practices and shortcomings but also
implement improvements and actions,
optimising activities, maximising output
and minimising operational costs tocreate cost advantages in the market.
For more information on the capitals,
please refer to Sunway Berhad’s
Integrated Annual Report 2023.

BUILD AND MANAGEBUILD, OWN, OPERATESTRATEGYCAPITALINPUTS
Beginning of FY2023:

Exploring mergers
and acquisitions
opportunities andoverseas expansion

Improving costmanagement andenhancing operational
efficiency

Financial• Shareholders’ Funds: RM12.5 billion• Cash and cash equivalents: RM2.0 billion• Total assets: RM26.1 billion•

3 integrated townships: Sunway City

Kuala Lumpur, Sunway City Ipoh and Sunway City
Iskandar Puteri• Integrated development: Sunway Velocity,
Kuala Lumpur
Manufactured• Assets under management with a total net lettablearea of approximately 12.3 million square feet,in excess of RM12.0 billion from the Property
Investment and REIT divisions• Industrial factories and machinery

Talent managementand development• Remaining landbank: 2,467 acres• Diversified business sectors• Energy and water efficiency projects to minimise
wastage

Optimising innovationand technologies toaccelerate growth
NaturalMaximising value
and synergy from the
Sunway brand andincreased harnessingof business andoperational synergy

Increased focus onsustainability andsmart cities

Advancingsustainability• Responsible water and waste management
practices to minimise pollution• Energy consumption from renewable sources:

27,647 MWh• Volume of water recycled and treated at our water
treatment plant: >1.31 million m3• Total employees: 11,828 employees
Human• Total new hires: 4,171 employees• Average learning hours per employee:

40.6 hours

Social and
Relationship• Regular engagement with our stakeholders• Commitment to working with ethical suppliers• >RM7.82 million in community investment• Group data consolidation using predictive analytics
to identify customer needsIntellectual• Multi-cloud infrastructure• Strong commitment to cybersecurity and dataprotection

VISION
To be Asia’s model
corporation in sustainable
development; innovating
to enrich lives for a better
tomorrow

MISSION• Empowering Our People
to deliver enhanced value
to all stakeholders• Embracing Sustainability
in our businessprocesses and decisions• Attracting and Nurturing
a talented andprogressive workforce
for the digital era

CORE VALUES• Integrity• Humility• Excellence

REVENUE MODEL:
Recurring Income• Yield optimisation throughcreation of space and asset
enhancement initiatives.
• Management of assets todrive operational yield for
hospitality, leisure, retail,commercial, healthcare andindustrial components, withpotential for future REIT
injection.

BUILD
TO SELL

OUR BUSINESSSTRENGTHS• Strong leadership• Proven expertise andtrack record• Good marketplace
practices and corporate
governance• Diversified and integrated
business group• International presence• Strong recurring income• Strong asset andfinancial base• Highly experienced
professional talent• Sustainability at the core

REVENUE MODEL:
One-off sales of assets andrecurring income from selectedassets retained by the Groupto support a sustainablecommunity/township• Maximisation of land
value through strategic
landbanking, master planningand development to balance
growth, cash flow andmanagement of inventory.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

21

VALUE CREATION MODELBUILD FOR
OTHERSREVENUE MODEL:
Project Management and Construction Income• 	Integrated design and construction services
contracts, i.e. roads, bridges and rails forexternal customers.
• 	Providing construction support for the Property
Development division and undertaking design
and build of Group’s investment properties.

OUTPUTSOUTCOMES• Revenue:

RM6.1 billion• Long-term sustainable value to shareholders• Profitability and business growth• Profit before tax:

RM993.3 million• Gross Development Value:

RM52.9 billion• Property sales: RM2.4 billion• Acquired a total land size of about 254
acres in FY2023 with potential GDV of
approximately RM5.35 billion• Avoided more than 29,000 tonnesof CO2e• Continuous enrichment of existing townships anddeveloping townships• Delivered goods such as building materials andproperties• Contributed to the service industry• Contributed to national economic development• Mitigated negative environmental impacts throughresponsible resource management• All our buildings have implemented watercrisis SOPs

• Catalysed the shift towards decarbonisation• Employee retention rate: 82.2%• Attracted and retained talented and diverse
workforce• Diverted 8% of waste from landfills• High-performing workforce and delivery excellence• Job creation• Zero confirmed cases of non-complianceamong our suppliers• Total beneficiaries from our community
enrichment initiatives: >202,950

STRATEGICALLY SUPPORTED BY
ADJACENT BUSINESSES• Green and responsible procurement• Enriched and empowered underprivileged
communities, especially the B40 group• Contributed to the nation’s efforts in navigating
challenges from the pandemic• Achieved good customer satisfaction
scores• Accelerated digitalisation• Sunway Digital Hub is certified with the
ISO 27001:2013 international standard
and is focused on the Information Security
Management System• Enhanced efficiency of workflow and businessapplications• Provided quality customer experience• Established a resilient modus operandi that canwithstand crises

TRADE-OFFS
REVENUE MODEL:
Sales to Group Divisions and External Customers• Provision of raw materials, machinery, equipment
and technical knowledge, and undertaking R&D insupport of infrastructure development.

There are opportunity costs where trade-offs are required. We allocated financial capital to other non-financial
capitals to produce balanced outcomes in non-financial capitals that create multiplier effects in both extrinsic andintrinsic value to our stakeholders. In 2023, we continued to invest in an environment where our employees canthrive without neglecting their welfare, to improve workforce retention and productivity. We also financed our
employees’ learning and development needs to further develop the Company’s intellectual capital in order to deliver
excellence in our products and services. As a result of our investment in clean technology such as solar panels anda water treatment plant, we are also one step closer to responsible resource management and waste reduction.

22

MATERIALITYGRI 3-1, 3-2, 3-3

In ensuring a sustainable value creation journey, we consistently identify and review thesustainability issues that are material to our business and the stakeholders. We conduct acomprehensive materiality assessment once every two years to align our material issues andpriorities with current sustainability trends, global risks and industry peers. This includes
gathering feedback from internal and external stakeholders via a materiality survey to understandthe ESG impacts of our business on stakeholders and Sunway’s position in sustainability. To
ensure our material issues remain relevant, we review the sustainability issues once a year to
respond to stakeholder concerns, mitigate risks and capitalise on opportunities.
Our last in-depth materiality assessment was held in 2022, where we gathered more than 1,100 responses from stakeholders
via a comprehensive online survey. The assessment resulted with the identification of 14 material issues in the economic,
environmental, social and governance pillars. We then prioritised seven material issues that were most significant to us andto stakeholders. In 2023, we conducted a materiality validation by aligning our material matters against relevant regulatory
requirements and frameworks. These included Bursa Malaysia’s common and sector-specific sustainability matters. We also
took into consideration the SASB Standards, global megatrends and risks, as well as material matters of industry peers.

Our material issues are aligned to address global
megatrends and risks such as natural disasters
and extreme weather events, climate change
adaptation and mitigation, cost of living crisis,
widespread cybercrime and cyber
insecurity.

Most of the material issues identified arecommonly adopted by industry peers as it aligns
with local regulatory requirements and sectorspecific risks.

1. IDENTIFICATION OF MATERIAL ISSUES

Global
Megatrends

Internal

Regulators

UN Sustainable
Development
Goals(UN-SDGs)

Intergovernmental
Panel on Climate
Change (IPCC)KEY
HIGHLIGHTS
We have prioritised seven material
issues:• Brand and Reputation• Capital Allocation Strategy• Company’s Financial Performance• Climate Action• Employee Well-Being• Innovation and Technology• Group Standards and Operating Procedures

Two of the prioritised material issues,
namely Brand and Reputation andCapital Allocation Strategy, are not widely adopted
by industry peers. Despite that, we continue
to prioritise these issues as we recognise thesignificance and material impacts of theseissues to the sustainability of our businesses.

We will progressively enhance the completeness of the materiality assessment to ensure that we respond to stakeholders’concerns and priorities, and to ensure the long-term sustainability of the Group.

External

Planetary
HealthDoughnut
Economics

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

23

MATERIALITY

2. LIST OF MATERIAL ISSUESECONOMIC

1.
2.
3.
4.
5.

ENVIRONMENTAL

6. Climate action
7. Protection of biodiversity and ecology
8. Pollution management

SOCIAL

Meeting national regulatory requirements is a priority in our reporting practices. Since 2015, Bursa Malaysia has made it mandatory
for all public listed companies to publish a sustainability statement under the Main Market Listing Requirements (MMLR) and the Ace
Market Listing Requirements. Since then, we have been reporting our sustainability performance in a standalone Sustainability Reporton an annual basis to comply with Bursa Malaysia’s mandatory disclosures. In September 2022, Bursa Malaysia enhanced the MMLR
sustainability reporting requirements and listed 11 common sustainability matters and several sector-specific sustainability matters.
Sunway Berhad has since disclosed against all the required sustainability matters.

The materiality assessment conducted in 2022 resulted with 14
material issues which addressed economic, environmental,social and governance issues that better reflect our management
approach.

9. Value chain improvement
10. Employee well-being
11. Human rights
12. Community investment

GOVERNANCEREGULATORS

Macroeconomic issues
Company’s financial performance
Responsible and sustainable financing
Capital allocation strategy
Brand and reputation

13. Group standards and operatingprocedures
14. Innovation and technology

RISKS
Identifying the internal and external risks to our business is equally important to ensure sustainable business growth. To truly drive
sustainability across our organisation, we have identified and incorporated ESG risks into the Group’s internal risk focus areas. These
areas encompass external, people, financial, digital infrastructure, climate, environmental and social.
In addition, we referred to several global sustainability indices and rating and ranking tools to better understand our exposure tosector-specific risks that are relevant to our industry classification. Among the indices used were FTSE Russell, Sustainalytics and
S&P Global.

GLOBAL MEGATRENDS
For a comprehensive analysis, we took into consideration global megatrends or issues that could directly or indirectly affect ourbusiness. We then aligned our responses with the 17 UN-SDGs and applied the Doughnut Economics Model Framework that seeks
to provide a safe and just space for humanity without breaking the ecological ceiling, thus balancing human needs with planetary
boundaries. Further to that, we considered global megatrends by the annual World Economic Forum (WEF) Global Risk Report and theIntergovernmental Panel on Climate Change (IPCC) Report.

STAKEHOLDER ENGAGEMENT
We gathered feedback from our stakeholders through an online survey to identify the material issues that should be prioritised
according to our resources.

24

MATERIALITY

3. STAKEHOLDER ENGAGEMENT

In 2022, we sent out an online survey to ourstakeholder groups to determine the sustainability
issues that should be prioritised and received
more than 1,100 responses. The findings
revealed the stakeholders’ perceptions of therelative importance and impact of these issues
on our business, as well as Sunway’s impact onthese issues. We collated the responses before
plotting them on a materiality matrix based on
the responders’ views and impact according to
the Board of Directors and Senior Management/
Business Division Heads.

Internal

Board of Directors
Employees
Sunway Senior Management/
Business Division Heads

External

Customers

4. VALIDATION
An external consultant was engaged to
conduct a desktop validation review andensure that our material issues werealigned with the relevant regulatory
requirements and frameworks. These werein addition to global ESG frameworks,
megatrends and risks, as well as industry
peers. While the review did not show that
Brand and Reputation and Capital Allocation
Strategy were among the most common
material matters adopted by industry peers,
we prioritised the two issues due to theirrelevance to our business. Both the material
matters also reflect our transition from asolely profit-driven business towards a
multi-capital and multi-value path. This is
supported by our recognition that ESG can,and has already, improved our financial
performance.
In addition, both the material issues arealigned with our Build-Own-Operatebusiness model, which has been driving
business growth and giving us a distinctive
competitive edge. It allows us to leverage
the diverse commercial and operational
synergies of our various business divisions.
Further to that, Brand and Reputation
enhances our commitment to transparency
and improving the quality of our products
and services, which is vital in building andmaintaining stakeholder trust.

HOW WE DEFINE OUR MATERIAL ISSUESNo Material Issues
Economic
1
Macroeconomic
issues2Company’s financial
performance3
Responsible andsustainable financing
4
Capital allocation
strategy(Build-Own-Operate(BOO) business model)
5
Brand and reputation
Environmental
6
Climate action

7

8

Protection of
biodiversity andecology
Pollution management

Social9
Value chain
improvement
10

Employee well-being

11

Human rights

12

Community
investment

Media & NGOs
Suppliers/Vendors
Investors/Financiers/Analysts
Government Agencies/
Regulators/Local Authorities

5. ENDORSEMENT
The findings from the materiality validation
were presented, approved and endorsed by
the Board Sustainability Committee.

Governance
13Group standards andoperating procedures
14
Innovation andtechnology

Definition
Creating decent employment opportunities and contributing to economic
development in the local communities where we operate
Generating economic value such as revenue, profits, employee salaries
and community investment for stakeholders
Ensuring responsible investment decisions that include environmental,social and governance considerations
Distributing and investing Sunway Berhad's financial resources
efficiently and sustainably, ensuring strategic allocation of capital acrossall 13 business divisions to optimise operational excellence and profit
Maintaining stakeholder trust to propel stakeholders’ collective
perception of Sunway Berhad
Stepping up strategic climate initiatives through identifying and mitigatingclimate risks and reducing direct and indirect carbon emissions toachieve net zero by 2050
Protecting our biodiversity and the natural ecosystems by minimising
the ecological impacts of our business operations to build a sustainable
development
Enhancing our efforts, including collaborating with external stakeholders,to collectively reduce and manage waste generation, ultimately
minimising all forms of environmental pollution including air emissions,effluents and noise
Advocating responsible and sustainable procurement practices throughevaluating suppliers and vendors on their environmental and social
impacts, and incorporating digitalisation into our value chain processes
Ensuring employee well-being through identifying employee needs andensuring job satisfaction by investing in the learning and developmentof employees, providing equal opportunities and creating a safe andconducive work environment
Upholding the human rights of internal and external stakeholders acrossthe value chain through the Group’s Human Rights Policy
Investing in the local communities to build a sustainable future forall, ensuring no one is left behind, by uplifting the livelihood of theunderprivileged and marginalised and generating long-lasting positivesocial impacts
Upholding ethical business conduct and transparency across the Group’sbusiness operations and activities
Advancing the Group’s digital transformation without compromising thedata privacy and protection of stakeholders

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICESSTAKEHOLDER ENGAGEMENTGRI 2-29, 3-3

Sunway has a diverse range of stakeholders who are
influenced or impacted by our activities and whose
decisions and actions may impact the Group. We strive tofoster positive relationships with all stakeholder groups by
regularly engaging with them through formal and informal
channels. This allows us to recognise and resolve pertinentmaterial issues, gaining insights into emerging opportunities
and risks and effectively addressing their concerns.

Board ofDirectors

Employee engagement training andprogrammes
Learning and development
Town halls by Senior Management

Sunway Senior
Management/
Business DivisionHeads

We identify and manage risk through the Group’s risk management
framework that aligns with the ISO31000:2018 Risk Management
Guidelines. Our Enterprise Risk Management (ERM) is incorporated in all
our key activities, initiatives and processes of the Group for efficient risk
management.

Employees

Customer satisfaction surveys
Events and activities
Loyalty programmes

For more information on Risk Management, please refer to page 129.

OUR ENGAGEMENT METHODS

Customers

Stakeholder
GroupsIntegrated Annual Report
Suppliers/
Vendors

Annual Sustainability Report
Materiality assessment

Feedback forms
Meetings
Support engagements
Tenders and bidding

Corporate publications
Analyst and investor meetings

Investors/
Financiers/
Analysts

Media releases and interviews
Corporate website
Government
Agencies/
Regulators/
Local
Authorities

Social media
Sustainability and ESG-related eventsMedia & NGOs
LegendAnnually

Throughout the year

Annual general meeting
Meetings
Site visits and tours
Meetings
Report submissions
Site inspections and/or audits
Site visits
Community engagement
Corporate advertisements

25

26

STAKEHOLDER ENGAGEMENTRESPONDING TO STAKEHOLDERS’ PRIORITIES AND CONCERNSECONOMIC
The current economic transition, following the COVID-19 pandemic and the war in Ukraine, poses risks of stagnation, divergence and distress. Normalisation of monetary policies and a shift towards amoderate growth and investment era characterises this current and ongoing period. Persistent inflationary pressures may continue due to ongoing geopolitical conflicts and economic warfare prompting
supply chain decoupling. The potential for a miscalibration between monetary and fiscal policies raises concerns of liquidity shocks, potentially leading to a prolonged global economic downturn andwidespread debt distress.
The end of the low-interest rate era will have profound consequences for governments, businesses and individuals, particularly impacting vulnerable segments of society and fragile states. This shift may
contribute to rising poverty, hunger, violent protests, political instability and even state collapse. The current economic challenges have the potential to harm the welfare of middle-income families, leading toheightened social and political tensions worldwide. In response, governments find themselves in a delicate balancing act, addressing pressing issues such as the cost of living, managing debt and navigating
the shift to new energy systems within an unstable geopolitical landscape. This situation may result in an era marked by an expanding gap between affluent and impoverished nations, possibly representing
the first setback in human development witnessed in decades.
Global Risks1

2030
Goals

Material
Issues• Financial
instability due
to excessive
debt• Inability tocontrol andmaintain stableprice trends• Extended periodof economic
decline• Breakdown of a
crucial industry
or supply chain
with systemic
consequences• Bursting ofasset bubbles• Increase inillicit economic
activities

Goal 5:Macroeconomic
UpholdingissuesTransparency
andDelivering
Excellence

Risks

Opportunities• Significant risks may• Consistent and strongarise from economic
economic growth
uncertainties orcreates favourable
recessions, impacting
conditions for businessemployment, income
expansion and successlevels and business• The stability of
performance.
financial markets• Supply chain disruptions
bolsters investor
resulting from geopoliticalconfidence
events, natural disasters• Developing resilientor global crises can
supply chains caninfluence production andimprove organisational
distribution
flexibility and mitigate• The evolution of
the effects ofregulations or heightened
disruptions
regulatory scrutiny
may give rise tocompliance challenges,
affecting operations andprofitability

Stakeholder Priorities andConcerns

Our Responses• Business andfinancial performance
are influenced bymacroeconomic factors
like economic growthand inflation• Financing costs areaffected by the impact ofinflation• Business faces risks
from policy andregulatory changes
that can have adverse
impacts• Job security is
influenced bymacroeconomic factors• Enhancing business andfinancial resilience through theimplementation of innovative
strategies and technology.
• Vigilantly monitoring and mitigating
risks that could negatively impact
business operations and financial
performance• Enforcing prudent cost management
and proactive capital management
initiatives• Ensuring compliance with all
relevant laws and regulations
while upholding good corporate
governance standards(pg. 128-129)• Fostering the development andupskilling of employees' capabilities
to enhance overall productivity(pg. 97-98)

GRI
Standards

UNSDGs

202
203

Note:
1
Global risks over the short- and long-term based on the WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOsINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

27

STAKEHOLDER ENGAGEMENT

Global Risks1

2030
Goals

Material Issues

Goal 5:Company’s
Upholdingfinancial
Transparency performanceandDelivering
Excellence

Risks

Opportunities

Stakeholder Priorities andConcerns• Assessing the influence• Poor financial performance • Consistent financial
puts business continuity
stability not onlyof global megatrends on
at risk and may result
appeals to investors but
business and financial
in missed investment
also yields lasting value
outcomes
opportunities
for all stakeholders in• Demonstrating thethe long run
capability to recognise
opportunities andmanage risks arisingfrom global megatrends

Responsible• Subpar financial
performance jeopardises
and sustainablebusiness continuity andfinancinginvestment opportunities• Shifting investor
preferences and market
dynamics can steer
away from companies
with inadequate ESG
performance and theoverall financial standingof the organisation• Misrepresenting
sustainability efforts
can lead to allegationsof greenwashing,undermining theorganisation's credibility
and relationships withstakeholders

Our Responses

GRI
Standards• Deploying innovative approaches
and technology to fortify businessand financial resilience• Integrating global megatrends into
comprehensive business planning• Ensuring timely and transparent
communication of financial
performance• Engaging in proactive investor
relations activities to connect with
the investment community

201• Risk linked to refinancing • Utilising sustainability-linked bonds,• Following sustainablefinancing practices
obligations
sustainability sukuk and partnering
is crucial to align• Elevated debt-relatedwith financial institutions
with evolving ESG
expenses(pg. 126-127)
regulations, mitigating• Broadening the array of debt
potential legal andsources
reputational risks• Enhancing the efficiency of debt
• Adopting sustainablecosts
financing not only
enhances reputation
but also appeals toan expanding market
of consumers andinvestors who prioritise
environmental andsocial considerations-

UNSDGsNote:
1
Global risks over the short- and long-term based on WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOs

28

STAKEHOLDER ENGAGEMENT

Global Risks1

2030
Goals

Material Issues

Risks

Opportunities

Stakeholder Priorities andConcerns

Our Responses

GRI
Standards

Goal 5:
CapitalUpholdingallocation
Transparency strategy
andDelivering
Excellence• Efficient deployment• Poor assessment ofinvestment prospectsof capital to support
results in projects thatstrategic initiatives
underperform and resourcesthat promote sustained
being squanderedlong-term growth• Financial performance isaffected by market volatility,
impacting returns on capital
investments• A rigid capital allocation
strategy may impede
the ability to adjust tochanging market conditions,
technological advancements
or unforeseen challenges• A forward-looking andsustainable businessmodel• A business model thatgenerates value forstakeholders• Active contribution tocommunity enrichment
and nation-building• Formulating approaches toenhance the robustness of thebusiness model• Engaging in proactive initiatives
with investors to convey Sunway's
business model to the investmentcommunity• Vigilantly overseeing andaddressing risks that could
undermine the resilience of thebusiness model-

Brand andreputation• Engaging in unethical• Positioning thebusiness practices, legalorganisation as andisputes or regulatory
industry thought
infractions can damage aleader contributes tocompany's reputation
enhanced credibility• Adverse media coverage• Ensuring a continual
has the potential to erodedelivery of high-quality
customer trust and loyalty
products, exceptional• Problems with products
customer service andand services, as well as
positive experiencesinconsistencies, may result • Fostering transparent
in a loss of confidence inand effective
the brand
communication with
• Ineffective crisis
stakeholders
response and mishandledcommunications can further
compound reputational
damage• Recognition as atrustworthy brand• Ethical businesspractices throughout theorganisation• Delivering top-notch
products, outstanding
customer service andpositive experiences• Maintaining strong corporate
governance and ethical businesspractices (pg. 128-129)• Ensuring adherence to allapplicable laws and regulations(pg. 70, 77, 128-129)• Ensuring excellence in product andservice quality (pg. 88-91)• Taking a leadership role insustainability stewardship(pg. 14-17)• Ensuring that products are
manufactured in compliance withsafety standards (pg. 88)-

UNSDGsNote:
1
Global risks over the short- and long-term based on WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOsINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

29

STAKEHOLDER ENGAGEMENTRESPONDING TO STAKEHOLDERS’ PRIORITIES AND CONCERNSENVIRONMENTAL
As we strive to focus on creating positive value, we apply Kate Raworth’s Doughnut economics model, which calls for balancing human needs with planetary boundaries, ensuring life’s necessities without
overburdening Earth’s life-support systems. The model incorporates nine planetary boundaries in the environmental ceiling and twelve dimensions from internationally agreed social standards. Its goal is tocreate an environmentally safe and socially just space between social and planetary boundaries for humanity to thrive. Additionally, the WEF Global Risks Report 2023 highlighted climate and environmental
risks as dominant risks in global risk perceptions, particularly as the least prepared. Current global crises disproportionately impact the often overlooked natural ecosystems, setting off a chain reaction ofnature loss and climate change. Without policy changes and investments, the synergy of climate change, biodiversity loss, food security and resource consumption may accelerate the ecosystem collapse.
This could lead to compromised livelihoods, increased natural disaster impacts and obstacles to climate mitigation progress.
Global Risks1

2030
Goals

Material Issues• Failure to
mitigate climatechange• Failure ofclimate-change
adaptation• Natural
disasters
and extreme
weather events• Biodiversity loss
and ecosystem
collapse• Natural
resource crises• Large-scale
environmental
damageincidents

Goal 1:
Climate action
Transforming
Our Portfolios • Physicaltoimpacts
Low-Carbon
of climate
Sustainablechange• Energy
Citiesmanagement• Watermanagement

Risks

Opportunities• Carbon tax will raise• Implementing a
operational expenses
robust climate change
for assets, products or
strategy for businessservices with high carbon
continuity
emissions• Establishing a strong• Lack of preparedness
presence in lowin adhering to emerging
carbon solutions
climate-related regulations
market to meet
• Potential harm to physicalgrowing demandassets, financial losses• Optimising waterand business disruptions
management forarising from inadequate
cost reduction
climate adaptation andand encouraging
mitigation measureswater conservation• Elevated operational costs
measuresand the risk of scarcity
due to inefficient water
management

Stakeholder Priorities andConcerns

Our Responses• Ensuring timely,transparent communication
on Sunway’s business
operations andenvironmental impacts• Addressing physical andtransitional climate changerisks• Ensuring theimplementation of plans
with risk mitigation,
contingency measures andadaptability to fast-moving
trends• Emphasising transitoriented and integrated
developments• Focusing on enhancing
energy and water
consumption efficiency• Investing in innovative,
cleaner and moreenhanced technologies• Aligned our Climate Report with
TCFD recommendations (pg. 41-51)• Provided transparent disclosuresof environmental impact in the
Sustainability Report(pg. 61-77, 137-150)• Strengthened climate action
through an Internal Carbon Pricing
framework (pg. 47)• Enhanced risk management via
Value at Risk (VaR) assessment on
climate change exposure(pg. 43-46)• Implemented energy and watersaving initiatives for reduced
consumption and environmental
impacts (pg. 61-69)• Invested in renewable energy todecrease GHG emissions and ourcarbon footprint (pg. 61)• Deployed sustainable watersupply systems, including a water
treatment plant and rainwater
harvesting, to lessen reliance onmunicipal water supply (pg. 64-65)

GRI
Standards

UNSDGs

302
305

Note:
1
Global risks over the short- and long-term based on WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOs

30

STAKEHOLDER ENGAGEMENT

Global Risks1

2030
Goals

Material Issues

Risks• Depletion of biodiversity
Protection of
Goal 1:and ecosystem collapse
Transforming biodiversity andfrom natural resource
Our Portfolios ecology
destruction
toLow-Carbon
Sustainable
CitiesPollution
management• Wastemanagement• Pollution
controls

Opportunities

Stakeholder Priorities andConcerns

Our Responses• Implementing
measures to prevent/mitigate biodiversity
loss• Implementing strategies
for handling business
operations and theirimpacts on the natural
habitat and biodiversity• Introduced a Biodiversity Policy
to guide the Group in integrating
biodiversity considerations intobusiness activities and decisionmaking processes (pg. 56-57)• Implemented a Green Township
Policy that addresses community
needs while minimising
environmental and societal impacts inareas surrounding built environments(pg. 56-58)• Established a Green Building Policy
to guide sustainable designs andresource management, reducing
the impact of our operations oncommunities and the environment(pg. 56-58)• Committed to constructing integrated
developments that contribute tourban revitalisation and brownfieldredevelopment (pg. 59)

304• Conducting initiatives todivert/recover waste andminimise landfill disposal• Preventing environmental
pollution throughproper waste/effluentsmanagement for publichealth safety• Utilised a waste management
hierarchy to prevent, decrease andminimise waste (pg. 70-76)• Implemented a Sustainable Events
Management Policy to aid event
organisers in planning and executing
successful events with minimal
environmental impact and positive
community relations (pg. 129)
• Monitored effluents, air emissions
and noise pollution at relevant sites(pg. 77)

303
306• Ensuring waste• Increased operational
reduction andcosts linked to landfill
resource efficiency
waste disposal
will lead to cost
• Financial penalties orsavings
legal actions resulting
from non-compliance with • Implementing
effective pollution
environmental regulations
management will
issued by local authorities/
minimise operational
regulators
impactGRI
Standards

UNSDGsNote:
1
Global risks over the short- and long-term based on WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOsINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

31

STAKEHOLDER ENGAGEMENTRESPONDING TO STAKEHOLDERS’ PRIORITIES AND CONCERNSSOCIAL
Currently, growing crises are impacting societies, affecting more than just vulnerable communities, and destabilising global economies. The expected 2023 global cost-of-living crisis, driven by severe
anticipated risks, is already underway. While wealthier nations have eased some economic impacts, many lower-income countries face multiple crises. Consistent supply-side challenges may escalate thecurrent cost-of-living crisis into a broader humanitarian issue, especially in import-dependent markets, within the next two years. To this end, our commitment is to foster a secure, equitable and dignified
workplace, to support livelihoods and contribute to the overall sustainability of our organisation. We aim to secure our pool of talents through enhancing the health, safety and well-being of our people,
thereby boosting our productivity, talent attraction and retention. Our focus extends to nurturing leaders within Sunway, empowering talent capabilities and ensuring a robust talent pipeline for the future.
Additionally, we persist in uplifting communities in areas where we operate through various enrichment programmes and relief efforts to support those around us.
Global Risks1

2030
Goals

Material Issues

Risks• Cost-of-living
crisis• Large-scale
involuntary
migration• Erosion ofsocial cohesion
and societal
polarisation• Employment
crises• Infectious
diseases• Severemental healthdeterioration• Chronic
diseasesand healthconditions

Goal 2:
Advocating a
Responsible
Value Chain

Value chain
improvement• Inability to meet
• Choosing sustainable
stakeholders’ request to
materials improves theuse sustainable materials
company’s brand image
could lead to a decline inand draws in ecomarket shareconscious customers• Material scarcity may
and investorscause supply chain• Implementing
disruptions
robust procurement• Non-compliance ofgovernance attracts
suppliers and contractors
and retains reputablewith the company’s
and skilled suppliers
ethical principles andand contractors
safety culture may lead to • Consistent supplier
operational disruptions
assessments, including• Falling short of customers’
environmental andexpectations affects theirsocial assessments,
confidence and loyalty,
uphold the company’s
resulting in lower revenue
commitment tohigh standards inenvironmental andsocial aspects• Regular customer
engagements allow us
to make improvements
to meet customers’
expectations• Resource
management• Materials• Supplier risk
assessment• Customer
satisfaction

Opportunities

Stakeholder Priorities andConcerns

Our Responses• Ensuring efficient
resource management
to avoid supply chain
disruptions• Adapting to shifts in
consumer behaviour andpreference to cleaner
and greener products
and services• Upholding ethicalbusiness practices within
the supply chain (e.g.
labour standards andpractices, human rights,
freedom of association)• Delivering premium
quality products andservices in the industry
or market• Established a Sustainable
Procurement Policy as a tool forcommunication and improvement inour procurement process (pg. 79)• Implemented a Supplier Code of
Conduct to ensure suppliers adhered
to applicable laws, rules, codes andregulations (pg. 79)• Developed an embodied carbon
emissions roadmap to minimise
environmental impacts of our
products (pg. 82, 84-85)• Adopted digitalisation and initiateddecarbonisation throughout our
supply chain (pg. 82-83, 86-87)• Ensured that suppliers and vendors
commit to respecting human rights
based on the UN Guiding Principles
on Business and Human Rights, UN
Global Compact (UNGC) Principles
and acknowledging the International
Labour Organization’s (ILO) eight
fundamental conventions (pg. 93)• Enforced proper product marketingand labelling, along with maintaining
engagement for customer
satisfaction (pg. 88-91)

GRI
Standards

UNSDGs

204
301
308
414
417
418

Note:
1
Global risks over the short- and long-term based on WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOs

32

STAKEHOLDER ENGAGEMENT

Global Risks1

2030
Goals

Material Issues

Goal 3:Developing a
Safe, Equal
and Dignified
Workforce• Impactful talent• Offering compelling
Employee well- • Employees who
are disengaged anddevelopment andbenefits, competitive
being
underdeveloped contributeupskilling programmes,
remuneration, career
to reduced productivity andwith attractive benefits
development and• Employee
engagement
performance
packages, allow us toprogression opportunities• Learning and • Inadequate benefits andretain and attract top- • Prioritising work-life
development
remuneration negatively
tier industry talents,
balance for all employees• Occupational
impact employee motivation
fostering a high• Maintaining a conducive andhealth and• Workplace accidents
performance culture
safe workplace environment
safetyand injuries result infor both employees and• Nurturing a robust
productivity losses, legal
safety culture within
contractors
consequences such asa conducive working• Adhering to social laws andpenalties, and reputational
environment boosts
regulations in compliancedamageemployees’ well-being
with standards
and productivity,
upholding thecompany’s reputation• Implemented family-friendly policies,
offering benefits beyond industry
standards (pg. 95)• Advocated work-life balance throughprogrammes and organised healthand wellness activities (pg. 94-95)• Enhanced the learning anddevelopment of employees to ensure
excellence in performance anddelivery (pg. 97-98)• Conducted performanceassessments to facilitate continuous
development and enhancement ofskills and capabilities (pg. 98)• Enforced an Occupational Health,
Safety and Environment (OHSE)
Policy and formulated a five-year
OHSE Strategy to establish a secureand healthy work environment(pg. 102-109)

403
404

Human rights• Implemented a Human Rights Policy
to protect, promote and respecthuman rights across our operations(pg. 93)• Adopted a Diversity and Inclusion
Policy, highlighting our commitment
to fostering a culture that
appreciates and respects diversity(pg. 99)• Maintained a zero-tolerance stanceagainst discrimination based on
race, religion, gender, age, disability
and nationality (pg. 93, 99)

401
402
405
406
407
408
409
410
411
416

• Diversity andinclusion

Risks

Opportunities

Stakeholder Priorities andConcerns• Violations of human• Robust human rights• Safeguarding the rights ofrights practices result
practices bolster the
all our employees
in regulatory penalties,
company’s reputation • Cultivating a fair, inclusive
influence employee
as a responsible
and non-discriminatory
retention and culture, andemployerwork environment
lead to reputation damage• Cultivating an• Discriminatory employment
inclusive, diverse andpractices have a detrimental
empowering work
impact on the company’s
culture attracts talents
reputation
and brings in diverse
perspectives thatenhance decisionmaking

Our Responses

GRI
Standards

UNSDGsNote:
1
Global risks over the short- and long-term based on WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOsINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

33

STAKEHOLDER ENGAGEMENT

Global Risks1

2030
Goals

Material Issues

Risks

Opportunities

Stakeholder Priorities andConcerns

Our Responses

Goal 4:
Investing in
Community
Inclusivity

Community
investment• Business activities thathave adverse impacts oncommunities affect thecompany’s social licenceto operate• Consistent engagement • Engaging in impactful• Persisted in efforts to enrich andin community
corporate social
empower local communities throughimpact programmes
responsibility activities
our #SunwayforGood corporate
strengthens theto support communities
social responsibility (CSR) initiatives
company’s relationship • Addressing the(pg. 111-123)with local communities
escalating livelihood
crises through significant
programmes

GRI
Standards

UNSDGs

413

Note:
1
Global risks over the short- and long-term based on WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOs

34

STAKEHOLDER ENGAGEMENTRESPONDING TO STAKEHOLDERS’ PRIORITIES AND CONCERNSGOVERNANCE
Sunway emphasises the importance of good corporate governance, encompassing environmental awareness, ethical conduct, corporate strategy, compensation and risk management. Transparency inrecords and procedures is a priority to us for the benefit of our shareholders and stakeholders. We aim to enhance anti-corruption efforts, acknowledging the findings of the 2022 Corruption Perceptions
Index (CPI) that highlighted global challenges related to corruption. The company recognises the potential adverse effects of corruption, which includes losing stakeholder trust and opportunities, reducing
resources and harming the business’s reputation.
As Malaysia targets a top 25 ranking in the CPI within a decade, this further stresses the need for concerted anti-corruption measures. The technology sector is a focal point of enhanced industrial policies
and state intervention globally. While technology provides solutions to health, food security and climate challenges, it also introduces risks, including misinformation, job disruption and cyber threats. Rapid
technology development without clear protocols poses risks, with potential attacks on critical infrastructure and misuse of personal information. We are cognisant of the need for vigilance, aligning interests
with our stakeholders and maintaining a commitment to ethical conduct in the face of evolving global challenges.
Global Risks1

2030
Goals

Material Issues

Risks• Escalation of
cybercrimeand digital
insecurity• Breakdownof criticalinformation
infrastructure• Centralisationof power in thedigital realm• Disparities inaccess to digital
services• Unfavourable
outcomes
associatedwith frontier
technologies

Goal 5:UpholdingTransparency
andDelivering
ExcellenceGroupstandards
and operatingprocedures• Inadequate corporate• Effective corporate• Enforcement ofgovernance practices havegovernance practices
the policies andthe potential to damage aenhance the company’s
requirements set bycompany's reputation andreputation as
relevant agencies or
image
trustworthy company
professional bodies
among stakeholders• Professional andtransparent businessconduct• Ensuring strong corporate
governance through theimplementation of rigorous policies(pg. 128-129)

202
203

• Implementing effective• The occurrence ofcyberattacks, such as thecorporate governanceunauthorised access topractices raises thecustomer data, can resultcompany's reputation
in a loss of customer trust
as a trustworthy entity
and harm to the company's
among stakeholders
reputation• Implementation and maintenanceof resilient IT security systems
to counteract cyber threats andsafeguard data privacy(pg. 129-131)-• Anticorruption

Innovation andTechnology

Opportunities

Stakeholder Priorities andConcerns• Enforcement of policies
and enhancing the dataprotection system

Our Responses

GRI
Standards

UNSDGsNote:
1
Global risks over the short- and long-term based on WEF Global Risk Report 2023
Legend:Board ofDirectors

Sunway Senior
Management/Business
Division Heads

Employees

Customers

Suppliers/
Vendors

Investors/Financiers/
Analysts

Government Agencies/
Regulators/Local
Authorities

Media & NGOsINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES35

SUSTAINABILITY STRATEGYGRI 2-22

Capital allocation strategy

Group standards and operating procedures

Community investment

FOR
MIN
TO
LO G OU
W
R
SU
ST -CAAI
CIT NA
IE
S

EX

AN

UP
HO

Responsible andsustainable financing

TRANS

LD
I
D

Macroeconomic issues

ENCY
PAR
S
AN
NG
TR VERII
GL
N
CE
DE LEN
L
CE

2030
SUSTAINABILITY
GOALS

DV
RE OCATIN
SGA
VA PON
SIB
LU
LE
EC
HA
IN

Innovation and technology

IOS

To further emphasise good business practices, we refined the fifth
goal, enhancing it from ‘Respecting Ethical Principles’ to ‘Upholding
Transparency and Delivering Excellence’. The refreshed goalcomplements the four other goals and has a wider scope that includes
economic and governance performance. We are cognisant that thesustainability of financial performance is crucial, as it enables us tocontinue our pursuit in other sustainability agendas. The refreshedgoal also demonstrates our commitment to transparency throughESG disclosures, which has allowed us to maintain good ESG index
ratings.

Pollution managementIN
INVESTINGTY
COMMUNIITY
INCLUSIV

Our 2030 Sustainability Goals and Targets enable us to meetstakeholders’ expectations and ensure that we make efforts tomitigate our environmental impacts, empower our people and thegeneral community, and uphold robust governance practices. The
five Sustainability Goals represent the core of our framework.

Protection of biodiversity and ecology

Company’s financial performance

Our robust sustainability strategy serves as an overarching guidefor us to address key sustainability issues and their risks andopportunities. We regularly review our materiality assessments andbenchmark against current global and local trends to effectively
address the challenges impacting our business and stakeholders.
Addressing the sustainability material issues that are most important
to us and our stakeholders is pertinent in our sustainability journey.
These material issues are addressed within our 2030 Sustainability
Goals and Targets, which are part of our sustainability strategy.
We measure the performance against the targets within eachgoal annually. We recognise that these sustainability issues could
generate risks or opportunities that may impact our value creationin the short, medium or long term.

Climate action

Brand and reputation

L
FO
RT
PO N
O
RB E
BL

As we persist in championing the UN-SDGs andMalaysia’s Shared Prosperity Vision (SPV2030)
agendas, it remains imperative for us to advanceour sustainability journey through the development,
establishment and integration of a sustainability
strategy. This strategy will serve as a guiding
framework, ensuring that we conduct our business inan environmentally and socially responsible manner
while ensuring long-term economic viability. We
believe that this sustainability strategy will help us
in integrating ESG considerations into our business
operations. Furthermore, it will enable us to balance
profitability with responsible business practices, meetthe needs of our stakeholders and contribute to a moresustainable and just future.

A

DEV

ELOPING A
SAFE, EQUALAND
DIGNIFIED
WORK
FORCE

Human rights
Employee well-being

Value chain
improvement

362023 SCORECARDGRI 2-222030 SUSTAINABILITY GOALS AND TARGETS
Our Sustainability Scorecard helps us track our performance against our goals and targets. In 2021, we started to integrate sustainability components into the Senior Management’s performance evaluations andkey performance indicators (KPIs), which are linked to remuneration. We continued to link the remuneration for senior executives to ESG performance in 2023, such as improving energy efficiency, increasing
renewable energy generation, reducing waste to landfill, managing occupational health and safety performance, and maintaining good ESG ratings.
Legend: Progress Tracking
On track and progressing steadily

Progressing well

Progress exceeds expectations

GOAL 1: TRANSFORMING OUR PORTFOLIOS TO LOW-CARBON SUSTAINABLE CITIES
2030 Targets
Building Energy Intensity (BEI)/Energy Use Intensity (EUI) should stay
below the annual targets set for the respective business divisions startingfrom 2022.

(The business divisions should continue to stay below the BEI/EUI targets
which will reduce by 3.5% to 4% on a y-o-y basis up to 2030 to align with
the IPCC target of 45% reduction in carbon emissions by 2030.)
At least 40% of electricity from renewable energy sources by 2030
(5% locally generated, 35% purchased from green sources/solar farms)

40% waste diverted from landfills by 2030
To achieve a reduction of 10% in overall water intensity target for managed
assets by 2030 (Baseline year: 2015)

To reduce the Group’s reliance on municipal water supply by up to 50%
through investment in alternative supplies and sources, thereby enhancing
water security, by 2030
To achieve at least five days of uninterrupted water supply from the onsetof a water disruption event via a combination of onsite reserves and/or
secured offsite supplies for all properties located within KL/Selangor by
2030

All industrial property sites to be ISO 14001:2015 (Environmental
Management Systems)-certified by 2030
All ongoing construction sites are ISO 14001:2015 (Environmental
Management Systems)-compliant

2023 Performance
Energy intensity targets and performance (pg. 50, 63)

27,647 MWh (7%) of renewable energy was consumed

Description
All of the business divisions were able to meet theirrespective energy intensity targets set for 2023, except for
the Leisure division.

• 12,002 MWh (3%) of solar energy was locally generated
through solar PV panels installed at our properties.
• 15,644 MWh (4%) of renewable energy was purchasedfrom the national grid (Green Electricity Tariff).
• The total electricity consumption in 2023 was 412,090
MWh.
8% of waste diverted from landfills
The waste diversion rate increased by 4% from 2022.
The overall water intensity for managed assets increased by 16% The water intensity of our managed assets have increased
from baselinefrom the baseline due to higher water consumption to meetbusiness demands. Despite that, we continue to strive to
reduce our reliance on municipal potable water supply.
27% of water supply from non-municipal sources
In 2023, the total water consumption was 5,256,734 m3,
where 27% (1,412,855 m3) of the consumption was sourced
from non-municipal water supply.
Four out of 14 of properties that are not located within Sunway City We have a total of 32 properties located within KL/
Kuala Lumpur (SCKL) can sustain themselves for at least five days Selangor, where 18 of the properties are located in SCKL
during the onset of a water disruption event
and are able to sustain themselves during the onset of awater disruption event. This is because the properties are
piped to the water treatment plant in SCKL. Hence, weare strengthening the water security of the remaining 14
properties.
Six out of six Building Materials sites are ISO 14001:2015 certified All of our Building Materials sites have been ISO14001and maintained their certification
certified. The other industrial sites are progressing towards
obtaining the certification.
16 ongoing construction sites are ISO 14001:2015-compliant
We continuously monitor the environmental performance of
our ongoing construction sites.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

37

2023 SCORECARDGOAL 2: ADVOCATING A RESPONSIBLE VALUE CHAIN
2030 Targets
2023 Performance
Description
To review and initiate disclosures of Scope 3 emissions where relevant
Five out of 15 Scope 3 emissions categories have been disclosed We are reviewing the relevance of the remaining Scope 3
and applicable(pg. 48-49).
emissions categories and strive to expand the emissions
coverage.
All suppliers to disclose in accordance with ESG standards andIn progress
The enhancement of our Supplier Risk Assessment
framework where relevant and applicableform to incorporate the Simplified ESG Disclosure Guide(SEDG) by Capital Markets Malaysia is in progress.
GOAL 3: DEVELOPING A SAFE, EQUAL AND DIGNIFIED WORKFORCE
2030 Targets
2023 Performance
To not be higher than the first quadrant of the DOSH national fatality rate
Achieved a zero fatality rateby 2030 (1.46 fatalities for every 100,000 workers)
To reduce the occupational accident rate to 0.95 for every 1,000 workers,
Occupational accident rate of 4.36 for every 1,000 workers
which is within quadrant 1 of the DOSH national accident rate, by 2030

All business divisions (where relevant and applicable) to be ISO
45001:2018-certified and achieve OHS culture - Level 4 and above by2030• Four (12%) of the sites are ISO 45001:2018-certified• 97% of the sites achieved ‘Excellent’ in compliance• 45% of the sites achieved 'Platinum' in Best Practice ranking

36 learning and development (L&D) hours per employee (EG1 and above)

40.6 learning hours per employee

Description
We will ensure the continuity of best OHSE practices
across all sites to avoid any fatalities at sites.
In 2023, our interim target for the occupational accident
rate was 1.9 for every 1,000 workers. The rate increased
due to increased supervision and OHSE practitioners
being encouraged to prepare incident reports to identify
hazards and perform mitigation actions to prevent further
incidents. We will continue to instill awareness on incident
reporting and organise OHSE programmes to enhance theskills and knowledge of our OHSE practitioners.
We were able to achieve the interim targets set in 2023:• 9% of the sites to be ISO 45001:2018-certified• 85% of the sites to achieve 'Excellent’ in compliance• 15% of the sites to achieve 'Platinum’ in Best Practiceranking
The average learning hours per employee increased
compared to 2022.

GOAL 4: INVESTING IN COMMUNITY INCLUSIVITY
2030 Targets
2023 Performance
To reach out and support over two million beneficiaries from 2015 to 2030
1,257,285 beneficiaries impacted from 2015 to 2023

DescriptionMore than 202,950 beneficiaries in 2023.

GOAL 5: UPHOLDING TRANSPARENCY AND DELIVERING EXCELLENCE
2030 Targets
2023 Performance
Description
To maintain our position in the top 10% of the Industry Classification
Maintained position in the top 10% of the Industry Classification
Benchmark (Real Estate) Supersector assessed by FTSE Russell
Benchmark (Real Estate) Supersector assessed by FTSE Russell We will continuously enhance our ESG disclosures andensure transparent communication of our initiatives.
To achieve and/or maintain low/negligible Sustainalytics ESG Risk
Achieved Negligible ESG Risk Rating by Sustainalytics
Rating by 2030

382023 SCORECARDUN SUSTAINABLE DEVELOPMENT GOALS (UN-SDGS)
We consumed

27,647 MWh

Sunway teamed up withvarious external partners to

support the needsof the underserved
and underprivileged
communities.

40%

We provided a sponsorship of

RM1 millionof renewable energy
in 2023, enough topower approximately
3,812 homes for ayear.

of Board of Directors
in 2023 were women.

to support the Malaysian AIDSFoundation (MAF) to provide
medical care and counsellingto individuals with HIV.
We provided
employment to
In 2023,
we consumed
more than

11,828people in 2023
(4,171 new hires).

1.31 million m3
We packed

1.6 million meals
with Rise Against Hunger
Malaysia through the
Sunway Food Bank
initiative since 2014.

We invested

RM200,000

to set up, refurbish andpurchase books for 20
libraries through Sunway
READ programme.

of water (equivalent
to more than 524
Olympic-sizedswimming pools)
from the water
treatment plant in
Sunway City
Kuala Lumpur.

Sunway XFarms
has established

6 urban farms

in the Klang Valley toexpand and manage
sustainable farms in close
proximity to consumers.

INTRODUCTIONSTRATEGIC PRIORITIESLEADERSHIPGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

39

2023 SCORECARD

We onboarded
neurodiverse
individuals with
autism to support

sustainable
employment
for persons withdisabilities.

41 buildings
and2 townships
have attained
green certification
as of 2023.

We diverted

8%of our waste fromlandfills in 2023.

We avoided

more than73,400 tonnesof CO2e since 2019as we progress
towards Net Zero
Carbon Emissions
by 2050.

In 2023, we released
21,000 sea
bass in batches
into the Pendas
River to balance theecosystem of theriver.

Sunway townships are
surrounded by at least
40% greenscapes andbluescapes with more than272,000 trees
planted.

85% of ouroperations wereassessed for briberyand corruptionrelated risks.

Sunway Group andUOB Malaysia have

inked a partnershipto advance the net zero goal.

40

GOAL 1

TRANSFORMING OUR PORTFOLIOSTO LOW-CARBON SUSTAINABLE
CITIES

41
56
61

Climate Report: Net Zero by 2050
Adapting to Climate ChangeManaging Our Environmental Impact

CAPITAL
Manufactured
Intellectual
Natural
MATERIAL ISSUES• Climate action• Protection of biodiversity and ecology• Pollution management
ACTIVITIES• Decarbonisation initiatives• Transit-oriented development• Energy- and water-efficiency projects• Responsible water and waste management
practices
VALUE CREATED• Efficient resource management• Efficient energy and water management• Reduced waste to landfills• Well-connected communities• Transformation 3: Energy Decarbonisationand Sustainable Industry• Transformation 4: Sustainable Food, Land,
Water and Oceans• Transformation 5: Sustainable Cities andCommunities

Sunway continues to transform its portfolios to low-carbon sustainable cities by embedding sustainability into its business strategy andoperations. Aiming to leave no one behind, the Group strives to build integrated cities that will be sustainable for all through leveraging innovationand technology, minimising negative environmental impacts and transforming its buildings into green assets.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

41

CLIMATE REPORT: NET ZERO BY 2050
GRI 3-3, 201-2, 302-3, 305-1, 305-2, 305-3, 305-4, 305-5

Global temperature continues to riseamid calls to action by climate experts toaccelerate the transition to a low-carbon
economy. According to the UN Environment
Programme’s latest Emissions Gap
Report, released in November 2023, thecurrent commitments made under theParis Agreement are expected to lead toa temperature increase of 2.5°C to 2.9°C
above pre-industrial levels by the endof this century. This exceeds the 1.5°C
limit crucial for avoiding the most severe
consequences of climate change1. The
effects of climate change such as sea levelrise, and excessive rain and storms havealready disrupted businesses and daily
lives, causing property damage and global
supply chain disruptions.
1

Emissions Gap Report 2023:
https://www.unep.org/resources/emissionsgap-report-2023

ENHANCING OUR CLIMATE JOURNEY WITH GLOBAL STANDARDSAs an advocate for a sustainable future, Sunway is committed to adapting
to climate change and mitigating climate risks. In line with our goal totransform our portfolios to low-carbon sustainable cities, we have steppedup our climate action and taken several tangible measures to accelerate
our low-carbon journey. This includes delivering on our commitment to
Net Zero Carbon Emissions by 2050 Roadmap and introducing Malaysia’s
first Internal Carbon Pricing framework, which puts a monetary value on
carbon emissions to guide our business divisions and their investment
strategies in mitigation transitional risk. To achieve net zero emissions, we
aim to reduce emissions of Scope 1 and 2 by 2030. To reduce Scope 3
emissions by 2050, we have implemented initiatives such as the Green
Lease Partnership Programme and green procurement practices. This
is in addition to incorporating environmental criteria in our supplier risk
assessment so that we can work closely with external stakeholders andreduce embodied carbon.
With an ambition of being Asia’s model corporation in sustainability
development, we strive to walk the talk and lead by example in decarbonising.
For instance, we were one of the earliest companies to commit to settingnear-term science-based emissions reduction targets in line with the
Science Based Targets initiative (SBTi). Additionally, we were one of the firstfew publicly listed Malaysian companies to endorse the recommendationsof the Task Force on Climate-related Financial Disclosures (TCFD), which
is now governed under the International Sustainability Standards Board(ISSB) standards.
Since 2021, we have been disclosing our climate report according to TCFD
recommendations, which included a climate Value at Risk (VaR) report.

The VaR analysis, which was quantified by the Jeffrey Sachs Center on
Sustainable Development (JSC), was based on the worst-case scenario
and assessed the potential financial losses of the Group’s property assets.
The analysis included recommendations on the appropriate mitigation
measures based on the assumption that the worst material physicalrisks would occur due to climate change. The worst-case scenario is as
described in the IPCC Assessment Report 6, where global annual carbon
emissions will rise higher than 120 gigatonnes per year by 2100 and the
median global temperature will increase by 4.4°C over pre-industrial levels,
higher than the 2°C scenario. In 2023, we continued to submit responses
to the CDP framework. Our responses under the climate change and water
security aspects enable us to monitor and benchmark progress besides
identifying risks and opportunities.
Additionally, as part of our ongoingcommitment to enhancing ourdisclosures, we are now an early
adopter of the Taskforce on Naturerelated Financial Disclosures (TNFD). This means that we recognise
nature-related issues as critical components of our strategic risk
management. We acknowledge that climate change impacts haveaffected our ecological systems and biodiversity. The UN has
reported that at least one million species are at risk of extinction
within decades if there are insufficient conservation efforts2.
We believe that adopting the TNFD recommendations and guidance
will further empower Sunway to identify, assess and address our
nature-related dependencies, impacts, risks and opportunities in aholistic manner.
2

World is ‘on notice’ as major UN report shows one million species
face extinction:
https://news.un.org/en/story/2019/05/1037941

42

CLIMATE REPORT: NET ZERO BY 2050
Sunway aims to achieve Net Zero Carbon Emissions by 2050 and has prepared this Climate Report in line with the recommendations of the TCFD1: Governance,
Strategy, Risk Management, Metrics and Targets.
GOVERNANCE
Sunway complies with the requirements of Bursa Malaysia Securities Berhad’s Main Market Listing
Requirements and the Malaysian Code on Corporate Governance. The Group integrates sustainability
into its management and daily operations, ensuring sustainability practices and ESG considerations
are incorporated in all its business activities and across its value chain. The Group’s sustainability
is driven by the Board Sustainability Committee, which ensures that sustainability practices areembedded in its daily operations. This includes making sure that all business divisions work towards
the Group’s sustainability targets and inculcating a strong culture of sustainability among Sunway’s
employees, business partners and suppliers.

Practice 4.1
Board and management’s responsibilities for the governance of sustainability
Sunway maintains a top-down approach in its sustainability governance, ensuring the tone from the top
and the sustainability strategy is cascaded down to the working level. The Group’s Board Sustainability
Committee (BSC) has oversight of Sunway’s sustainability strategies and sustainability matters. This
includes overseeing climate-related risks and opportunities, and key ESG targets, performance, andprogress scorecard. The BSC consists of four Directors from the Group’s Board of Directors and meetsat least twice a year. It is supported by the Group Sustainability Department (GS) and the Jeffrey
Sachs Center on Sustainable Development (JSC). Every business division ensures there are resources
set aside for sustainability initiatives. These resources are part of their annual business plans toachieve the 2030 Sustainability Goals and Targets as well as the Net Zero Carbon Emissions by 2050.

Practice 4.3
Staying abreast with and understanding the sustainability issues relevant to the company and its
business
The BSC is supported by both the GS and the JSC. The GS keeps the Group informed on sustainability
and ESG-related issues relevant to Sunway and its businesses, including climate-related risks andopportunities, as well as evolving regulatory requirements. Meanwhile, the JSC acts as an advisory
panel to the BSC, facilitating the Group in mitigating sustainability risks and identifying opportunities. It
conducts researches and offers academic consultation to the BSC. In 2021, the JSC was appointed to
conduct a Value at Risk (VaR) assessment on the Company’s properties and was tasked to review theassessment in 2022. This year, the JSC was appointed to enhance the VaR assessment by conductinga refreshed flood risk modelling for Sunway Berhad properties and to quantify the financial impacts ofclimate change. The Group consistently boosts its Board’s capability through ensuring sustainability
and ESG-related training.
Practice 4.4
Performance evaluations of the board and management includes addressing company’s material
sustainability risks and opportunities
As part of the Group’s sustainability integration, Sunway proactively incorporates sustainability
elements into its Senior Management’s performance evaluations and key performance indicators(KPIs), which are linked to remuneration. This encompasses linking the remuneration of senior
executives to ESG performance, including climate change matters. The KPIs align with Sunway’s
2030 Sustainability Goals and Targets and are integral to the performance evaluation of the Group’s
President, Tan Sri Dato’ (Dr.) Chew Chee Kin, and Managing Director, Sarena Cheah Yean Tih, bothof whom are also members of the BSC. Sustainability-related KPIs are also applicable to employees
across the organisation, and their progress is monitored and reported annually.

For more information on Sustainability Governance, please refer to page 19.

Practice 4.2
Communication of sustainability strategies, priorities, targets and performance to internal andexternal stakeholders

Practice 4.5
Designated person within management to provide dedicated focus to manage sustainability
strategically

The Group regularly communicates its sustainability strategies, priorities and targets, along withperformance updates, to stakeholders through various platforms and channels. These channels include
our annual Integrated Report and Sustainability Report, analyst and investor updates, media releases
and interviews, and employee engagements such as town hall meetings, training, and development
programmes, among others.

Since 2017, Sunway has established a Group Sustainability Department (GS) to provide dedicatedfocus on managing sustainability strategically, including integrating sustainability considerations
in daily operations. GS reports to Mr Ong Pang Yen, Executive Director of Chairman's Office. The
department’s primary responsibility is to coordinate communications of the Group’s sustainability
direction and initiatives between the Board of Directors and the business divisions. Additionally, it
monitors the Group’s sustainability performance to ensure the achievement of KPIs for the BSC, theManagement Sustainability Committee (MSC) and business divisions. The department also keeps the
BSC and the MSC informed about ESG developments while exploring opportunities to enable Sunway
to adopt relevant and current ESG practices.

Note:
1
The International Financial Reporting Standards (IFRS) Foundation, which oversees the ISSB, has taken over themonitoring of companies’ progress on climate-related disclosures from TCFD as of October 2023.

INTRODUCTIONLEADERSHIPGOAL 1STRATEGIC PRIORITIESGOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES43

CLIMATE REPORT: NET ZERO BY 2050
The Intergovernmental Panel on Climate Change Assessment Report 6 (IPCC AR6) Working Group I describes five
scenarios, of which the worst-case scenario, SSP5 - 8.5, was used in this climate VaR assessment.

RISK MANAGEMENT

Each scenario is labelled to identify both the emissions level and the so-called Shared Socio-economic Pathway (SSP). The SSPs are based on fivenarratives describing broad socioeconomic trends that could shape the future of society.

VALUE AT RISK (VAR)
In 2021, the JSC was appointed to conduct a climate
Value at Risk (VaR) assessment on the Group’s 74
properties to analyse Sunway’s risk exposure to climatechange. The assessment was reviewed the following
year to ensure its relevance. As part of the assessment,
the JSC categorised the VaR to low, medium and highlevel, as explained in the following infographic:

SSP1: Sustainability – Taking the Green Road (Low challenges to mitigation and adaptation)
SSP2: Middle of the Road (Medium challenges to mitigation and adaptation)
SSP3: Regional Rivalry – A Rocky Road (High challenges to mitigation and adaptation)
SSP4: Inequality – A Road Divided (Low challenges to mitigation, high challenges to adaptation)
SSP5: Fossil-fuelled Development – Taking the Highway (High challenges to mitigation, low challenges to adaptation)
Carbon dioxide GtCO2/yr

Scenario

140
VaR

High

Vulnerable to physical risks due to sea
level rise or higher rain intensity AND
Vulnerable to large potential damage
physical risks (i.e. max. historicalannual damages cost ratio ≥5% ormax. RM annual historical losses≥RM5 mil)

SSP5 - 8.5

120

60
40

Medium0Bestestimate(°C)

Very likely
range
(°C)

Best
estimate(°C)

Very likely
range
(°C)

SSP1 - 1.9

1.5

1.2 to 1.7

1.6

1.2 to 2.0

1.4

1.0 to 1.8

SSP1 - 2.6

1.5

1.2 to 1.8

1.7

1.3 to 2.2

1.8

1.3 to 2.4

SSP2 - 4.5

1.5

1.2 to 1.8

2.0

1.6 to 2.5

2.7

2.1 to 3.5

SSP3 - 7.0

1.5

1.2 to 1.8

2.1

1.7 to 2.6

3.6

2.8 to 4.6

-20

2015

2050

2100

SSP5 - 8.5

1.6

1.3 to 1.9

2.4

1.9 to 3.0

4.4

3.3 to 5.7

Source: IPCC AR6 Working Group I, Assessment Report 6 Interactive Index, 2021
In the worst-case scenario (SSP5 - 8.5), sea level rise in S.E. Asia to increase by 0.4 m to 1.1 m between 2081 and 21001
PeriodShort term (2021-2040)
Medium term (2041-2060)
Long term (2081-2100)

Low

Low vulnerability to physical risks
due to sea level rise or higher rain
intensity

SSP2 - 4.5
SSP1 - 2.6
SSP1 - 1.9

Long term,
2081-2100

Very likely
range
(°C)

SSP3 - 7.0

80

Mid-term,
2041-2060

Bestestimate
(°C)

100

20
Vulnerable to physical risks due
to sea level rise or higher rain
intensity AND NOT Vulnerable tolarge potential damage physicalrisks (i.e. max. historical annual
damages cost ratio <5% or max.
RM
annualhistoricallosses<RM5 mil)

Near term,
2021-2040

The VaR assessment was conducted based on the worstcase scenario as described by the IPCC Assessment
Report 6 published in August 2021, which estimatedthat the sea-level rise in Southeast Asia will increase
between 0.4 m and 1.1 m in the long term (2081-2100),and that maximum one-day precipitation will increase
between 6.7% and 46.6% within the same period.

Scenario
SSP5 - 8.5
SSP5 - 8.5
SSP5 - 8.5

Median (metres)
0.1
0.3
0.7

P25|P75
0.1|0.1
0.2|0.3
0.5|0.9

P10|P900.0|0.2
0.1|0.4
0.4|1.0

P5|P950.0|0.2
0.1|0.4
0.4|1.1

In the worst-case scenario (SSP5 - 8.5), maximum one-day precipitation in S.E. Asia to increase by 6.7% to 46.6% between 2081 and 21001
PeriodShort term (2021-2040)

Scenario
SSP5 - 8.5

Median (%)
4.2

P25|P75
2.1|7.1

P10|P90
1.2|8.0

P5|P95
0.1|8.9

Medium term (2041-2060)
Long term (2081-2100)

SSP5 - 8.5
SSP5 - 8.5

9.0
22.3

4.5|13.9
9.7|35.5

2.6|17.5
7.2|45.2

1.8|20.3
6.7|46.6

Source: IPCC AR6 Working Group I Interactive Index using Coupled Model Intercomparison Project Phase 6 (CMIP 6), 2021
Note:
¹ Forecasted maximum one-day precipitation between 2081 and 2100 is taken for discussion as properties are assumed to have a working lifespan of around 100 years.

44

CLIMATE REPORT: NET ZERO BY 2050

RISK MANAGEMENT (CONTINUED)
The IPCC has identified four
different
scenarios
withpotential
climatechangeoutcomes and the risks thatwould most affect businesscorporations, as shown in thefollowing infographic. Basedon the findings, transition risks
are most material in the 2°C
or less warming scenario due
to demands by stakeholders
to accelerate the transition toa low-carbon economy. As forphysical risks, the impacts onan organisation would be mostapparent in the Business-asusual (4°C warming) scenario
due to evolution in climates.

In the Business-as-usual (4°C) scenario, the firm is highly impacted by physical risks; in the Aggressive mitigation (2°C or less) scenario, the firm is highly impacted bytransition risks.
Worst-case scenario for physical risks

Worst-case scenario for transition risks

Business-as-usual
Emissions continue rising at current rates
RCP 8.5*

Some mitigation
Emissions rise to 2080 then fall
RCP 6.0*

Strong mitigation
Emissions stabilise at half of today’s levels by 2080
RCP 4.5*

Aggressive mitigation
Emissions halve by 2050
RCP 2.6*

As likely as not to exceed
4°C

Likely to exceed
2°C

More likely than not to exceed
2°C

Not likely to exceed
2°C

Business impacted by climate change

More heatwaves, changes in rainfall
patterns and monsoon systems

Ourpotential
world in2100

CO2 concentration three to four times
higher than pre-industrial levels

Business impacted by policy change
May require ‘negative emissions’ – removing
CO2 from the air – before 2100
CO2 concentration falling before
end of century
Climate impacts generally
constrained but not avoided

Arctic summer sea ice almost gone
Sea level rises by half to one metre
More acidic oceans

Source:
IPCC (2013) Climate Change Action, Trends and Implications for Business, IPCC 5th Assessment Report* The four RCP (Representative Concentration Pathway) scenarios each predict carbon emissions and resultant warming.

During the assessment, the JSC evaluated the potential financial implications ofclimate-related physical risks and transition risks for Sunway over the short, medium
and long term. This involved dividing nine of 13 Sunway business divisions into the‘Build’ and the ‘Own and Operate’ categories based on their climate risk characteristics
for a clearer comparison when discussing the transitional and physical risk.

Sunway Berhad’s ‘Build’ business divisions are exposed tosimilar risks in the property and construction production supply
chain1.
Sunway Berhad’s ‘Own and Operate’ business divisions are
exposed to similar risks in owning and operating property assets
to serve consumers.

Reduced risks of ‘tipping points’ and irreversible change

PHYSICAL RISKS

TRANSITION RISKS

Physical risks refer to risks of climate
events physically damaging the properties in
Sunway’s portfolio. The two types of material
physical risks in Malaysia are:Transition risks refer to changes that anorganisation is expected to face and navigate
as society transitions to a low-carbon
economy. Under the TCFD framework, theserisks comprise the following:• Sea level rise: Leads to more coastal
and riverine floods.

• Increased rainfall intensity: Leads

to more flash floods, water seepage into
buildings and landslides.

• Policy and Legal risk
• Technology risk
• Market risk
• Reputation risk

Note:
¹ Business divisions along the property and construction production supply chain are expected to be more sensitive to production and technology-related climate risks relative to operating-type business divisions.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

45

CLIMATE REPORT: NET ZERO BY 2050
Potential Financial Risks and Opportunities of Climate-related Physical Risks
Own and Operate

Build
Type of Physical Risk

Potential Financial
Opportunities

Potential Financial Risks

Potential Financial Risks

Potential Financial
Opportunities

Acute
Short term (1-5 years)
to long term (>11 years)1• Increasing frequency of extreme weather events(floods, heavy rain, landslides)• Disruption of the production schedule• Higher cost of repairs• Higher insurance premiums• Design and develop• Increasing frequency of extreme weather events
properties and materials that(floods, heavy rain, landslides)
are resistant to the expected• Disruption of the provision of services dependent on theincrease in frequency ofproperty asset, thus loss of revenue
acute extreme weather• Higher cost of repairs
events• Higher insurance premiums• Acquire or lease properties
that have low or adequately
mitigated risks of acute
extreme weather events

Chronic
Long term (>11 years)• Higher mean temperatures• No risk as existing chiller technology can operate even if Southeast Asiantemperature increases by 3.5°C in the worst-case scenario• Higher sea levels• Higher development cost of coastal properties (higher floor elevation,
seawater-resistant foundation)• Design and develop
properties and materials thatare resistantto the expected increase inchronic weather effects• Acquire or lease properties
that have low or adequately
mitigated risks of chronic
weather effects• Higher mean temperatures• Higher operating cost of running chillers for longer hours• Higher sea levels• Increasing frequency of flood damage if building is notdesigned to cope with sea level rise (buffer above king tide)

Potential Financial Risks and Opportunities of Climate-related Transition Risks
Own and Operate

Build
Type of Transition Risk

Potential Financial Risks

Potential Financial
Opportunities

Potential Financial Risks

Potential Financial
Opportunities

Policy and Legal
Medium term (6-10
years) to long term(>11 years)2• Regulations mandating green products and services (green buildings, green
construction products and services) will increase production costs• Carbon tax will increase operating costs of high-carbon emission assets• Exposure to litigation• Increased demand for green • Carbon tax will increase operating costs ofproducts and services due tohigh-carbon emission assets
government mandate• Exposure to litigation• Cost savings from operating
efficient green buildings(reduced electricity usage,
reduced water usage)

Technology
Short term (1-5 years)
to long term (>11 years)3• R&D costs to develop green products and services (green buildings, green
construction products and services)• Costs to adopt low-emission technologies (hydrogen-powered heavymachinery, carbon capture and storage)• Costs of holding impaired technology assets (fossil fuel-powered heavymachinery)• Build intellectual capital ingreen technology, which canbe a competitive advantage• Technology to retrofit more
efficient systems (reduced
electricity usage, reduced
water usage)• Recycling technologies(rainwater harvesting,recycling waste material)

MarketShort term (1-5 years)
to long term (>11 years)4• Increasing consumer preferences for green products and services (green
buildings, green construction products and services)• Increasing cost of raw materials to produce green products and services• More volatile fossil fuel prices as energy system transitions away from fossil
fuels• Be a market leader in• Increasing consumer preferences for green property assets
providing green products and • Increasing cost to own or lease green property assets
services

Reputation
Short term (1-5 years)
to long term (>11 years)4• Increasing consumer preferences for companies that have green reputations• Increasing stakeholder concerns about climate change (difficulty insecuring government approvals, difficulty in accessing financing, increasing
shareholder activism for climate action)• Be a brand leader in• Increasing consumer preferences for companies that have green • Be a brand leader in providing
providing green products andreputations
experiences in green property
services• Increasing stakeholder concerns about climate change (difficulty
assetsin securing government approvals, difficulty in accessing
financing, increasing shareholder activism for climate action)

Notes:
1
Severe floods and landslides have historically been observed to affect Sunway’s portfolio of property and production assets;
however, they are not frequent. Moving forward, climate change will cause the frequency of these acute extreme weather
events to increase.
2
In Malaysia, mandatory regulations on green buildings and green construction products are not likely in the short term.

34• Not material• Be a market leader inproviding experiences ingreen property assets (green
leases with tenants)

Climate transition technology applicable to the construction supply chain ranges from mature technology that is currently
commercially available (e.g. LED lights, solar panels) to commercial technologies in the medium term (e.g. hydrogen-powered
heavy machinery) to commercial technologies in the long term (e.g. carbon capture and storage).
We take the view that in Malaysia, consumers and stakeholders in society (e.g. the government, investors, NGOs) alreadyhave preferences for green products and services; however, this is still at a nascent stage and not yet comprehensively
embraced.

46

CLIMATE REPORT: NET ZERO BY 2050
CLIMATE CHANGE AND FLOOD RISK ASSESSMENTGUIDANCE FOR NEW LAND ACQUISITION SITES

Conclusion
JSC’s VaR has concluded that Sunway’s property portfolio generally does not have ahigh level of risk exposure in the context of worst-case climate change scenarios. The
VaR assessment found that as many as 60 of the 74 properties evaluated scored low VaR
while seven properties had a medium VaR score due to proximity to coasts or rivers. The
remaining seven properties scored a high VaR due to their previous exposure to material
climate-related damage.
Going forward, the Group is committed to monitoring its properties to better mitigate
material climate-related physical risks such as floods, increased rainfall intensity andlandslides. This will include assigning the JSC to reevaluate the property sites using newsatellite topography maps for better data collection to enhance risk mitigation.

74

properties assessed

7 High VaR
7 Medium VaR
60 Low VaR

Future VaR Assessment
Absolute physical climate change in Malaysia may be generally low but the nation may be indirectly affected by the severe
effects in other parts of the world. This includes disrupted supply chains for resources such as food and other intangible
areas. Sunway is highly aware of the physical risks its businesses may face in the future and has conducted a VaR assessment
on its properties since 2021. In 2023, the BSC appointed the JSC to enhance the VaR assessment through conducting a
refreshed flood risk modelling for the Group’s properties and quantify the financial impacts of climate change.

Projected Growth in Rainfall Damage between
2000 and 2100
115

Year

Lower

Median

Upper

2000

0%

0%

0%

2020

-1%

+1%

+4%

2040

-2%

+2%

+7%

2060

-3%

+3%

+9%

2080

-4%

+3%

+10%

85

2100

-6%

+3%

+11%

80

Median growth in projected rainfall damage is +3% in2100 compared to 2000.

110
105

High estimate range

100

Low estimate range

95
90

2000

2050

2100

In the upcoming assessment, the JSC will reevaluate the property sites and collect data on the development of the sites.
The JSC will also utilise new satellite topography maps to estimate future rainfall intensity and estimated damage.
The updated risk factors will be presented and the estimated costs required to mitigate the risks identified will be
determined in the assessment.

Other than conducting a VaR exercise, the Group has also taken otherappropriate measures to mitigate climate change risks such as floods
and landslides, which could increase the costs and reduce the long-termvalue creation of development projects. In Sunway Property, the businessdivision utilises a climate change and flood risk assessment guide to
mitigate climate-related risks for new land acquisition sites. It lays out
the necessary criteria that guide the business division to assess the risksof a site in relation to climate change impacts such as floods. The guide
clearly states that further studies and engagements should be carried out
to estimate the adaptation costs to mitigate the risks for any sites that failto meet the criteria and are deemed risky. These measures will boost thelong-term value creation of the sites and consequently bolster the expected
return on investment projection for new land acquisitions.
The list of criteria to be considered by the management team in assessing
climate change and flood risks for new land acquisition sites includes thefollowing:
Type of Potential
Acquisition

Criteria to Be Considered Risky

Sites close to thecoast(≤3 km from thecoast)

Lowest site level is ≤5 m from king tide observedin the past three years

Sites close to rivers
or lakes (≤1 km)

Historical flood events have been reported
OR location is in a topographic depression as
indicated by JSC topography map

Sites with slopes

Site has slopes with gradient degrees exceeding
25o or visible signs of slope modification

Sites with naturalforest or wetlands

High biodiversity value (confirmed habitat andpresence of protected or endangered species),
primary forests (no recorded prior history ofhuman clearing in past 100 years) or seawardfacing wetlands

We will continue deepening our knowledge in potential climate-related risks
and opportunities besides allocating resources to mitigate material risks.
We believe this will continue to drive our business growth in green andsustainable products, reinforcing our position as a leader in sustainable
solutions.

INTRODUCTIONLEADERSHIPGOAL 1STRATEGIC PRIORITIESGOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

47

CLIMATE REPORT: NET ZERO BY 2050

STRATEGYON TRACK TOWARDSACHIEVING 2030
TARGETS

SUNWAY’S NET ZERO CARBON EMISSIONS BY 2050 ROADMAPACCELERATING DECARBONISATIONGETTING TO NET ZERO

Implementation:• To achieve net zero carbon
emissions by 2050, we plan
to focus on carbon offset
technology and have invested
in a research centre forcarbon dioxide capture andutilisation.

We have set future value goals
and 2030 targets to transform
our portfolios to low-carbon
sustainable cities.

Internal Carbon Pricing• Emissions avoidance (Energy efficiency improvement, waste diversion)• Energy substitution (Renewable energy)

Strategic Framework:• Carbon offset is the last resort
after we have maximised ourresources.

Engaging with stakeholders to reduce Scope 3 emissions• Upstream - Suppliers (Sustainable procurement and supply chain practices)• Downstream - Tenants (Green leases)

Decarbonisation

Globaltemperature isestimated to rise
between 4.0°C
and 5.0°C above
pre-industrial
levels without
any mitigation
efforts.

Resource management
Pollution management

Supported therecommendations of
the Task Force on
Climate-related Financial
Disclosures (TCFD)

Introduced the Green Lease
Partnership ProgrammeCommitted to settingnear-term science-based
emissions reduction targets
in line with Science Based
Targets initiative (SBTi)

Submitted reports on
climate change andwater security to Climate
Disclosure Project (CDP)

Established an embodied
carbon emissions roadmap
for Building Materials andQuarry products

Introduced the nation's first
Internal Carbon Pricing
framework

Sustainability financing
to accelerate ESG
transformation

Installed more than 10 MWpof rooftop solar PV cells asof 2023

Implementation:
Carbon capture andstorage
Investment in large-scale
renewable energy

By 2030, we
will reduce
our residual
emissions by

Launched a black soldier fly
composting site to tackle
food waste

Net zero pathway
Business-as-usual
2010

Introduced incentives underthe Internal Carbon Pricing
framework for renewableenergy and waste diversion

2021

2022

2023

45%
2030

.

Globalwarming islimited to 1.5°C
with mitigation
efforts, in linewith the Paris
Agreement
goal.

2050

48

CLIMATE REPORT: NET ZERO BY 2050

METRICS AND TARGETS
In 2023, we continued to monitor our carbon emissions closely based on Scope 1, 2 and 3, using best emissions reporting
practices. We utilise the relevant emission factors from the Malaysian Green Technology and Climate Change Centre(MGTC) and the United Kingdom’s Department for Environment, Food and Rural Affairs (DEFRA).
Our carbon emissions were calculated in accordance with the GHG Protocol, a globally recognised corporate accounting
and reporting standard. The protocol is currently deemed best practice for corporate or organisational emissions reporting.
Furthermore, we adhere to the control approach for carbon accounting, as outlined by the GHG Protocol, ensuring that we
account for 100% of the GHG emissions from operations within our control.

While we currently focus on reducing Scope 1 and 2 emissions, which are within our directcontrol, we also strive to measure the Scope 3 emissions by tracking the embodied carbon of ourvalue chain. To this end, we recognise the pertinent role of our suppliers, tenants and customers
in reducing our carbon footprint and persist in educating and collaborating with them.
Prior to Bursa Malaysia’s enhanced sustainability reporting requirements, we have begun
developing an internal data collection platform to consolidate information from various businessdivisions to ensure data completeness and accuracy.

We have restated our Scope 1, 2 and 3 emissions data from 2019 onwards due to improved data collection and the recategorisation of our GHG inventory.
For more information on Restatements, please refer to page 162.

To this end, we have disclosed Scope 1 and 2 emissions, and five of the 15 categories of the Scope 3 GHG emissions which are relevant to our business. We will strive to progressively increase the Scope
3 emissions coverage, and subsequently set a science-based reduction target. In the upcoming years, we are looking into disclosing the emissions from upstream as well as downstream transportationand distribution of our products.

SCOPE 1SCOPE 3

Direct emissions that occur from sources owned
or controlled by Sunway Berhad

All other indirect emissions from upstream anddownstream activities by Sunway Berhad

DIRECT EMISSIONS

Company vehicles

Company facilities

SCOPE 2

INDIRECT EMISSIONS
Indirect emissions from purchased electricity(landlord’s portion) by Sunway Berhad
Purchased electricity

INDIRECT EMISSIONS

Category 1:
Purchased goods and services(toilet paper, photocopier paper
and plastic bottles)
Category 5:
Waste generated in operations
Category 6:
Business travel
Category 7:
Employee commuting
Category 13:
Downstream leased assets(tenants and subcontractors'
energy consumption)

Calculation methodology

Average data
Collecting data on the weight of purchased goods and multiplying by therelevant secondary emission factors
Collecting data on the weight of waste generated by type and multiplying by
the relevant secondary emission factors
Distance-based
Determining the transportation mode and distance travelled for businesstrips from company claims and petrol cards and multiplying by the relevant
secondary emission factors
Determining the transportation mode and distance from home to the workplacethrough an annual survey and multiplying by the relevant secondary emission
factors
Asset-specificCollecting energy data from individually leased tenant and subcontractor
spaces and multiplying by the relevant secondary emission factor

INTRODUCTIONLEADERSHIPGOAL 1STRATEGIC PRIORITIESGOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

49

CLIMATE REPORT: NET ZERO BY 2050
TOTAL CO2e EMISSIONS AND CO2e EMISSIONSAVOIDANCE
Scope 1

Scope 2TOTAL CO2e EMISSIONS AND CO2e EMISSIONS AVOIDANCE IN 2023 (SCOPE 1, 2 AND 3)

Scope 3SCOPE 1

2023

2022

2021

2020

2019

tonnes CO2e
Emissions

SCOPE 2

DIRECT EMISSIONS

49,101

48,770

INDIRECT EMISSIONS

50,427

Avoidance 705 1,557
Emissions45,53243,078 45,465

Avoidance

3,551

2,739

Emissions50,25553,570

Avoidance

6,890

944

25%

70,696

OF TOTAL CO2e
EMISSIONS

Emissions

56,596

Avoidance

7,397

Emissions

104,355

Avoidance

20,956Company vehicles

Company facility

Purchased electricity(national grid)

Renewable energy

tonnestonnestonnestonnes+2,79651,36775,376+101,559+188,898-20,95645%

OF TOTAL CO2e
EMISSIONS

985
188,898

125,940

2,604

Category 13:
Downstream leased
assets+102,510

Note:
1
One tree absorbs approximately 21 kg of CO2e.

Category 1:
Purchased goods
and services

tonnes1

Category 7:
Employee Commuting

Category 6:
Business travel

Category 5:
Waste diverted

Category 5:
Waste generated
in operations

tonnestonnestonnestonnes+10,843-5,719tonnes of CO2e emissions

INDIRECTEMISSIONSOF TOTAL CO2e
EMISSIONSNote:
The spike in Scope 1 emissions from 2022 to 2023 is dueto the expansion of liquefied petroleum gas data from the
Retail and Hospitality divisions. The spike in Scope 2 and 3
emissions from 2022 to 2023 can be attributed to the overall
increase in energy consumption. The boundaries for Scope
2 and 3 has also been redefined in a more accurate way in2023 so that landlord energy consumption falls under Scope
2 while tenant energy consumption falls under Scope 3.

Carbon sequestrated from 272,315 trees
planted in Sunway townships

SCOPE 330%+–

: CO2e emissions: CO2e emissions avoidance+2,883-1,147+9,704-1,457
tonnes50

CLIMATE REPORT: NET ZERO BY 2050
EMISSIONS REDUCTION TARGETS
Sunway is focused on intensifying efforts to reduce residual emissions up to 2030 and beyond by improving efficiency and switching to cleaner energy. Our managed assets and industrial sites should
continue to stay below the targets set, which will reduce by 3.5% to 4%, respectively, on an annual basis up to 2030 to align with the IPCC target of 45% reduction in carbon emissions by 2030. We pledged
to set Science-Based Targets initiative (SBTi) targets in 2022 and will progress to enhance completeness of data for target validation by SBTi.
We have set energy intensity targets for our managed assets, which includes the building's consumption from purchased electricity and renewable energy, to improve energy efficiency. Our energy intensity
targets baseline are benchmarked against industry guidelines such as the Green Building Index (GBI) and Singapore's Building and Construction Authority (BCA) Benchmarking Report. Meanwhile, we havealso set emissions intensity targets which includes Scope 1, 2 and 3* emissions. The emissions intensity performance has excluded the energy consumption from renewable energy as we progress towards
cleaner energy.
Upon further review and reference to updated benchmarking reports, we have revised the energy intensity targets for Education and Hospitality divisions beginning 2024 onwards. Their respective 2023
intensity performance is based on the updated benchmark methodology.
For more information on the revision of the intensity targets, please refer to page 162.

Energy Intensity Targets
Business Division
OfficeRetailHospitality
Healthcare
Education - Universities
Education - Private Colleges/Private Schools
Student Residence
Leisure

Unit

2024
138
323
231
315
180
94
96
6.54

2025
133
310
222
303
172
90
92
6.31

Target
2026
127
297
213
290
165
87
88
6.09

2027
122
285
205
279
159
83
85
5.88

2028
117
274
197
268
152
80
81
5.67

2029
113
263
189
257
146
77
78
5.47

2030
108
252
181
247
141
74
75
5.28

Performance
2023
130
269
211
310
159
77
85
7.22

0.125
0.0051

2024
0.135
0.274
0.233
0.235
0.131
0.068
0.120
0.0050

2025
0.130
0.263
0.223
0.226
0.125
0.066
0.115
0.0048Target
2026
0.124
0.253
0.214
0.217
0.120
0.063
0.111
0.0046

2027
0.119
0.243
0.206
0.208
0.116
0.061
0.106
0.0045

2028
0.115
0.233
0.198
0.200
0.111
0.058
0.102
0.0043

2029
0.110
0.224
0.190
0.192
0.107
0.056
0.098
0.0041

2030
0.106
0.215
0.182
0.184
0.102
0.054
0.094
0.0040

Performance
2023
0.106
0.207
0.163
0.234
0.117
0.052
0.064
0.0058

1.92

1.85

1.79

1.73

1.67

1.61

1.55

1.50

1.44

0.01600.80
0.049
0.001910.01540.77
0.047
0.001840.01490.74
0.044
0.001780.01430.72
0.043
0.00172

0.01380.69
0.041
0.00166

0.01340.67
0.040
0.00160

0.01290.64
0.038
0.001540.01240.62
0.037
0.00149

0.01200.60
0.036
0.00144

2022
150
350
290
342

2023
144
336
278
328

314

301

104
7.02

100
6.78

2022
0.146
0.297
0.254
0.255

2023
0.141
0.286
0.244
0.245

0.413

0.138

tonnes CO2e/person

0.130
0.0053tonnes CO2e/'000 m2
tonnes CO2e/tonnes

kWh/m2

kWh/person

Emissions Intensity Targets
Business Division
OfficeRetailHospitality
Healthcare
Education - Universities
Education - Private Colleges/Private Schools
Student Residence
LeisureSunway Paving
Solutions
Building
Sunway Spun Pile
Materials
Sunway VCP
Premix Products
QuarryQuarry Products

Unittonnes CO2e/m2

1.37
0.00990.57
0.027
0.00160

Note:* Scope 1 emissions only consist of emissions from company vehicles. Scope 3 emissions only consist of emissions from tenants' and subcontractors' energy consumption which are categorised under Category 13: Downstream Leased Assets.

INTRODUCTIONLEADERSHIPGOAL 1STRATEGIC PRIORITIESGOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

51

CLIMATE REPORT: NET ZERO BY 2050
EMISSIONS INTENSITY PERFORMANCE
In 2023, the emissions intensity for Healthcare, Hospitality, Education (Universities) and Sunway Quarry divisions showed an upward trend compared to 2019. The increase in the emissions intensity may be due to thegrowth and expansion of our businesses to meet customer demands. Overall, the majority of our business divisions were able to meet the emissions intensity targets set for 2023 except for the Leisure division. The
division had a sum of money deducted from its bonus pool based on its shortfall in meeting its emissions intensity target, as part of the Internal Carbon Pricing framework.
MANAGED ASSETS:SCOPE 1, 2 AND 3 EMISSIONS INTENSITY (tonnes CO2e/m2)
Healthcare – Emissions intensity
increased by 23% from 2019

0.190

0.205
0.180

0.155

0.156
0.137
0.111
0.109
0.068
0.061

0.116

0.234

0.224

0.207

0.197

0.163

0.107

0.078
0.075

0.100
0.084

0.045

0.049

0.044

2020

2021

Education (Universities) –Emissions intensity increased by
6% from 2019

0.117

Office – Emissions intensity
decreased by 3% from 2019

0.106

Student Residence – Emissions
intensity decreased by 6% from
2019

0.064
0.052

0.027
2019

Hospitality – Emissions intensity
increased by 13.4% from 2019

0.144

0.093
0.080
0.078

2023

2022

0.59

Retail – Emissions intensity
decreased by 18% from 2019

Year

0.57
Emissions Intensity(tonnes CO2e/tonne)

Emissions Intensity(tonnes CO2e/m2)

0.254
0.215

INDUSTRIAL SITES:SCOPE 1, 2 AND 3 EMISSIONS INTENSITY (tonnes CO2e/tonne)

Education (Private Colleges/
Private Schools) – Emissions
intensity decreased by 14% from
2019

0.62

0.58

Sunway VCP – Emissions
intensity decreased by 0.3%

0.57

Sunway Quarry (Premix
Products) – Emissions
intensity increased by 19%
from 2019
Sunway Spun Pile
– Emissions intensity
decreased by 42% from 2019

0.023
0.01730.025
0.01780.027
0.01890.028
0.00790.027
0.00990.001200.00198

0.002200.001230.00160

2019

2020

2021

2022

2023

Sunway Quarry (Quarry
Products) – Emissions
intensity increased by 33%
from 2019Year

Note: Scope 3 emissions only consist of emissions from tenants' and subcontractors' energy consumption which are categorised under Category 13: Downstream Leased Assets.

Emissions Intensity(tonnes CO2e/person)

0.01370.00740.0066

2019

1.84
1.67

1.37

1.24
1.04

Sunway Paving
Solutions – Emissions
intensity increased by
10% from 2019

0.0058
2020

2021

2022

2023

OVERALL GROUP:SCOPE 1, 2 AND 3 EMISSIONS INTENSITY(tonnes CO2e/RM million)

Emissions Intensity(tonnes CO2e/RM million)

Leisure – Emissions
intensity decreasedby 12% from 2019

0.0176

INDUSTRIAL SITES:SCOPE 1 AND 2 EMISSIONS INTENSITY (tonnes CO2e/'000 m2)

Emissions Intensity(tonnes CO2e/'000 m2)

MANAGED ASSETS:SCOPE 1 AND 2 EMISSIONS INTENSITY (tonnes CO2e/person)

95
82

60

2019
Year

2019

2020

2021

2022

2023

Year

67

2020

79
Overall Group– Emissions
intensity decreased
by 4% from 2022

2021

2022

2023

Year

Note: The Scope 1 emissions boundary for 2023 is maintained from2022. Scope 3 emissions only consist of emissions from tenants'
and subcontractors' energy consumption.

52

SUNWAY CITIES’ PORTFOLIOGRI 203-1, 203-2, 304-1, 304-2, 304-3

INDIRECT ECONOMIC EFFECTS
Attracting multinational corporations and various tenants to set up offices | Indirect benefits through job creation |Vibrant community

SUNWAY CITYKUALA LUMPUR
Inception date

LOW-CARBON TOWNSHIPPEDESTRIAN INFRASTRUCTURE• 100% walkable with elevated walkways and underground connectivity
LOW-CARBON EMISSIONS VEHICLE SUPPORT• Electric vehicle parking bays are provided at Sunway Pyramid Mall, Sunway
Pinnacle and Sunway Medical Centre at Sunway City Kuala Lumpur

1986

Inception size

800 acresClassification

Brownfield

SUNWAY CITY
IPOH

40%

Greenscapes &bluescapes

31,179Nativeplants22

Bird
species

142,291

AdaptiveplantsPEDESTRIAN INFRASTRUCTURE• 100% walkable

55%

Inception date

1995

Greenscapes & bluescapes

20 acres1

Sunway Organic Farm2

Inception size

1,346 acres
Classification

Greenfield

SUNWAY CITY
ISKANDAR PUTERI
Inception date2012

Inception size

1,800 acres
Classification

Greenfield

1

2

Preserved in the form of natural mountains, lakes, geothermal hot springs and landscaped
buffer zones next to hills
Types of fruits and vegetables: durian, rambutan, okra, water spinach, corn, choy sum,
cucumber, purple spinach

LOW-CARBON EMISSIONS VEHICLE SUPPORT• Electric vehicle parking bays are provided at Sunway Big Box Retail Park,
Sunway Citrine Hub, Sunway GRID Residence and X Park Sunway Iskandar.

40%
30>534,000

Green &
open spaces

Trees and shrubs planted

Species of birds
and mammals

11

Family species ofmangrove trees

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

53

SUNWAY CITIES’ PORTFOLIOTOWNSHIP AWARDS & RECOGNITIONS• FIABCI Malaysia Property Award 2023 - Residential High Rise
Category (Sunway GEOlake Residences)• Diamond recognition from the Subang Jaya City Council (MBSJ)
at the 2021 Low Carbon City Awards• Top 10 Green Buildings of the Decade Awards at the Malaysia
Green Building Council’s (MGBC) 10th Anniversary in 2019
• Malaysia Institute of Planners Low Carbon City Award in 2017
• Top Smart City Initiative (Asia Pacific) under the Smart Buildings
category at the IDC Smart City Asia Pacific Awards (SCAPA) in2017• Best township with ‘The Five Elements Development’ Award at
the StarProperty.my Awards in 2016
• Malaysia’s first Green Building Index (GBI)-certified township;achieved Silver rating in 2012
• World Gold Winner in the Resort Category at the FIABCI Prixd’Excellence Award 2015 (Lost World of Tambun)• The Edge-PAM Green Excellence Award 2014
• FIABCI Malaysia Property Award in 2014 (Lost World of Tambun)• Mayor’s Landscape Award by the Mayor of Ipoh in 2013
• FIABCI World Prix d’Excellence Award in 2012 under the Resort
Development Category (The Banjaran Hotsprings Retreat)• FIABCI Malaysia Property Award for the Best Master Plan
Township in 2010

• Best Recreational Park under Jom Hijau Landscape Competition
2023 by Majlis Bandaraya Iskandar Puteri• FIABCI Malaysia Property Award 2023 (Sunway City Iskandar
Puteri) – Masterplan Category• Sunway Emerald Residence won Gold for The Edge BestManaged & Sustainable Property Award 2023 under the Below
10 Years Multiple-Owned Strata Residential category• Green Accord Initiative Award (GAIA) 2021/2022 for green
townships (Sunway City Iskandar Puteri) and characterisingmodel green commercial & industrial buildings (Sunway GRID)• The Earth Conscious Award at the StarProperty Awards 2021
• Special Awards for Sustainable Development Goals and Best
Green Product & Technology at the Malaysia Green Building
Council’s Leadership in Sustainability Awards in 2020
• Green Building Index (GBI)-certified township; achieved Silver
rating in 2019

COMPACT & INTEGRATED DEVELOPMENT•••RESIDENTIALCOMMERCIALEDUCATIONHOSPITALITY

RETAILHEALTHCARELEISURE

TRANSIT-ORIENTED
DEVELOPMENT

Free WiFi throughout the townshipConvenient access (within 0.5 km) to public transportation,
including Sunway City Kuala Lumpur shuttle bus and Bus Rapid
Transit (BRT) - Sunway Line (RM123 million investment by
Sunway)MyRapid Park ‘N’ Ride parking facility (Kompleks BRT Sunway)

SAFE CITY CONCEPT

More than
10,000 CCTVs

14 patrol cars

4 tourist police officers

No-smoking zones

Integrated with Crime
Prevention ThroughEnvironmental Design(CPTED)

Close to 900 auxiliary
and plainclothes police
and security guards

New escalators were installed with additional brakes,
in accordance with British Standard EN 115. Regularinspections are conducted on all escalators andtravelators.

RESIDENTIALCOMMERCIAL

510 CCTVs

Patrol cars

EDUCATIONHOSPITALITY

Auxiliary police

No-smoking zones

RETAIL(Future Development)

HEALTHCARE(Future Development)

Integrated with Crime Prevention ThroughEnvironmental Design (CPTED)LEISURE

TRANSIT-ORIENTED
DEVELOPMENTRESIDENTIALCOMMERCIAL

More than 1,000
CCTVs

EDUCATIONHOSPITALITY

27 auxiliary police
personnel

RETAILHEALTHCARE(Future Development)

Integrated with Crime Prevention ThroughEnvironmental Design (CPTED)LEISURE

TRANSIT-ORIENTED
DEVELOPMENT

New escalators were installed with additional brakes,
in accordance with British Standard EN 115. Regularinspections are conducted on all escalators andtravelators.

FREE COMMERCIAL
ZONE

2 patrol cars 2 bicycles
2 patrol bikes 3 NineBots
No-smoking zones

IMPACT STORY

54

SUNWAY CITY
ISKANDAR PUTERINATURE’S
CAPITAL CITY
Written by:
Kojii Chuah
Sunway Group
Brand Marketing &Communications

Please scan the QR
code to read more
about Sunway City
Iskandar Puteri:Nature's Capital
City.

Contributed by:Zarith Fahteha
Sunway City Iskandar Puteri

Nestled within nature’s tranquil embrace across a 1,800-acre site at thesouthern tip of Peninsular Malaysia, Sunway City Iskandar Puteri is one of
the largest developments in Southeast Asia, and Sunway's largest integrated
township to date.
With the construction of a Rapid Transit System link across the Straits of Johor well underway,
and the proposed establishment of a Johor-Singapore Special Economic Zone being fast-tracked,
Sunway City Iskandar Puteri – just a five-minute drive away from the Second Link to Singapore –is poised to be the centrepiece of Malaysia’s southern development corridor.
The city comprises a full range of services across education, hospitality, entertainment, retail,commercial and residential components, among others, and will be home to a community of morethan 125,000 residents when fully completed.
A TOWNSHIP MASTER-PLANNED IN HARMONY WITH NATURE
Envisioned as Nature’s Capital City, Sunway City Iskandar Puteri is the only green-certified townshipin Johor, attaining a Green Building Index Silver certification.

Sunway City Iskandar Puteri is poised to be the centrepiece of Malaysia’s southern development
corridor.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

55

SUNWAY CITY ISKANDAR PUTERI: NATURE’S CAPITAL CITYOver 40% of the township comprises green andopen spaces, and more than 255,000

trees have been registered under the
100 Million Trees Planting 2021–
2025 Campaign since it was launched by the
Ministry of Natural Resources and Environmental
Sustainability of Malaysia.

Trees registered under this campaign are among the over half a million trees andshrubs which have been planted across the township.
In addition, mangroves spanning a 50-metre buffer on all sides of the sevenkilometre Pendas River help slow down tidal waters, stabilise the coastline andminimise soil erosion from storms and rising waves.
Another sustainability initiative at Sunway is the preservation of a 10-storey tallcotton tree dubbed “The Tree of Life” that stands in the centre of Sunway Lenang
Heights at Taman Molek.
With ties to the surrounding communities that stretch back 100 years, the 55-tonne
tree was preserved while clearing the land and transplanted to its current location.
At Sunway Emerald Lake, residents and tourists alike can also enjoy rounds ofthrowing effective microorganism-mudballs comprising lactic acid bacteria, yeast
ferment organic matter and photosynthetic bacteria into the lake. These organic
components accelerate sludge decomposition, help prevent bad odour and increase
the quality of the lake’s water.

Sunway City Iskandar Puteri in Johor – a 1,800-acre integrated
township designed with nature in mind and centred aroundconservation of a mangrove ecosystem

STRATEGIC RESOURCE AND WASTE MANAGEMENT
Besides solar panels atop Sunway Big Box Retail Park and Sunway International
School Iskandar Puteri, the electric vehicle charging stations at Sunway Big Box
Retail Park, Sunway Citrine Hub, Sunway GRID Residence and X Park Sunway
Iskandar provide a convenient charging infrastructure for electric vehicle owners.

Effective waste management is another way responsible consumption andproduction is promoted within the township, with food waste being composted
using black soldier fly larvae and through landscape composting.
The township allocates waste recycling stations at its development and also
houses a recyclable waste drop-off station endorsed by the Iskandar Puteri City
Council, which has accumulated over 155,000 kg of recyclables.
WHAT’S NEXT FOR SUNWAY CITY ISKANDAR PUTERI?
Several new developments in the pipeline will further elevate the city’s appeal
as a world-class township with a wide range of exciting features and amenities.
These include plans to establish a state-of-the-art medical centre to meet the
rapidly growing healthcare needs of the community and neighbouring areas, afive-star Banjaran resort and a 4.5-kilometre multi-purpose circuit spanning 100
acres that will establish Sunway City Iskandar Puteri as the hub of motoring
tourism in the region.
The township will also be welcoming a carbon-neutral Free Commercial Zone
development named EqualBase Sunway 103°, comprising warehouse and logistic
facilities catering to myriad industries.
Equalbase Sunway 103° will equip this integrated warehouse complex withrooftop solar panels and strive to attain the highest green certifications, such asGreenRE and Malaysia’s Green Building Index rating, as part of its sustainability
commitment.
With a gross development value (GDV) amounting to more than RM8 billion, thisdevelopment is set to create at least 13,000 job opportunities for the people ofJohor and serve as a leading distribution hub for the ASEAN region.

The 10-storey tall and100-year-old “Tree of Life” at Sunway
Lenang Heights marks Sunway's
commitment to preserving life
throughout its development projects.

56

ADAPTING TO CLIMATE CHANGE
GRI 3-3, 203-1, 203-2, 304-1, 304-2, 304-3

Urban living is poised to become
inevitable in the future, with thepercentage of the urban population
projected to increase from 56% in2022 to 66% by 2050, according to the
UN. While a higher urban population
may signify robust economic growthand prosperity, this megatrend is also
anticipated to bring challenges such as
overcrowding, pollution and a higher
cost of living.
At Sunway, we acknowledge the megatrendof urban population and its challenges, as we
strive to create a harmonised future for all.
We recognise the need to mitigate social andeconomic challenges such as the effects ofclimate change and brain drain. As such, we arecommitted to building sustainable townships andadapting to climate change to contribute to a
resilient and thriving community.

GREENING OUR CITIES AND TOWNSHIPS
Sunway Berhad is committed to ensuring all new buildings and townships that are developed from 2025 onwards to be green-certified, reducing the overall
negative impact of the built environment on their surroundings. The Group also monitors and reviews the green certification of existing buildings andtownships where an opportunity arises. Where biodiversity is concerned, The Group aims to be a catalyst for other developments in the region to reduce
the overall impact of the built environment on their surroundings, by focusing on preservation, conservation, restoration and rehabilitation.
We have established policies to ensure that the diverse needs of the community are met, while minimising the developments’ impacts on the environmentand society by regenerating the areas surrounding the built environment.

Principles of Conduct
GREEN TOWNSHIP POLICY
Integration of sustainable practices in development, operations andmanagement, which begins during the conceptualisation process andextends to the design, construction, operation and maintenance ofbuildings and infrastructure
Design and produce built environment that facilitates healthy lifestyles
and emphasises on the well-being of the community

Sunway Berhad Green Township Policy:
https://www.sunway.com.my/wp-content/uploads/2023/04/Sunway-BerhadGreen-Township-Policy.pdf

GREEN BUILDING POLICY
Integration of sustainable practices in development, operations andmanagement, which begins during the conceptualisation process andextends to the design, construction, operation and maintenance ofbuildings
Design and produce built environment that facilitates healthy lifestyles
and emphasises on the well-being of the stakeholders

Sunway Berhad Green Building Policy:
https://www.sunway.com.my/wp-content/uploads/2022/04/Sunway-BerhadGreen-Building-Policy-4Apr2022.pdf

BIODIVERSITY POLICY
Comply with all relevant environmental legislationand obligations imposed by governments or
regulators
Integrate biodiversity considerations in internal
strategic and decision-making processes of theGroup, as well as in the analysis, management andreporting of long-term risks
Apply the principle of mitigation hierarchy (avoid,
minimise, restore and compensate as a last resort)in negative impacts, for all phases of our businesses/
projects
Avoid or reduce deforestation associated with ouractivities and supply chain
Maintain natural water bodies to serve as retention
ponds to mitigate flooding and enable aquatic
creatures to thrive

Sunway Berhad Biodiversity Policy:
www.sunway.com.my/wp-content/uploads/2023/01/
Sunway-Berhad-Biodiversity-Policy-4Jan2023.pdf

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

57

ADAPTING TO CLIMATE CHANGE
BUILDING RESILIENT CITIESOur key strides towards green buildings and townships, and reducing negative impacts to the ecology and biodiversity in areas we operate include, but are not limited to, establishing standard operatingprocedures for:
BIODIVERSITY CONSERVATION
Optimising land use, conserving green
areas, reducing impact on the environment,
protecting natural hydrological systems andwater bodies, and reducing water pollutants

SOCIAL COHESION AND
COMMUNITY PLANNING

ENERGY EFFICIENCY
Utilisation of renewableenergy, energy-efficienttechnologies and efficientmanagement of energy
usage in buildings andfacilities

Provision of inclusive facilities withinwalking distance, robust security system,
facilities for the disabled and an extensive
range of facilities to support the communities’
educational, social and economic needs

WATER MANAGEMENT
Utilisation of water-efficient fixturesand efficient management of water
usage in buildings and facilities
ENVIRONMENTAL PROTECTION
Encourage and promote the use ofsustainable building materials to
reduce demand for virgin materials
and reduce waste
BUILDINGS ANDRESOURCESOTHER GREEN FEATURES
Incorporate any other green
features that will enable particularly
environmental data in the building to
be recorded, tracked and monitored
for performance improvement

INDOOR ENVIRONMENTALQUALITY

TRANSPORTATION AND
CONNECTIVITY
Providing pedestrian walkways to reduce the use of vehicles
and promoting well-connected internal and external roads
and linkages, as well as sustainable public transportation
facilities

BUSINESS AND INNOVATION
Generating opportunities and collaborations for businesses in
the public-private sector and promoting the use of innovativeand sustainable solutions to reduce carbon emissions

Design for minimum
Indoor Air Quality (IAQ)
performance in buildings
to ensure comfort and wellbeing of building occupants

Practising waste
separation at source,
minimising constructionwaste, reducing material
usage by recycling andrefurbishing materials
for infrastructure works,
conserving resources inconstruction and reducing
site sedimentation andpollution

58

ADAPTING TO CLIMATE CHANGE
Certified Green Townships and Buildings
We continue to enhance and upgrade our townships and buildings by incorporating sustainability practices and elements into our development to build more sustainable cities. We are pleased to report that as of2023, two of our townships and 41 buildings attained green certifications.
SOUTHERNCENTRALType

Property

Township

Sunway City Kuala Lumpur
GBI - Silver (Provisional Cert)
Sunway Nexis - SOHOGreenMark - Gold (Provisional Cert)
Sunway Rymba Hills
GreenMark - Gold (Provisional Cert)
Sunway SPK 3 Harmoni
GreenMark - Gold (Provisional Cert)
Sunway Palazzio
GreenMark - Gold
Sunway GEOlake Residence
GreenRE - Gold
Sunway Velocity Two - Plot A (Tower A & B) GreenRE - Gold (Provisional Cert)
Sunway Serene
GreenRE - Gold (Provisional Cert)
Sunway Flora, Bukit Jalil
GreenRE - Platinum (Provisional Cert)
Sunway Velocity Two - Plot B (Tower C & D) GreenRE - Gold (Provisional Cert)
Sunway Avila
GreenRE - Gold (Provisional Cert)
Sunway Belfield
GreenRE - Platinum (Provisional Cert)

Residential(Built)Residential(New orUpcoming)Green Certification

Sunway D’Hill

GreenRE - Gold (Provisional Cert)

Sunway Alishan
Sunway Artessa
Sunway Jernih Residence
Sunway Geo Tower
Sunway Vivaldi - Clubhouse

GreenRE - Gold (Provisional Cert)
GreenRE - Gold (Provisional Cert)
GreenRE - Bronze (Provisional Cert)
GreenRE - Bronze
GreenMark - Certified (Provisional Cert)
GreenMark - Gold (Provisional Cert)
GBI - Certified (Design Assessment)
GBI - Certified (CVA Cert)
GreenMark - Gold
GreenRE - Silver
GreenRE - Platinum
GreenRE - Platinum (Provisional Cert)
GreenRE - Platinum (Provisional Cert)
GreenRE - Platinum (Provisional Cert)

Sunway Lagoon Hotel
Non-Residential(Existing)
Sunway Pinnacle
Sunway Visio Tower
Sunway Resort Hotel (Renovation)
Sunway International School SCKL
Sunway Velocity TWO - Corporate Office
Sunway Square - Office Tower 1
Non-Residential Sunway Square - Office Tower 2(New orSunway Square - Retail and Cinema
Upcoming)
Sunway Medical Centre Velocity (Phase 2)
Sunway Square - Sunway University and
Performing Arts Centre
Sunway Enterprise Park (Phase 2)

LEED - Gold
GreenRE - Platinum (Provisional Cert)

LEED - Gold
GreenRE - Platinum (Provisional Cert)
GreenRE - Silver (Provisional Cert)
GreenRE - Gold (Provisional Cert)
GreenRE - Silver (Provisional Cert)

Type

Property

Green Certification

Township

Sunway City Iskandar Puteri

GBI - Silver (Provisional Cert)

Residential(New orUpcoming)

Sunway GRID Residence

GreenRE - Gold

Sunway Lenang Heights

GreenRE - Silver (Provisional Cert)

Sunway Citrine Hub
Non-Residential
Sunway Southern Region Office(Existing)
Sunway Big Box Retail Park

GreenRE - Bronze (Provisional Cert)

Non-Residential Sunway Grid Hub(New or
SJK (C) Cheah Fah
Upcoming)GreenRE - Silver (Provisional Cert)

GBI - Certified (CVA Cert)
GreenRE - Bronze (Provisional Cert)

GreenRE - Platinum (Provisional Cert)

NORTHERN
Type

Property

Green Certification

Residential(Built)Sunway MontBleu (Ipoh)

GreenMark - Gold
(Provisional Cert)

Sunway Onsen Suites

GreenRE - Gold (Provisional Cert)

Sunway Dora

GreenRE - Bronze (Provisional Cert)

Sunway Property @ Anson Road

GBI - Gold (Provisional Cert)

Residential(New orUpcoming)

Non-Residential(Existing)
Sunway Carnival Mall (Expansion)

GreenMark - Gold Plus
(Provisional Cert)
GreenRE - Gold (Provisional Cert)

Note:
CVA refers to Completion and Verification Assessment.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

59

ADAPTING TO CLIMATE CHANGEINTEGRATED URBAN REGENERATION
To deliver on our commitment to building sustainable cities, we adopt urban regeneration by developing integrated townships and upgrading existing developments with integrated public transportation systems toenhance accessibility. This approach enables us to revitalise underused assets and redistribute economic opportunities, improving urban prosperity and quality of life via urban regeneration. Our initiatives make itpossible for communities to adapt to urban living, as we strive to contribute to a thriving, sustainable society. Among our most notable urban regeneration projects are Sunway Velocity and Sunway Putra.
Advancing an Integrated Development
Located along Jalan Peel in Cheras, Kuala Lumpur,
Sunway Velocity is a prime example of urban
regeneration. The vibrant retail centre breathed
new life into the township after transforming theformer squatter area with car workshops andsmall businesses. Consisting of a shopping mall,the four-star Sunway Velocity Hotel and Sunway
Medical Centre Velocity, Sunway Velocity also
houses retail shops, offices and residences.
Sunway Velocity is developed by Sunway Groupand managed by Sunway Velocity Mall Sdn Bhd.
The management is assisted by capable teams
led by Sunway Malls’ Centre of Excellence andSunway Property and Facility Management.
Spanning across one million sq. ft. of net rental
area with seven levels inside the mall, five
precincts and 4,800 parking bays, the mall,officially opened in 2016, attracts over 1.3 million
visitors every month.
As part of the expansion, we have begun
constructing Sunway Velocity Two on an 8.4-acreplot of land across the mall and the development
is projected to be completed over the next 10
years. With an estimated gross development
value of RM2 billion, the new development will
include four residential towers, office blocks andretail units.

Reviving Legacy with a Modern Resurgence
Accessibility:• Connected to public
transportation through three
MRT and two LRT stations• Accessible via major highways
Malaysia Digital Status:
Sunway Velocity and Sunway
Velocity TWO have obtained
Malaysia Digital Status (formerly
known as MSC status), securing
their positioning as the first cybercity in Cheras, Kuala Lumpur
Award-Winning Recognition:• The EdgeProp Malaysia’s BestManaged & Sustainable Property
Award 2021
- Below 10 Years, Retail
CategoryGold• The EdgeProp Malaysia’s BestManaged & Sustainable Property
Award 2023
- Below 10 Years, Mixed
Development
BronzeNestled in the Diamond Triangle of Kuala Lumpur, just opposite the Putra World Trade Centre, Sunway’s
development - Sunway Putra Tower, Sunway Putra Mall and Sunway Putra Hotel – is a true example ofan integrated urban regeneration.
Having spanned over three decades, the three structures have undergone extensive renovations, marking
a significant chapter in their history. In the 2010s, they were reintroduced as part of Sunway’s integrated
development in the heart of Kuala Lumpur, aimed at revitalising the local community in the iconic part ofthe city. The interconnected buildings are strategically positioned side by side, complementing each other,as the office population contribute to footfall in the shopping mall.
Both the mall and the hotel have undergone extensive refurbishments to better serve the evolving needsof the current urban community. For instance, Sunway Putra Mall is fitted with interiors designed topromote awareness on Autism Spectrum Disorder and cater to children within the spectrum. Meanwhile,
Sunway Putra Hotel was renovated to keep up with modern times. Old facilities such as elevators were
replaced with new ones and recreational facilities like tennis courts were converted into meeting rooms.
The hotel also embraces sustainability to conserve energy and water consumption through initiatives
such as ensuring a minimal amount of water is used for flushing toilets. Sunway Putra Hotel aims tocontinue evolving to keep up with current demand. In the next three years, the hotel is looking to refurbish
its guest rooms, upgrade the convention facilities and renovate the guest toilets.

Accessibility:• Accessible via major highways• Connected to public transportation such as the LRT,
KTM and RapidKLAward-Winning Recognition:• Sunway Putra Hotel won The EdgeProp
Malaysia’s Best Managed & Sustainable
Property Award 2023 (Bronze, 10 Years &Above Specialised Category)• Recognised by Tripadvisor as one of the top
10% of hotels globally for customer service
in 2023

60

ACCELERATING TOWARDS A SUSTAINABLE FUTURE
We are ramping up our transition towards renewable energy in a bid to meet our vision of achieving Net Zero Carbon Emissions by 2050, a critical step
towards a more sustainable future.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

61

MANAGING OUR ENVIRONMENTAL IMPACTGRI 3-3, 302-1, 302-2, 302-3, 302-4, 302-5, 303-1, 303-2, 303-3, 303-4, 303-5, 305-4, 305-5, 305-6, 305-7, 306-1, 306-2, 306-3, 306-4, 306-5

We remain committed to effectively managing the environmental impacts of ouroperations and activities. This can be achieved by mitigating and minimising
harmful environmental impacts through investing in clean technology to pivot
towards renewable energy, and efficient energy, water and waste management.
This includes adopting best practices in pollution management and advocating fora circular economy.

IMPROVING ENERGY EFFICIENCY
Improving energy efficiency is one of the most crucial efforts in decarbonisation, as
some of our business divisions may have higher energy consumption than the others
due to the nature of their operations. As such, these business divisions are required to
strive harder in their effort to increase their energy efficiency. This is to ensure that
our operations are well managed with efficient energy consumption to achieve a lower
carbon footprint. Our business divisions are committed to staying below the energy
intensity targets to achieve the IPCC target of 45% reduction of emissions by 2030. To
this end, Sunway’s engineers are tasked to closely monitor our energy consumption toensure that we consume electricity efficiently. Additionally, we actively engage with
our stakeholders to increase awareness on improving energy efficiency.

ENERGY EFFICIENCY
We continue implementing energy efficiency measures across our operations, and theseinclude:• Replacing conventional lights with LED lights• Changing old electrical appliances and parts with newer, efficient ones
• Installing or replacing large appliance such as chillers• Fixing motion sensors to detect movement and adjust lighting accordingly• Turning off lights and reducing lighting at set hours every day• Conducting maintenance on amenities like elevators• Applying Building Energy Management System (BEMS)• Utilising smart meter systems.
RENEWABLE ENERGY
Since 2018, we have been installing solar panels in our buildings to generate clean energy.
In 2023, we installed solar panels in two more buildings, namely Sunway Putra Mall and
Sunway International School SCKL. We have generated a total of 12,002 MWh of renewableenergy in 2023.
Year

ENERGY CONSERVATION
Awareness Programmes
We take part in Earth Hour annually to mark Sunway’s commitment to combat climate change.
Across our businesses, lights are switched off for one hour to spread awareness about energy saving
measures. In 2023, our Hospitality division took a step further by encouraging guests to turn theirroom lights off, while our Office division organised Earth Hour fun quizzes for their tenants.
The Office division also conducted Green Lease Forums at their office buildings to educate tenants
on managing and making buildings greener. In addition, energy saving guidelines were included in
students’ pre-arrival awareness sessions at our Student Residences.
Adjusting Daily Operational Needs
To conserve energy, Sunway’s hotels turn off the air conditioning during low occupancy. The Lost
World of Tambun also replaced its analog control system with a digital control system to better regulate
the temperature. Our theme parks utilise one motor pump instead of two at some attractions’ operation
control, and revised operating hours for them. On the retail front, our malls’ chillers’ operationaltime is manually adjusted based on tenants’ needs. Sunway University and College enhanced its
Environmental Sustainability Policy to enable its buildings to maximise natural lighting and ventilation.
The Quarry division also enhanced its operational efficiency by replacing the thermal fluid heater withan insulated unit.

2019
2020
2021
2022

2023

Installed Capacity
kWp
5,536
7,092
7,897
9,384

10,642

Solar PV Energy Generation
MWh
%
2,513
1%
7,408
3%
8,940
3%
9,743
3%

12,002

3%

9,098 tonnes of CO2e emissions by using renewable

In 2023, we avoided
energy generated by rooftop solar panels.

Note:
Sunway Berhad's scope of properties with solar generation is contingent on its ownership or influence
over the assets, with “influence” defined as having a minimum of 33% shares of the asset, as definedby Bursa Malaysia for a controlling shareholder.

LOW-CARBON ENERGY ALTERNATIVES
Some of our energy intensive operations have been proactive in using fuel that produces
lower carbon emissions. For example, the Building Materials division uses Natural Gas (NG)at its sites for kiln burning purposes, while the Quarry division switched from using Light
Fuel Oil (LFO) to Natural Gas (NG) to heat aggregates.

62

MANAGING OUR ENVIRONMENTAL IMPACT
ENERGY CONSUMPTION
In 2023, our energy consumption increased by 41% from 2022 particularly due to an
expansion in data collection of new properties and sites. We also initiated the data collectionof liquefied petroleum gas at our managed assets. Going forward, we will continue to
implement energy efficiency measures across all our properties and sites.

TOTAL ENERGY CONSUMPTION (%) BY BUSINESS DIVISION
RetailStudent Residence

TOTAL ENERGY CONSUMPTION (MWh) BY BUSINESS DIVISION IN 2023

Renewable Energy

27,647 MWh

Liquefied Petroleum Gas(LPG)

212,684 MWh

Diesel

24,167 MWh
Light Fuel Oil (LFO)

103,140 MWh
Natural Gas (NG)123,538 MWh

Retail

48,882 MWh
320 MWh
8,599 MWh
21 MWhHospitality

35,389 MWh
465 MWh

Healthcare

30,289 MWh
721 MWh
34 MWhOffice28,330 MWh
1,695 MWh

Education

15,075 MWh
14,261 MWh
19,779 MWh
103,140 MWh
20,745 MWh
11,238 MWh
1,137 MWh

Building Materials

31%

20%

20201 31%

26%

2019

Healthcare

LeisureTrading and Manufacturing

Quarry

21%

9%
18%

5% 5% 4%

6%

6%

4% 5%
4% 4%

20212 27%

29%

20%

5% 7%

20223 29%

25%

21%

7%

20234 47%

18%

14%

7%

6% 4% 4%4% 3% 4%

3%
1%
2%
1%
0.20%
2%
1%
0.22%
2%
2%
0.18%
2%
1%
0.19%

New properties added: Sunway Big Box Retail Park, Sunway University Residence
New business division added: Trading and Manufacturing
New properties added: V Office (V01), Sunway Visio (V04)
New properties added: Sunway Big Box Hotel
New properties added: Wisma Sunway Big Box and Sunway Resort Hotel Corporate Suites

1
2
2
3
4

Note: Energy consumption includes electricity and fuel consumption (excluding company vehicles). Figures stated may not add up due
to rounding of decimals.

LeisureQuarryStudent Residence

10,073 MWh
2,171 MWh
4,309 MWh
102,793 MWh

Building
Materials

1,670 MWh

Trading andManufacturing

724 MWh

OthersTOTAL: 875,618 MWh

Education

MANAGED ASSETS*:TOTAL ENERGY CONSUMPTION (MWh) VS TOTAL GROSS FLOOR AREA (‘000 m2)

1,505

1,724

1,724

1,842
580,880

321,884

312,466
266,226

2019

1,770

2020

240,533

2021

2022

2023

Gross Floor Area (‘000 m2)

384,444
MWh

OfficeYear

189,236 MWh
20,415 MWh
204,084 MWh
24 MWhEnergy Consumption (MWh)Purchased Electricity

Hospitality

Total energy consumption increased by
86% from 2019
Total GFA increased by 22% from 2019Year

Notes:
1. Energy consumption includes electricity and fuel consumption (excluding company vehicles)* Managed assets comprise assets from the Office, Retail, Hospitality, Education, Healthcare and Student Residence divisions.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

63

MANAGING OUR ENVIRONMENTAL IMPACT
ENERGY INTENSITY PERFORMANCE
In 2023, the energy intensity for Healthcare, Hospitality, Education and Sunway Quarry (Quarry Products) divisions showed an upward trend compared to 2019. Similar to the emissions intensity trend, theincrease in the energy intensity trend may be due to the growth and expansion of our businesses.
MANAGED ASSETS:
BUILDING ENERGY INTENSITY (kWh/m2)

MANAGED ASSETS:
ENERGY USE INTENSITY (kWh/person)

243
198
153
139

87
76
2019

264

280

206
117

109
104

147
108
99
68

57
2020

Retail – BEI decreased
by 15% from 2019

269

Hospitality – BEI increased
by 6% from 2019211

Education (Universities)– BEI increased by 4%
from 2019

262

239
170

293

310

46
2021

185
148
126
113
72
2022

159

Office – BEI decreased
by 6% from 2019130

Student Residence– BEI decreased by 2%
from 2019

85
77
2023

Year

Education (Private Colleges/
Private Schools) – BEI
increased by 1% from 2019

Energy Use Intensity (kWh/'000 tonne)

INDUSTRIAL SITES:ENERGY USE INTENSITY (kWh/'000 tonne)
2.87

21.07
Leisure –EUI decreased by
10% from 2019

16.30
8.95

8.07

2019

2020

2021

2022

7.22

2023

Year

INDUSTRIAL SITES:ENERGY USE INTENSITY (kWh/m2)

2.87

Sunway VCP– EUI decreased by
6% from 2019

2.83
2.68

Energy Use Intensity (kWh/person)

316

2.66

Sunway Quarry(Premix Products)– EUI decreased by 67%
from 2019
Sunway Spun Pile
– EUI decreased by 51%
from 2019

0.082
0.043

0.090
0.045

0.101
0.034

0.103
0.031

0.027
0.021

0.00210.00490.00440.00270.0031

2019

2020

2021

2022

2023

Sunway Quarry(Quarry Products)– EUI increased by 51%
from 2019

Year

Energy Use Intensity (kWh/m2)

Building Energy Intensity (kWh/m2)

Healthcare – BEI increasedby 28% from 2019

2.63
2.50

2.32
Sunway Paving Solutions– EUI decreased by 13% from
2019

2.29

1.93

2019

2020

2021

2022

2023

Year

64

MANAGING OUR ENVIRONMENTAL IMPACT

MAINTAINING WATER SECURITY

Water is a crucial natural resource for our business operations. Thus, we remain guided by the Group’s Water Management Policy to enhance water security and manage water
consumption and disruptions efficiently, such as using alternative water resources. This is so that our businesses remain unaffected during water shortages. For instance,
our properties in Sunway City Kuala Lumpur withdraw water from nearby lake, which is treated at our water treatment plant to produce potable drinking water. Furthermore,
Sunway’s properties are situated in regions and areas that are not water-stressed.
Sunway Berhad Water Management Policy:
https://www.sunway.com.my/wp-content/uploads/2021/12/Sunway-Berhad-Water-Management-Policy-211015.pdf

MUNICIPAL POTABLE WATER

LAKE WATER

Water withdrawn from municipal sources are assured of their quality and is compliant
with the Drinking Water Quality Standards, published by the Ministry of Health (MOH). Air
Selangor, one of our municipal water source, regularly monitors the quality of raw andtreated water at various sampling points through in-house laboratories which have been
accredited with ISO 17025 (Laboratory Accreditation) Certification.

WATER TREATMENT PLANT

We ensure that we consume water efficiently through:The water treatment plant in Sunway City Kuala Lumpur
supplies water to various commercial and residentialbuildings within the township. The Sunway South Quaylake has been used as a water catchment area since2019. Our RM18 million water treatment plant converts
excess water into potable water and directs it to ourbuildings as an alternative water source. This has helped
us to rely less on municipal water supply and serves as
backup water supply during water shortages.

Water-saving Initiatives
All business operations within the Group must actively participate in reducing water
consumption to conserve water. Among the water saving initiatives implemented are
installing motion sensor taps and waterless urinals, conducting regular checking of
tap and pipe leakages and increasing public awareness about water conservation.

Water from our treatment plant is treated using a hybridof ultrafiltration and reverse osmosis processes to meetthe quality standards of potable drinking water.

LANDSCAPING
Water Crisis SOP
Every Sunway-managed property has a water crisis SOP in place to address water
disruptions effectively. It covers emergency planning to mitigate water disruptions
should they occur during business operating hours.

We also extract water from the Sunway South Quay lake
for the purpose of township landscape watering.

In 2023,

Our premises consumed

1,316,881 m3

of water from our water
treatment plant at Sunway
South Quay.

INTRODUCTIONLEADERSHIPGOAL 1STRATEGIC PRIORITIESGOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

65

MANAGING OUR ENVIRONMENTAL IMPACT

We also withdraw water from various alternative sources for non-essential activities that
do not require the quality standards of potable drinking water such as landscaping andcleaning. This is to conserve water consumption from the potable water supply.

RAINWATER HARVESTING
We have installed rainwater harvesting tanks
at our properties for activities such as cleaning
outdoor areas, maintaining landscapes andflushing toilets.

In 2023,

GROUNDWATERIn Sunway Lagoon Theme Park, the groundwater
is used for cleaning common walkways andwatering the landscape.

We harvested
and consumed

6,980 m3of rainwater.

We extracted
and consumed

In 2023, there wereZERO incidents of non-compliance

2,689 m3of groundwater.

with water quality/quantity permits, standards andregulations.

WATER DISCHARGE
The waste water from our properties undergoes treatment
by Indah Water Konsortium, the national wastewater andsanitation company of Malaysia. The reported data on
water discharge is obtained from monthly utility bills,
as the discharged water is directed into the municipal
sewerage system.

Water treatment plant at Sunway South Quay lake

IMPACT STORY

66

THE QUAY TO
SOLVING FLASHFLOOD WOES

Please scan the QR
code to read more
about The Quay to
Solving Flash Flood
Woes.

Contributed by:
Dr. Chen Jit Ern
Head of the Jeffrey Sachs Center on
Sustainable Development (JSC)

Water security is defined by the United Nations (UN) as the capacity to, firstly,
protect sustainable access to sufficient clean water to sustain livelihoods,
well-being and socioeconomic development; secondly, protect against waterborne pollution and water-related disasters; as well as preserve ecosystems
in a climate of peace and political stability.
In Malaysia, ensuring water security is crucial because the primary climate risk in the years tocome is the increasingly erratic rainfall patterns, which will result in more flash floods, landslides
and dry spells, according to Dr. Chen Jit Ern, head of the Jeffrey Sachs Center on Sustainable
Development (JSC), associate professor at Sunway University’s School of Biological Studies aswell as the vice-chairman of the Malaysian Smart Cities Alliance (MSCA) Association.
“Bringing flash floods under control in Malaysia is important in light of advancing the United
Nations Sustainable Development Goals (UN-SDGs), more specifically on SDG 1 of No Poverty and
SDG 11 of Sustainable Cities and Communities,” said Dr. Chen, who works on the flood and rainfall
maps used by JSC to determine future value-at-risk locations and properties.
He said that flood mitigation is not just a matter of disaster control and reducing financial damages– it is a form of social justice.
“A key component of equitable social progress is stability of livelihood and living space. The vast
majority of those who suffer directly from flooding events in Klang Valley are also the ones who
can least afford it and who cannot move away from it. Under a business-as-usual context, they
will just have to suffer the brunt of the most obvious manifestation of climate change in Malaysia.
Ignorance of the flash flooding problem undermines the foundation of society that we need to keep
intact if we are to successfully face greater challenges of climate change,” he said.

Sunway South Quay lake at Sunway City Kuala Lumpur

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

67

THE QUAY TO SOLVING FLASH FLOOD WOES
Mitigating the impact of flash floods and droughts, safeguarding access to water
functions and services, and managing water resources in an integrated, equitablemanner are some of the ways to achieve water security, according to UNESCO.
With the commitment to advancing the UN-SDGs, Sunway has implemented
various means of prioritising water security at Sunway City Kuala Lumpur (SCKL),
with the ultimate goal of achieving at least five days of uninterrupted water supply
from the onset of a water disruption event by 2030.
A MONTH’S WORTH OF RAINFALL IN A DAY? NO PROBLEM FOR SUNWAY
Located at the heart of the Sunway South Quay mixed development in SCKL is
the South Quay lake, which plays a key role in safeguarding water security for thetownship.
Beyond providing a serene waterfront for the surrounding properties, the 28acre rehabilitated mining lake is also an oasis that provides uninterrupted watersupply during a water disruption and helps to mitigate flooding during a torrential
downpour.
Operating at a full capacity, the water treatment plant at Sunway South Quay lakeuses a hybrid of ultrafiltration and reverse osmosis processes to recycle and treat
the lake water to supply up to 8.5 million litres of potable water per day – enoughdrinking water for 51,500 people.
This is an improvement from most rainwater harvesting systems that only utilise
collected water for non-potable water use.
As all of Sunway’s managed properties in SCKL are piped to the water treatment
plant, the plant has reduced Sunway’s reliance on municipal water supply by nearly
30% and ensures a continuous water supply even during a water cut.
Since the water is sourced from the Sunway South Quay lake, water supply isunaffected by upstream water pollution that usually plagues rivers, which typicallylead to shutdowns at traditional water plant operations.
In terms of flood mitigation, due to SCKL’s topography, surface runoff naturally
flows to Sunway South Quay and Sunway Lagoon lakes, making them natural water
catchment areas for SCKL.

“Receiving around 3.5 billion litres of rainfall a year, both lakes give
Sunway the leeway to store sudden surges of water, which canthen be released into the riverine waterways after the initial rainfall
event has passed,” Dr. Chen explained.

Flood control is key to ensuring a better quality of life for all
Sunway South Quay lake, which has roughly 1.5 metres' worth of “flexible” water
depth, is able to store 130,000 cubic metres of water before the emergency pumps
kick in – an equivalent of roughly 200 millimetres of rain in expected catchment
area.
From its lowest normal water level, Sunway South Quay lake enables SCKL towithstand three weeks' worth of heavy rainfall in one day, should a sudden heavy
downpour occur, preventing flash floods.
“Both lakes act as focal points for SCKL’s monitoring and flood mitigation efforts
and resources, making it easier for Sunway to access and maintain the facilities
such as emergency pumps when needed,” Dr. Chen said.
Moving forward, Dr. Chen said Sunway hopes to implement a more holistic modelof rainwater control by building in water retention systems for gradual release into
the shared drainage system.
“Like miniature ex-mining lakes, our plan is that future Sunway projects integratea system of on-site storage for perhaps two to three days’ worth of rainwater.
This not only prevents flooding in Sunway properties, but also in properties
downstream of the drainage system which may be overwhelmed,” he said.
“The future of flood control in Malaysia will be systems that do not simply seek
to drain water as fast as possible out of the area, but which explicitly intend tointegrate water retention and usage, with the dual role of both improving water
security and prevent flash floods on-site and downstream,” says Dr. Chen.
Come rain or shine, Sunway’s proactive approach towards water sustainability
ensures that not a single drop of water is ever wasted, but that every raindrop ischannelled towards continuously sustaining and enriching the lives and livelihoodsof all.

68

MANAGING OUR ENVIRONMENTAL IMPACT
WATER CONSUMPTION
The total water consumption in 2023 increased by 16% from 2022 due to an expansion
in data collection of new properties and sites. To reduce our reliance on municipal
potable water supply and water wastage, we utilise water sources such as rainwaterand lake water for non-essential activities.
TOTAL WATER CONSUMPTION (m³) BY BUSINESS DIVISION IN 2023

Water Treatment Plant

1,316,881 m³

Rainwater
Harvesting

6,980 m³
Groundwater

2,689 m³

Lake Water

86,305 m³

RetailHospitality

OfficeEducation

Building Materials

Student Residence

Healthcare

QuarryTrading and Manufacturing

Leisure

Year

2019

35%

21%

20201 40%5% 4% 8%21%17%20212 45%

12%

5% 6%

687,965 m³
339,078 m³
414 m³

Hospitality

20223 38%23%

284,874 m³

Healthcare

20234 38%

20%

12%

4%
6%

1%
1%
0.4%

9%

6%

9%

5% 6%

1%
1%

11%

8%

7%

6% 7%

8%

5%

6% 6%

1%
1%
1%
1%
1.6%

18%

14%

175,659 m³
136,547 m³
523 m³

Education

New business division added: Trading and Manufacturing
New properties added: Sunway Big Box Retail Park2
New properties added: Sunway University Apartment, V Office (V01), Sunway Visio (V04)3
New properties added: Sunway Big Box Hotel4
New properties added: Wisma Sunway Big Box and Sunway Resort Hotel Corporate Suites

178,392 m³
146,249 m³
4,385 m³

OfficeNote: Ongoing construction sites are excluded. Figures stated may not add up due to rounding of decimals.

721,737 m³
9,120 m³
1,441 m³
2,689 m³

LeisureMANAGED ASSETS*:TOTAL WATER CONSUMPTION (‘000 m3) VS TOTAL GROSS FLOOR AREA (‘000 m2)

405,358 m³
218 m³Student
Residence

28,893 m³

Building
Materials

1

34,849 m³

1

Trading andManufacturing

5,248 m³
81,095 m³

Quarry5,210 m³

Landscape
Watering (Sunway
City Kuala Lumpur)

TOTAL: 5,256,734 m³

4,332

3,997
3,481

1,548

2019

1,649

2020

1,702

2,001

4,366
1,849

2,955

2021

2022

2023

Gross Floor Area (‘000 m2)

3,843,879 m³

1,320,905 m³
685,887 m³

RetailWater Consumption(‘000 m3)

Municipal Potable
Water

TOTAL WATER CONSUMPTION (%) BY BUSINESS DIVISION

Total water consumption
increased by 1% from 2019
Total GFA increasedby 19% from 2019

Year

Note:
* Managed assets comprise assets from the Office, Retail, Hospitality, Education, Healthcare and Student Residence divisions.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

69

MANAGING OUR ENVIRONMENTAL IMPACT
WATER INTENSITY PERFORMANCE
In 2023, majority of the business divisions’ water intensity performance decreased compared to 2019, except for the Office and Healthcare divisions. The increase in their water intensity trend may be due toincreased water consumption demands to meet business needs.
MANAGED ASSETS:
WATER USE INTENSITY (m3/person)
Hospitality - Water use intensity
decreased by 13% from 2019

3.44

3.22

2.93

2.91

2.02

2.40
2.29
2.27

1.82

1.04
2019

2.61
2.18

2.63
2.38

Retail - Water use intensity
decreased by 21% from 2019

3.40

Healthcare - Water use intensity
increased by 23% from 2019

2.71
2.48

Student Residence - Water use
intensity decreased by 23%
from 2019

2.25

Education - Water use intensity
decreased by 24% from 2019

1.98
1.56
0.87

1.08 1.16
1.09
1.06
1.03
0.78

2020

2021

2022

1.38

Office - Water use intensity
increased by 11% from 2019

1.16
2023

Year

Water Use Intensity (m3/'000 m2)

INDUSTRIAL SITES:WATER USE INTENSITY (m3/'000 m2)

Sunway Paving Solutions Water use intensity decreased
by 25% from 2019

11.81

10.46
8.66

2019

2020

2021

Leisure - Water use intensity
decreased by 34% from 2019

0.57

0.53

0.35

2020

2021

2022

2023

Year

INDUSTRIAL SITES:WATER USE INTENSITY (m3/tonnes)

13.33
11.54

1.02

1.01

2019

2022

2023

Year

Water Use Intensity (m3/tonnes)

Water Use Intensity (m3/m2)

3.90

Water Use Intensity (m3/person)

MANAGED ASSETS:
WATER USE INTENSITY (m3/m2)

0.72
Sunway VCP - Water use
intensity decreased by 56%
from 2019

0.62
0.49
0.12

2019

Sunway Spun Pile - Water use
intensity decreased by 83%
from 2019

0.44
0.27

0.10

0.09

2020

2021

0.05

0.02

2022

2023

Year

70

MANAGING OUR ENVIRONMENTAL IMPACTPOLLUTION MANAGEMENT
We fully recognise that our diverse business activities can adversely impact the environment
and the well-being of local communities in our operational areas. To this end, we prioritise
the significance of pollution control across all our operations, as failure to do so subjects us
to reputational, legal and financial risks and can even jeopardise our operating licences. We
define pollution management as the comprehensive approach to environmental stewardship.
Waste management and environmental pollution control are executed by monitoring sediment,
effluents, emissions, and noise levels, ensuring they are within permissible levels.

We identify waste management by categorising it as hazardous and non-hazardous waste. We
adhere to the Environmental Quality Act 1974 and Solid Waste and Public Cleansing Management
Act 2007 to manage each type, respectively.
Our commitment also extends to curtailing excessive waste generation and diverting wastefrom landfills. This aligns with our six-tier waste management hierarchy, serving as our guidein managing waste while preserving the environment. The hierarchy categorises our actions in
two stages - diverted and responsibly disposed of waste. To this end, our environmental pollution
controls include fulfilling actions according to local regulatory requirements, frequent monitoringand inspection, and preventative and mitigation measures.

MANAGING WASTE AND ENVIRONMENTAL POLLUTION
WASTE MANAGEMENT HIERARCHY
Most
Sustainable

PREVENTION
Hazardous
Waste
Management

REDUCTION

Environmental Quality Act 1974

REUSE

RECYCLING
Non-Hazardous
Solid Waste and Public Cleansing
Management Act 2007

Effluents
Pollution Control

Air emissions

Environmental
Quality Act 1974

Noise

RECOVERYRESPONSIBLE DISPOSAL

Least
Sustainable

MINIMISING POLLUTION

Adherence tolocal regulatory
requirements

Regular monitoringandinspection

Preventive
andmitigation actions

INTRODUCTIONLEADERSHIPGOAL 1STRATEGIC PRIORITIESGOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

71

MANAGING OUR ENVIRONMENTAL IMPACT
EFFECTIVELY MANAGING WASTE
We adopt effective waste management practices to minimise our environmental footprint. This involves
investing in proper handling, storage, collection, transportation and the right treatment and disposal of waste.
Sunway continues to champion our efforts to advocate a circular economy through our responsible andinnovative practices, which align with our six-tier waste management hierarchy. Starting with prevention
and reduction, we actively work towards minimising waste generation. We also emphasise reuse andrecycling practices by ensuring that materials are given a second life whenever possible to save on
resources. Our commitment extends to recovery efforts, extracting value from discarded materials. Finallyresponsible disposal methods are employed for any remaining waste, completing our holistic approach towaste management. We ensure we maximise our efforts by finding the best method to manage our waste
before disposing as our last resort. The entire process is illustrated in the following infographic:

CIRCULAR ECONOMY
BUY

THROW
RESPONSIBLEDISPOSALPREVENTION
REDUCTION

Ha
PP
SU

LIE

s
dou
zar

wa

In

ste

RS

No

REUSE

n-h

a

s
dou
zar

e
cin

i
rat

on
La

wa

Fo
/
ble s
cla itemyc
Re able
s
e
r u

SO

RECYCLING

Legend:Material input
Waste disposal
Waste diversion(possibility of reuse, recycling and recovery)

TR
UC

as

te

Su

us
rpl

foo

d

CO

ING
CL
CY
RE NTER
CE

RT

RE

CY
CL

K

ING

RE

V
CO
RE
/
Y
ING LITCL ACI
F
CY

ER

Y

Y
RG
NE
E
-TO TYTE CILI
S
WA FA

G
TIN
OS T YPM
LICO ACIF

OPERATIONS

fill

ste

RECOVERY

w
od

nd

U
MM

NIT

Y

72

MANAGING OUR ENVIRONMENTAL IMPACT
PREVENTION

REUSE

Waste prevention is a crucial step in our waste management
process as it helps eliminate waste generation at the source. We
approach waste prevention by minimising or avoiding purchases ofmaterials that are for single-use purposes. If we are required topurchase new materials, we ensure that we source for alternative
sustainable materials. To this end, our suppliers are essential inadvising us on the availability of sustainable alternatives.

Our business divisions are instilled with the value of reusingmaterials, which helps in the preservation of the materials that
goes into producing an item.

Our various business divisions work closely with theiremployees and external stakeholders to ramp up theirrecycling efforts.

Our business divisions reuse decorations for festive celebrations
and only add new items according to needs. We also only dispose offurniture in landfills after fully maximising its use, or alternatively,
we sell them back to the contractors. For example, Menara Sunway
reused furniture at other levels.

Employees

Our Hospitality division continued to phase out single-use
plastic item amenities through additional practices, including:• Wrapping slippers and toilet rolls in bulk as opposed toindividual packaging• Gradually changing plastic drinking water bottles torecyclable glass bottles for all guest rooms
Meanwhile, our Leisure division has been practising Zero
Plastics whereby tenants and F&B shops no longer supply
plastic packaging to customers. Employees are also required
to bring their own containers for food and drinks.

REDUCTION
Stringently practising waste prevention is critical to reduction.
When new materials are necessary, we always source foralternative sustainable options, directly aligning with our broader
goal of reducing environmental impact. For example, our Hospitality
division’s practice of phasing out plastics has saved more than
737,000 pieces of single-use plastics since 2019.
Sunway Medical Centre at Sunway City Kuala Lumpur also
persisted in reducing the use of plastic laundry bags by utilising
eco-OXO alginate bags for all isolation linens. These semi-soluble
laundry bags are biodegradable and will not harm the environmentor cause drain blockage. Sunway Medical Centre Velocity patientsare given the option to choose rice portions for inpatient meals to
reduce wastage.

Our Office and Retail divisions continued to work with Kloth Cares
to encourage the collection of fabric for the purpose of donation or
reselling if the fabrics are still in good condition. The Trading andManufacturing division which primarily handles heavy equipment,material, and hardware repaired and reused approximately 1,370kg
of broken wooden pallets at their warehouses, which saved thedivision about RM3,700.
RECYCLING
Embracing efficient recycling methods, we collaborate withvarious stakeholder groups to foster a collective commitment toenvironmental sustainability.

• Our Hospitality division organised clean-up sessions
around the hotels. Meanwhile, Sunway Hotel
Georgetown and Sunway Hotel Seberang Jaya have
set up collection stations for the employees to drop off
recyclable items.
• Sunway Medical Centre Velocity held an interdepartmental Recycling Competition to award the top
five departments with the highest amount of recyclable
waste collection.
• Sunway Medical Centre at Sunway City Kuala
Lumpur ensured that any linen discarded due to tear,discolouration or non-washable stains will be used as
tools in the event of a flood or pipe burst incident. We
also recover discarded bedsheets by sewing them into
pillowcases.
Local Councils and Authorities

Paper

Metal

363 tonnes• Our Hospitality division collaborated with the Subang
Jaya City Council to clean up the surroundings of thehotels in Sunway City Kuala Lumpur by removing trash
and recyclables from the street.

FabricPlastics• Wisma Sunway collaborated with the Selangor State
Environmental Department and T-Pot ElectricalManagement for e-waste collection.

858 tonnes

73 tonnes

48 tonnes

Other Organisations and Companies
e-Waste25 tonnes
Others*58 tonnes

Glass

6 tonnes
Note:* Includes repurposed soap
bars and recycled furniture• Sunway Hotel Georgetown continued collaborating with
the Penang Cheshire Home to recycle used clothes into
handicrafts or sold as part of the home’s income.
• Sunway Resort Hotel and Sunway Pyramid Hotelcontinued their participation in the Nespresso Capsule
Recycling initiative to recycle used Nespresso capsules.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES73

MANAGING OUR ENVIRONMENTAL IMPACTRECOVERY
Our process in waste recovery encompasses the collection, treatment, and transformation of waste materials into valuable
products or sources of energy, with the aim of minimising waste disposal in landfills or incinerators. Our objective is to decrease
our impact on landfill waste, preserve valuable resources, and mitigate environmental pollution.

Surplus Food
Sunway City Kuala Lumpur Hotels has been donating surplus food through Sunway’s#ZEROFOODWASTAGE initiative in collaboration with Kechara Soup Kitchen.
Food Donation

2 tonnes

Waste to Energy

Used Cooking Oil

28 tonnes

Sunway's Hospitality division collaborated with FatHopes Energy to repurpose used cooking oil(UCO) generated from daily cooking and operations. The collection of UCO has helped significantly
in reducing the strain on the sewer system and preventing environmental contamination. The
Sunway community and residents were encouraged to contribute their UCO to FatHopes Energy
in exchange for cash rewards facilitated through Sunway Super App’s points collection system.

Collaboration with FatHopes Energy to repurpose used cooking oil

CompostSunway Pyramid Mall, Sunway Resort Hotel and Sunway University continued to utilise thefood composting machines to turn food waste into compost. Meanwhile, Sunway Lagoon
Theme Park kickstarted a food waste composting initiative using Black Soldier Fly (BSF) with
Entomal Biotech.
Food Waste Collected

122 tonnes

Compost Produced

1.3 tonnes

STRATEGIC PRIORITIESBlack Soldier Fly (BSF) composting site at Sunway Lagoon Theme Park

74

MANAGING OUR ENVIRONMENTAL IMPACT
COMBATING FOOD WASTE WITH
BLACK SOLDER FLY (BSF) FACILITYBLACK SOLDIER FLY COMPOSTING PROCESSIn Malaysia, approximately 4,081 tonnesof edible food are discarded daily,
akin to filling one-and-a-half Olympicsized swimming pools. This unsettling
statistic constitutes approximately 10%of the nation’s total daily solid waste,
amounting to 38,219 tonnes in 20211.
Additionally, the Food Waste Behaviour
and Awareness of Malaysians report
revealed that over 70% perceive wastingfood as irresponsible, recognising it as awaste of money, natural resources, andagricultural efforts. Despite this levelof awareness, fewer than 10% possess
a comprehensive understanding of thebroader environmental impact of foodwaste on the planet2.

Waste drumstorage

IOT sensors

Post-treatment

Sieving
machineTreatment Process

Air cooler

Food
waste
grinder

To combat food waste, Sunway Lagoon
Theme Park kickstarted a food waste
composting initiative. We worked with
Entomal Biotech and established a pilot
BSF facility at the Sunway Lagoon
Theme Park for the treatment of foodwaste. The by-products of this process
are larvae that can be used as animal
feed and frass that can be used as
fertiliser.

1

Food waste iscollected

2

Ground and treated with a
F2W formulation and stored
in drums and the contents areleft overnight before use

5

Harvesting takes place after
seven days where the contents
are placed into the sieving
machine6

The sieving machine separates
the content of the tray to BSF
larvae and frass

7

The larvae can be fed to animals
while the frass are used as
fertiliser for landscaping
Frass

Tray

3

The tray is filled with the treated foodwaste and BSF neonates are added in

4

The larvae are allowed to feed andreduce the food waste in seven days

Larvae1

The Star Online, M’sians continue to waste food, June 2022:
https://www.thestar.com.my/news/nation/2022/06/06/msians-continue-to-waste-food

2

The Star Online, Why Malaysians need to reduce daily food waste, July 2023:
https://www.thestar.com.my/lifestyle/living/2023/07/04/conserving-resources-why-you-need-to-reduce-daily-food-waste

INTRODUCTIONLEADERSHIPGOAL 1STRATEGIC PRIORITIESGOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

75

MANAGING OUR ENVIRONMENTAL IMPACT
COLLABORATION WITH THE SALVATION
ARMY

Sunway supports TSA by providing financial aid to enable it to continue its
sustainability initiatives and serve the community in need.

In line with its aspiration of leaving no one
behind, Sunway Berhad always strives tointensify its partnerships and collaborations
with NGOs to generate more impactfulcommunity initiatives.
In 2023, Sunway collaborated with The
Salvation Army (TSA), an NGO that is known
internationally for not only addressing thediverse needs of the underprivileged but also
for championing sustainability initiatives. The
TSA has developed its specialised residential
care work with young people and has also
developed other services, such as homes forthe elderly, daycare centres, kindergartensand community service centres. TSA’s social
enterprise arm, Red Shield Industries (RSI),
generates income through its Family Thrift
Stores by recycling and reusing in-kind
donations to support TSA's efforts in providing
holistic care to the community it serves.
The partnership between Sunway and TSA
signifies our joint commitment to environmental
stewardship and community service, with
Sunway sponsoring TSA’s multifunctional
premises. The sponsored premises serves
as TSA’s central location for organising the
donated items from their 68 collection points.
These items are sorted according to their
purpose, whether it is for donation, recycling
or disposal. The collaboration also included a'Pay it Forward by Upcycling' initiative, whichcollects donated new, preloved and unused
items from Sunway’s employees at Menara
Sunway.

Annual Rental Support

RM198,000
In 2023, TSA’s central
location for donateditems has:

153,154 kg• Collectedof donations-in-kind

145,677 kg• Recycledof items through donations and sales

PAY IT FORWARD BY UPCYCLING

In 2023,481 kg of items collected

Clothing and Shoes

226 kgHome
Appliances

37 kg

Electronic
Gadgets

89 kg
The Salvation Army's drop-off point at Subang Jaya

Books, Music andVintage Items

86 kg

Others11 kg

Toys, Sports
Equipment and
Games

19 kg

Household
Items and
Kitchenware

12.5 kg

The sponsored centre serves as a centre for processing,
warehousing, retailing, and administrative activities. It
also operates as a central hub for TSA to collaborate
with various NGOs and volunteers. Throughout 2023,
the centre was a venue for numerous monthly activities
and initiatives. These include organising donation
drives and book clearance sales, collecting and sorting
donated items, recycling unused fabrics, donatingbooks and stationery to schools, and contributing items
to the Orang Asli community.

76

MANAGING OUR ENVIRONMENTAL IMPACTRESPONSIBLE DISPOSAL
We approach waste disposal after ensuring we have explored all avenues of reusing, recycling and recovery. Our waste
disposal must be executed responsibly and fully compliant with local laws and regulations through our appointed contractors.
Additionally, our scheduled waste is managed by licensed contractors and treated per the Environment Quality (Scheduled
Wastes) Regulations.
For example, Sunway’s Healthcare division’s disposal of clinical waste and chemicals represents a pivotal aspect of our waste
management strategy. We have engaged the services of a recognised and licensed vendor for clinical waste disposal. The
waste is meticulously disposed of in designated areas that are in full compliance with the Department of Environment (DOE)
regulations and guidelines.
TYPES OF WASTETOTAL WASTE GENERATED BY BUSINESS DIVISION (TONNES) IN
2023

Disposed Waste

18,597
tonnesWASTE MANAGEMENT PROCESS

Environmental Quality Act 1974 Department of Environment

Hazardous
Waste

ScheduledWaste
944 tonnes

Diverted Waste
25 tonnes
Disposed Waste
919 tonnes

Recycling
25 tonnes
Responsible Disposal
919 tonnes

Solid Waste & Public Cleansing Management Act 2007, Ministry of Local Government Development
Diverted
Waste
1,559 tonnes

Non-hazardous
Waste

Recycling
1,406 tonnes

Solid Waste
20,156 tonnes

Recovery
153 tonnes

Disposed Waste
18,597 tonnes

Responsible Disposal
18,597 tonnes

e-waste25 tonnes
Incineration
919 tonnes

Diverted Waste

1,584
tonnesPaper
858 tonnes
Fabric73 tonnes
Plastics
48 tonnes
Glass
6 tonnes
Metal
363 tonnes
Others58 tonnes
Food Donation
2 tonnes
Food waste
collected
122 tonnes
Used Cooking Oil
28 tonnes
Landfill
18,597 tonnes

11,762 tonnes
847 tonnes

Retail2,191 tonnes
162 tonnes

Hospitality

1,728 tonnes
127 tonnes

Healthcare

998 tonnes
20 tonnes

Leisure522 tonnes
44 tonnes

Office785 tonnes
43 tonnes

Education

230 tonnes

Student
Residence

80 tonnes
40 tonnes

Trading andManufacturing

8 tonnes
85 tonnes

Quarry293 tonnes
218 tonnes

Building
Materials

TOTAL: 20,182 tonnes
Scheduled waste*

919 tonnes

Note: Figures stated may not add up due to rounding of decimals.
* Scheduled waste includes hazardous waste, clinical waste, chemical substances, etc

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

77

MANAGING OUR ENVIRONMENTAL IMPACTPOLLUTION CONTROL(SEDIMENT, EFFLUENTS, AIR EMISSIONSAND NOISE)
In safeguarding the environment, we
ensure that our business divisions
comply with the Environmental Quality
Act 1974 and monitor their effluents, airand noise emissions to assess conditions,the effectiveness of our initiatives andadherence to regulations.
Our Property Development, Quarry and
Building Materials divisions implement
measures for monitoring and regulating
the quality of their effluents, air emissions
and noise levels as the inherent nature of
their operations possess higher risks ofimpacting the environment. This is carriedout periodically, some at higher frequencies
in certain locations. In the event ofany potential non-compliance issues,
immediate actions are taken to rectify thesituation. We meticulously document allreceived complaints, if any, and maintaindetailed records of investigations and thecorresponding corrective measures.

To minimise potential adverse impacts tothe environment, we:Best practices conducted at sites to ensure preventive and mitigation actions are conducted:

Property Development

Sediment

monitoring

Building Materials

Prevent interaction between
groundwater, surface water, andmine faces.
Divert stormwater away fromquarry operations.
Reduce earthwork activities during
heavy rainfall.
Utilise hydroseeding for erosion
prevention.

Not relevant.

Effluents

Not relevant.

Ensure wastewater is treated andsafe for discharging to prevent
pollution.

Manage and ensure effluent
discharge remains within
acceptable limits by utilisingfilter membranes.

Air
EmissionsSet up wash troughs to prevent dust
pollution from vehicles.
Conduct water browsing to reduce dust
particles emitted from construction
works.

Disallow open burning at all worksites.
Impose a speed limit and install
warning signs at sites.
Deter dust particle pollution fromlorries by utilising load covers.

Ensure regular maintenanceroutine for air filters.
Frequent observation ofmaterial transfer process tomaintain functional filtersand prevention of dust
leakage.

Noise
Pollution

Ensure vehicles move within the speed
limits to avoid noise pollution.

Place silencers on equipment andscreen houses.

Build insulators andcontainment compartments
for machinery.

Adhere to local regulatory requirements
Conduct regularinspection

Execute Erosion Sediment Control Plan:
Channel water from sites into on-sitedrains leading to silt traps or filters
before release.
Minimise the risk of trapped sedimentand chemical spills through theestablishment of bunds, spill traps, andsediment tanks at sites.
Prevent sediment run-off by shielding
exposed slopes with roofs or plastic
covers.

Quarryand

Implement prevention and mitigation
actions

78

GOAL 2

ADVOCATINGA RESPONSIBLE VALUE CHAIN

79
88

Embedding Sustainability in Our
Supply Chain
Conducting Business Responsibly

CAPITAL
Social and Relationship
Natural
MATERIAL ISSUES• Value chain improvement
ACTIVITIES• Supplier Code of Conduct• Sustainable Procurement Policy• Supplier environmental and social risk
assessment• Sustainable materials• Green lease partnership programme• Customer satisfaction survey
VALUE CREATED• Sustainable value chain• Collaboration with stakeholders• Minimal negative environmental and social
impacts• Maintaining good product & services’ quality
and safety• Transformation 6: Energy Decarbonisationand Sustainable Industry

Ensuring a sustainable supply chain is crucial in our pursuit of creating value. Sunway is dedicated to promoting sustainable procurement
practices and fostering ESG awareness among suppliers, vendors, tenants and customers to uphold a responsible value chain. Additionally, theGroup incorporates digitalisation into its supply chain to ensure seamless and efficient daily operations.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

79

EMBEDDING SUSTAINABILITY IN OUR SUPPLY CHAIN
GRI 2-6, 2-16, 3-3, 204-1, 301-1, 301-2, 301-3, 308-1, 308-2, 407-1, 408-1, 414-1, 414-2

Although the global supply chain may have recovered from the COVID-19 crisis, the effects of climate change, such as floods and droughts, continue to disrupt
it. As such, stakeholders are urging corporate organisations to embed sustainability in their supply chains to reduce industries' overall ecological impact and help
slow global temperature rise1. In Malaysia, small-to-medium enterprises (SMEs) play a significant role in the country’s supply chains, forming 97% of the country’s
economy2. Given this, Capital Markets Malaysia, an affiliate of the Securities Commission Malaysia, launched the Simplified ESG Disclosure Guide (SEDG) in 2023 tosupport SMEs in adopting sustainability practices and guide them in their ESG disclosures.
At Sunway, we are cognisant of thechallenges SMEs face in adopting
sustainability
practicesanddisclosing their ESG performance.
Thus, we collaborate with our
suppliers and vendors throughprogrammes and partnershipsthat not only educate them
about sustainability, but will also
contribute to decarbonising our
supply chain. For instance, we
are integrating the ESG disclosure
requirement from the SEDG into
our Supplier Risk Assessment.
We aim to create an ecosystemthat encourages SMEs to join us inestablishing a sustainable supply
chain that is environmentally andsocially responsible.

In the year under review, we

SUPPLIER RISK MANAGEMENT
Through our Sustainable Procurement Policy and Supplier Risk Assessment, we advocate for our suppliers to adopt our sustainability initiatives.

1
SUPPLIERIDENTIFICATION

SUPPLIER RISKASSESSMENTSUSTAINABLE PROCUREMENT POLICY
Sunway Berhad Sustainable Procurement Policy is draftedto set clear guidelines on the Company’s expectations of our
suppliers in terms of their environmental and social impacts.

2

Suppliers are to fill up the Supplier Risk Assessment(SRA) form.
The SRA aims to review and identify any potential
environmental and social risks associated with the businessactivities of our suppliers. In 2023, we began digitalisingand enhancing our SRA by incorporating requirement
disclosures from the Simplified ESG Disclosure Guide(SEDG), which was launched in 2023 by the Capital Markets
Malaysia.

Sunway Berhad Sustainable Procurement Policy:
www.sunway.com.my/wp-content/uploads/2021/11/Sunway-Sustainable-

TENDER

Procurement-Policy.pdf

SUPPLIER CODE OF CONDUCTEVALUATION

85%

spent
of our procurement
budget on local suppliers for
all Sunway business divisions’operations in Malaysia.

Suppliers are encouraged to be aware of ourcommitment to sustainable supply chain practices.

CONTRACT AWARD

Sunway is committed to conducting its business in an ethical,
legal and socially responsible manner. Sunway expects
its suppliers to share this commitment and, therefore, hasestablished this Supplier Code of Conduct, and suppliers for
Sunway must meet the minimum requirements to do businesswith Sunway:
Compliance with Laws, Regulations
and Published Standards
Ethical Business Practices

PAYMENT

Solicitations by Supplier

The SRA is also guided by the Group’s Sustainable
Procurement Policy. Suppliers are requested to provide
information on environmental and social risks as part of theassessment criteria before selection.

•

100% of new suppliers completed the Supplier•

100% of new suppliers were found to have no•

Risk Assessment.

negative environmental and social impacts, and nofurther action was required

100%of new suppliers, to our knowledge,
were identified as not having committed any
non-compliance in the areas assessed.

Monitoring and Compliance1
2

Sustainability in the supply chain is the need of the hour:
https://www.entrepreneur.com/en-in/news-andtrends/sustainability-in-the-supply-chain-is-the-need-of-the-hour/450611
Enabling SMEs to be a catalyst to advance Malaysia forward:
https://www.thestar.com.my/business/business-news/2023/02/09/enabling-smes-to-be-a-catalyst-to-advance-malaysia-forward#:~:text=To%20improve%20innovation%20capabilities%2C%20the,that%20provide%20funding%20to%20SMEs.

80

FACILITATING
SMEs INEMBRACING ESG
Navina Balasingam
General Manager
Capital Markets Malaysia

Capital Markets Malaysia (CMM), an affiliate of the Securities Commission
Malaysia (SC), unveiled the Simplified ESG Disclosure Guide (SEDG) for SMEs
in Supply Chains in October 2023. This groundbreaking initiative positioned
Malaysia as the global pioneer in offering small-to-medium enterprises (SMEs)
within global supply chains a streamlined and standardised set of guidelines
for environmental, social and governance (ESG) disclosures.
The SEDG consolidates and simplifies the numerous complex global and local ESG-related
frameworks, primarily enhancing the availability of ESG data and information by SMEs. Alignedwith various global, local and government frameworks and reporting standards, including the
Global Reporting Initiative (GRI), the International Sustainability Standards Board (ISSB), the Bursa
Malaysia (Bursa) Listing Requirements, Bursa’s Sustainability Reporting Guide, as well as the
Malaysian Code on Corporate Governance (MCCG), the SEDG ensures consistency and compatibility
across platforms.
At the core of our motivation to develop the SEDG is the recognition of the urgent need to prepare
Malaysian SMEs in supply chains to meet the ESG data requirements coming from their various
stakeholders – primarily customers that have set net zero or science-based targets. We are pleased
that Sunway Group stands as one of the pioneering adopters of the SEDG to assist SMEs make ESG
disclosures at Basic, Intermediate and Advanced levels.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

81

FACILITATING SMEs IN EMBRACING ESG
The Group will embark on a journey to support its SME suppliersand vendors adopting the SEDG’s 35 recommended disclosuresby integrating the indicators into its Supplier Risk Assessmentin phases. The Group aspires for its suppliers to disclose aminimum of Basic disclosures by 2025 and meet the Advanced
disclosure requirements by 2027.

CMM is heartened to notethat Sunway, with its large
value chain, will be rolling out
the SEDG across its 8,000
suppliers through the Group
Procurement and to their tenants
under the Green Lease
Partnership programme.

In addition to its proactive role as an Adopter of the SEDG,
Sunway also plays a role as an advisory panel for SEDG toprovide valuable feedback to CMM to enhance subsequentversions of the SEDGs. CMM is very pleased to be able tosupport Sunway’s efforts by providing complimentary access to
SEDG workshops and tutorials to their SME tenants, suppliersand vendors.

Sunway Berhad is an

Early Adopterof the SEDG by
Capital Markets Malaysia

82

EMBEDDING SUSTAINABILITY IN OUR SUPPLY CHAIN
DECARBONISING THROUGHSUSTAINABLE SUPPLYCHAIN
Many organisations are increasingly
prioritising the reduction of theirScope
3emissions,
includingthose generated through the entire
upstream and downstream segmentsof their value chain. However, tackling
Scope 3 emissions can be challenging,as it includes carbon accounting andtracking practices. It involves multiple
stakeholders within the supply chain
and the need to collaborate withcustomers, supply networks andindustry groups to be always awareand cognisant of their sustainability
journey.
We are cognisant of the complexity
it involves, the timeframe and theconstant stakeholder engagementthat it requires. We are prepared
to deliver on our commitment toensure the sustainability of our supply
chain in the term. Our approach is
focused on raising awareness of
eco-friendly practices and promoting
decarbonisation.

UPSTREAM: SUPPLIERSOPERATIONS

Purchase of Eco-label Products

Embodied Carbon Emissions

Sustainable Construction Materials

Sunway Malls source toilet paper
exclusively from FSC-managed
forests and FSC-certified mills.
This dedication contributes tothe preservation of a sustainable
cycle,
ensuring
responsible
harvestingandreplanting
practicesthat
upholdtheecological balance of the forests.

The European Union (EU) has launched thefirst phase of the Carbon Border Adjustment
Mechanism (CBAM) in October 2023 to impose
CO2 emissions tariffs on certain goods andselected precursors whose production iscarbon intensive and at the most significant
risk of carbon leakage, including cement, ironand steel, aluminium, fertilisers, electricity andhydrogen. EU importers of these goods are
required to report on the volume of their imports
and the greenhouse gas emissions embedded
during their production. The transitional phase,from 2023 to 2025, will serve as a learning
period for all stakeholders involved. Starting in
2026, importers would have to purchase CBAM
certificates to offset embodied emissions inimported goods.

In our journey towards constructing sustainable and green
developments, buildings and townships, we integrate sustainable
construction materials into our developments. Sustainable buildings
are the future of construction, as they have minimal environmental
impact and lower cost of building operations.

In 2023, more than

231 million sheetsof paper purchased were
FSC-certified

At Sunway, we established an embodied
carbon emissions roadmap to guide us in the
declaration of the Product Carbon Footprint(PCF) for our Building Materials and Quarry
products by 2024. Subsequently, we will
declare the Environmental Product Declaration(EPD) to ensure that our products have minimal
negative environmental impacts.

We use alternative materials that areenvironmentally friendly, such as
recyclable raw materials, which also
reduce the carbon footprint of material
sourcing and ensuring the durability ofthe materials.

100%

projects use green
and/or recycledmaterials in ongoingdevelopments

Certified green building products have also been selected whenchoosing materials and fittings for development. These include
waterproofing, skim coating, timber flooring and the materials used
for the ceiling, tiles, paints, pavers and others. The usage of thesematerials vary with the different developments.
Sustainable Products
Within our Building Materials division, we integrate an innovative
selection of environmentally conscious products that adhere to ecofriendly label standards, such as SIRIM ECO 023:2016 and SIRIM
ECO 033:2019. All our building materials strictly adhere to thespecifications outlined in MS1380, MS1314 and MS1601.
Furthermore, our operational sites for the Building Materials division
have earned ISO 9001 and ISO 14001 certifications, underscoring
our commitment to delivering products, services and systems of
exceptional quality, safety and efficiency.
Our eco-friendly offerings include Environmental Pavers, which isrecognised as a MyHIJAU green-certified product in Malaysia. It
holds the prestigious Green Label certificate in Singapore. Anothernoteworthy product is NeuPave, a water-permeable paver designed
to mitigate flooding, encourage groundwater recharge, and prevent
soil erosion.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

83

EMBEDDING SUSTAINABILITY IN OUR SUPPLY CHAINDOWNSTREAM: CUSTOMERSTOP MATERIALS USED IN 2023
2022

The Retail, Hospitality, and Office divisions actively participate in the programme to promote adoptinginternational best practices in sustainability. The programme seeks to drive sustainable solutions
through behavioural change, contributing to Malaysia’s commitment to achieving net-zero carbon
emissions by 2050.

2023

1,013

831

17,650842,489

Formwork(metric tonnes)

Property
Development

336,548

330,191

299,534
Aggregates(metric tonnes)

Through this avenue, the Office and Retail divisions have proactively developed tenant design andfit-out guidelines, providing tenants with clear steps to incorporate essential green building code
requirements like energy efficiency and water conservation measures.

In 2023, the programme garnered the participation of:

Fibre
(kg)

Building
Materials

100%

hotel master lessees

82%

retail and office tenants

Sustainability(SCAN)

2,172,530

1,315,033

Packing Materials(pieces)

1,004,280

1,465,488

1,201,518

Rubber Rings(pieces)

1,611,443

97,012

93,259Bitumen(metric tonnes)

The programme will enable Sunway to reduce its overall management costs of buildings, boost its
value due to green building assets, and increase its appeal to ESG-focused investors. This reflects thepertinence of working closely with our tenants through collaborations and partnerships to minimise
our environmental footprint and adopt responsible resource management as we advance towards ourpath to net zero.

625,785

145,697

123,279

73,245

Coarse Sand
(tonnes)

104,664

623,481

Reinforced Bars
(metric tonnes)
623,099

Concrete(metric tonnes)

186,800

805,170

221,133

165,300

2,793,658

2021

Green Lease Partnership Programme

QuarryCollaboration

Alliance

Network

Sunway Malls launched SCAN to encourage
environmentally responsible practices within theretail industry in August 2023. It consists of a
3-tier learning programme to bring sustainability
awareness to stakeholders within the retailindustry. We are setting a benchmark and callingfor other retailers and retail centres to incorporate
sustainability into their core strategies, creating anenvironmentally responsible future.

IMPACT STORY

84

BEING
RESPONSIBLE
FOR OUR CARBON
FOOTPRINT
Written by:
Shaowen Lee
Sunway Group
Brand Marketing &Communications

The year 2023 saw the hottest year in history, and climate scientists havepredicted that 2024 will be even hotter. To keep climate change at bay andlimit global warming, the world must reduce carbon emissions by 45% by2030 and reach net zero carbon emissions by 2050.
To meet these ambitious emission reduction targets, the European Union (EU) introduced theCarbon Border Adjustment Mechanism (CBAM), to tax embodied carbon.
WHAT IS EMBODIED CARBON?
Embodied carbon refers to the emissions released during a good’s production, installation andtransportation stage – calculated during the life-cycle stages from raw material extraction,transportation, manufacturing, construction, maintenance, renovation, and end-of-life for a
product.
Embodied carbon is different from a business’s operational carbon, which comes from lighting,heating and cooling, as well as the operations of other infrastructure, such as lifts and automatic
doors of a building. These are emissions measured from the energy consumption from the ongoing
operation of the business premise itself.

Please scan the QR
code to readmore about Being
Responsible for
Our Carbon
Footprint

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

85

BEING RESPONSIBLE FOR OUR CARBON FOOTPRINTAs an example, the amount of embodied carbon a building eventually retains can be
reduced during the initial design and planning stages, with materials produced andtransported to incur minimal carbon emissions. However, the embodied carbon
of an existing building cannot be removed, which is why emphasis is placed on asustainable building design.
DRIVING NET ZERO WITH CBAMThe EU introduced CBAM in 2023 as its landmark tool to fight carbon leakage;where companies relocate emissions-intensive activities to countries with lessambitious emissions reduction policies to avoid paying carbon taxes.
The CBAM monitors the embodied carbon of all goods entering EU countries
and ensures that the carbon price of imports is equivalent to the carbon price ofdomestic production in the EU.

In its transition phase from 1 October 2023 to end
of 2025, CBAM requires importers to report theembodied carbon of carbon-intensive goods suchas iron and steel, cement, electricity, fertilisers,
aluminium and hydrogen.
The transition phase will serve as a learning period
for all stakeholders (importers, producers andauthorities), and allow the collection of helpful
information on embedded emissions required to refine
the methodology during the said period.

After the transition phase in 2026, stakeholders will
have to start paying for embedded carbon, and the EU
will evaluate other high-risk products to be added to
the list of carbon-intensive goods.

Around 2030 to 2032, when CBAM is fully
implemented, importers must compensate for theemissions by purchasing and handing over CBAM
certificates.

While CBAM mainly affects highly industrialised countries such as Russia, Turkey
and China, the EU has the largest network of trade agreements in the world, witha total of 74 countries, accounting for 44% of all EU trade and a significant trading
partner for major Asian and Southeast Asian economies.

The CBAM pressures non-EU countries' economies, pushing businesses to innovate
to reduce their carbon emissions for a more sustainable industrial production.
WALKING THE TALK
Sunway remains at the forefront of leading efforts towards decarbonisation, in linewith our vision to be Asia’s model corporation in sustainable development and ourcommitment to achieve net zero by 2050.
To drive progress towards net zero, Sunway became the first in Malaysia andamong the first in Southeast Asia to implement an internal carbon pricing
framework in 2021.

To further advance the agenda and prepare ahead of CBAM’sfull implementation, we are collecting embodied
emissions data of products manufactured by Sunway
Building Materials Group and Sunway Quarry.
This data can then establish Product Carbon Footprint (PCF) to assess eachproduct's environmental impact by defining a baseline and providing a benchmark
for its embodied carbon against industry guidelines and peers.
In line with Sunway’s commitment to transparency, PCF will also enable ourprogress towards Environmental Product Declaration (EPD). This independently
verified and certified document provides transparent and comparable information
about a product's life-cycle environmental impact.
Reporting parameters for our building materials and quarry divisions include
global warming potential, renewable energy use, and net freshwater.
A NET ZERO FUTURE TOGETHER
In a future where carbon accountability isn't just a choice but a baseline,
businesses need to be prepared to effectively address the challenges of reducing
carbon emissions.
Sunway recognises that sustainability is a journey that takes a collective effort,
and we encourage our supply chain members to start taking bolder actions inmonitoring, disclosing and reducing their carbon emissions.
After all we are all in this together.

86

EMBEDDING SUSTAINABILITY IN OUR SUPPLY CHAIN
DIGITALISING OUR VALUE
CHAIN
Digitalisation in the supply chain
refers to the integration andutilisation of digital technologies toenhance and streamline the various
processes involved in the production,
distribution, and delivery of goods
and services. This transformative
shift towards digital solutions has
far-reaching implications for the
supply chain management, offering
numerous benefits to businesses
across different industries. We are
gradually replacing manual processes
throughout the supply chain withdigital solutions to ensure a seamlessexperience of business activities
throughout the supply chain.
Digitalising our value chain also
facilitates better collaboration andcommunication among supply chain
stakeholders. At Sunway, we haveintegrated
digitalisation
withinthe supply chain to improve data
management, process integration,
increase efficiency and enhance
decision making. We also use
technology-based
platforms
andcollaboration tools to enable realtime sharing of information, fostering
more effective coordination amongsuppliers, manufacturers, distributors,
and retailers. This interconnectedness
contributes to quicker response times
and better decision-making.

UPSTREAM: SUPPLIERSOPERATIONS

e-Procurement

e-Applications

Smart Parking System

Sunway’s
e-procurement
systemstreamlines the electronic processingof all procurement-related approvals
anddocuments
encompassing
purchase requisitions (PR), purchaseorders (PO), and goods received.

Our organisation establishede-Applications to shift fromconventional filing system toonline platforms. This not only
utilise rented space, but also
increased productivity throughseamless file retrieval systems
as well as reduce the usage of
paper.

The launch of the Sunway Smart Parking System
in 2019 provides a cashless and ticketless parking
experience within Sunway’s premises in Sunway City
Kuala Lumpur. Customers are provided with various
digital payment options to pay for their parking tickets.
These include mobile payment, the Sunway Super App,
Touch ‘n Go card or cash/card payment at Licence
Plate Recognition (LPR) autopay stations.

Additionally, the system featurese-catalogues for Sunway users,
facilitating the electronic purchaseof items. It supports pre-negotiatedpricing, thereby minimising the timerequired for users to locate frequently
purchased items. This enables different
business divisions to collectively
leverage the advantages of volume
purchases.
e-Invoicing
Since 2015, Sunway has transformed
the manual process of supplier paper
invoice handling into an automatedand paperless accounts payable (AP)process solution. Further enhancement
andrevolutionarychangewasintroduced in 2019 when Robotics
Process Automation was embedded in
the automated AP process. As such, we
now have a fully automated AP solutionthat integrates Sunway’s enterprise
resource planning (ERP) systems,
enabling
straightforward
supplier
invoicing and payment processing.

In 2023, a total of

6.6

millionpieces of parking
tickets were avoided.

Sunway XFarms: Smart Urban Farming
XFarms is an urban agricultural venture that employs soil-less smart farming systems to cultivate pesticide-free fresh
produce. The harvested goods are packed in sustainable materials and cultivated in decentralised urban farms equippedwith advanced Internet of Things (IoT) and exclusive precision farming technologies. XFarms aims to expand and manage
sustainable farms near consumers, reduce carbon footprint, minimise food wastage, and prevent nutrient loss associatedwith intricate food logistics.
In 2023,
Education• >160 apprentices
trained• >1,135 people educatedthrough workshops• >1,440 hours ofteaching & training

Yield and Production• >58,000 kg vegetables
grown without
pesticides• >64 varieties planted

Environmental Impact• >2,960,530 food miles
saved• >52,000 plastics
prevented

Community Engagement• >8,000 families
nourished• >4,000 kg vegetables
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EMBEDDING SUSTAINABILITY IN OUR SUPPLY CHAINDOWNSTREAM: CUSTOMERS
Hotels' Digital Transformation

Sunway Super App

Sunway Resort Hotel introduced an app to expedite check-ins and check-outs, reducing
reception queues. The app supports e-payment, aligning with the Hospitality Group's visionof becoming a technology-enabled hospitality provider. Sunway Resort Hotel also launched
Sunway Moments, an exclusive membership programme offering unparalleled benefits,
including exceptional dining, accommodation, and lifestyle benefits.

Sunway Super App is a loyalty programme that rewards customers
with points and other special privileges on all spending from ourparticipating merchants and selected Sunway businesses. Customers
can enjoy privileges and redeem points at over 1,000 merchants at
Sunway Malls, Sunway Theme Parks, Sunway Medical Centre, Sunway
Education, Sunway Property and other Sunway businesses.

Enhanced Data Management
Ultimate Framework
A comprehensive platform utilised by
Sunway Property to consolidate alldevelopment costs and revenues in realtime throughout the typical stages of a
project, fostering enhanced accuracy,
productivity, and efficiency. This advanced
system significantly elevates the capability
for informed decision-making based on
data.
Autodesk Construction Cloud (ACC)
Since 2022, Sunway Property has utilised
the ACC as a single source of truth to run
project management processes, including
files and drawing management, work
inspection, and site logs. The platform isutilised by more than 1,000 staff, workers,
consultants and subcontractors. We cansee development costs and revenues inreal time throughout the typical stages ofa project, fostering enhanced accuracy,
productivity, and efficiency. This advanced
system significantly elevates the capability
for informed decision-making based on
data.
Sunway Flora:• Cloud Advocate of the Year by
Autodesk – Country Winner

Elevating Real Estate with Artificial
Intelligence (AI)By harnessing AI and machine learningtechniques, Sunway Property uncoverhidden data patterns, gaining insights into
customer preferences and market trends.
This data-driven approach not only helps
identify customer needs but also provides
valuable feedback to the team. AI enables
us to adapt quickly to the changing market
dynamics, ensuring they offer properties
aligned with evolving customer demands.
It also enhances our strategies, optimisingmarketing efforts, and creating seamlesscustomer experiences.
eHousing Development Account (eHDA)
A collaboration between Sunway Belfieldand HSBC, the eHDA withdrawal process
enables the submission of supporting
documents to be done digitally via HSBCnet,
thus reducing the standard HDA manual
withdrawal process involving hardcopies.

Sunway Belfield:• The Asset Triple A Awards 2023 –Best Payments and Collection
Solution• Adam Smith Awards Asia 2023 –Best Sustainable Treasury Solution

e-Commerce Platform for Hospitals
Sunway Medical Centre Velocity offers healthscreening packages via an e-Commerce
platform, which allows consumers the option of
Buy Now, Screen Later. It provides customers
with an online appointment link for easyscheduling.

More than 2,200 healthscreening packages
were sold in 2023,
amounting to total salesof approximately

RM2 million.

Digitalised Customer Experience
Sunway Booking System
In 2023, Sunway Property introduced an innovative online booking system for new project launches.
It aims to provide customers with a seamless booking experience, making property acquisition easierand more accessible than ever before. With this cutting-edge system, customers can explore Sunway
Property’s latest offerings, property details, and take virtual tours from the comfort of their homes. This
allows customers to place bookings online without physically visiting sales galleries.
Automation of customer billing and payment
Sunway Property continued implementing automatedcustomer billing and payment procedures for thefollowing services:
e-Progress Billing••
e-Official Receipt (OR)•e-Payment Reminder•e-Statement of Account.

88

CONDUCTING BUSINESS RESPONSIBLY
GRI 3-3, 416-1, 416-2, 417-1, 417-2, 417-3

In ensuring responsible business conduct, we have put in place quality control
systems to deliver world-class products and services. This enables us to maintaincustomer loyalty and trust, and boost our brand and reputation as a market leader.
For instance, our Property Development division is guided by the Sunway Quality Merit System(SQMS), an internal assessment based on the sampling of active trades during the construction of
the main building works of a project. This assesses the quality of product workmanship at Sunway’s
ongoing construction projects, enabling the Group to deliver excellent delivery of projects. To maintainhigh quality control, the business division sets 80% and above as the benchmark score for eachproject. This means close monitoring and control of the quality of work for every project’s structure,architecture and M&E installation. Due to its consistency in maintaining high quality control, all thecompleted projects assessed in 2023 scored an average of 82% in the Quality Assessment System
in Construction (QLASSIC), an independent assessment that evaluates the quality of workmanship ofbuilding projects based on the Construction Industry Standard (CIS) 7 by CIDB.

ESTABLISHING CUSTOMER SATISFACTION
Customer satisfaction continues to serve as a tool for us to improve our services and products. We
gauge customer satisfaction through various channels across our business divisions, which provide
us with insights into customer feedback. We will continue leveraging feedback channels to enhancecustomer service and offer innovative products and solutions that meet customer needs.

In Quarry, the business division assesses plant quality and operator performance analysis using theonline Quality Assurance and Quality Control (QA/QC) reporting system. The web-based tool allows
laboratory users to enter and prepare test reports.

PRODUCT LABELLINGWe ensure that information related to our products is labelled correctly, and educate our customers
on the information in the product labels.

Compliance
Ensure compliance with industry standards byproviding product certifications.
Traceability
Practice traceability by ensuring products arelabelled with details such as serial number anddate of manufacture.
Communication
Product information is communicated throughbrochures outlining the specifications of the
products. Customers are also informed of our
products during product presentations andfactory visits. We also encourage customers togive their feedback on our products.

ZERO incidents

of non-compliance concerning• Health and safety impacts ofproducts and services• Product and service
information and labelling• Marketing communications

PROPERTY
DEVELOPMENT

91% Customer
Satisfaction

Sunway Property utilises the MySunwayProperty web portal that allows customers to accessinformation on recent and upcoming projects, progress of project constructions and practical property
management tools. This includes scheduling key collection appointments, accessing essential property
documents, reporting defects and reviewing billing information. Customers can also enjoy exclusive
rewards and promotions through the portal. It also serves as a channel to gather feedback from ourcustomers. We also engage with customers via social media pages and toll-free line.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

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GOAL 3

GOAL 4

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89

CONDUCTING BUSINESS RESPONSIBLY

RETAIL

78% Customer
Satisfaction

HOSPITALITY

Sunway Mall’s endeavours in innovation have always been at the forefront of driving customer relations
and business productivity. Our Customer Engagement Hub is optimised to include chatbots poweredby Generative AI for quicker response time. Our RetailTECH system is optimised to ensure efficient
asset management and preventive maintenance. It manages daily tasks such as tenant complaints,
misconducts, inspections, permit applications, after-operation hour access, and announcements within
the same platform.
The retail team conducts online surveys among mall shoppers annually through Sunway Malls
Customer Relationship Management (CRM) to gain deeper insights into their sentiments.

89% Guest
Satisfaction

Earning Tripadvisor's 2023 Travellers' Choice Award is more than just an accolade; it's a resounding
validation of our hotels' excellence directly from satisfied guests. This prestigious recognition isa testament to our unwavering commitment to exceptional hospitality. It signifies that our efforts
to curate unforgettable experiences, from luxurious comfort to attentive service, have genuinely
resonated with our guests, propelling us to the pinnacle of traveller preference.
Guest satisfaction is also measured via feedback forms from hotel guests, TripAdvisor reviews, and
the Global Review Index by ReviewPro. The Global Review Index is a tool thousands of hotels use asa benchmark for managing reputation worldwide.

• Overall Winner in the International CX Awards 2022

International
Customer Experience• Best Customer Experience in Crisis

Gold• Best Brand Experience

Bronze• Best Customer Experience

Bronze• Customer is the Heart of Everything

Bronze• Best in CX Innovation

Bronze• Best CX Strategy

BronzeTripAdvisor Traveller's
Choice Hotel Awards 2023

• Sunway Resort Hotel• Sunway Putra Hotel• Sunway Pyramid Hotel• Sunway Hotel Georgetown• Sunway Lagoon Hotel• Sunway Hotel Big Box• Sunway Velocity Hotel• The Banjaran Hotsprings Retreat

90

CONDUCTING BUSINESS RESPONSIBLY

OFFICE

96%

TenantSatisfaction

Our office management team introduced a mobile app that streamlines service requests. With a few
taps, tenants can submit their needs, ensuring prompt attention within the agreed-upon timelines
outlined in their service level agreements. This commitment to convenience and efficiency reflects ourunwavering focus on tenant satisfaction.
The tenant satisfaction is facilitated internally through various channels, including the Sunway
Community App, internal distribution, QR Codes, and direct visits to tenants’ offices. It is measured
based on maintenance of facilities and amenities as well as service quality. These surveys arealso carried out to gather feedback on tenants' needs, services, and property management to ensure
continuous improvement of our services.

LEISUREWe ensure that our themeparks offer the Best Day Ever
destination to our customers.
With a wide range of attractions
and activities, the theme parks
offers various promotions tothe customers throughout theyear.

Trusted Brand
Awards 2023

MyMalaysia Tourism
Awards 2023

Family Theme Parks
Sunway Lagoon - Platinum

Tourist Choice Excellent- Theme Park

HEALTHCARE

91% Patient
Satisfaction Index

Sunway Medical Centre has launched a mobile app to ease the appointment booking process andprovide customers with the latest information related to the hospital. These include the list of medical
services offered, promotions, and educational health videos.
The customer service unit within our Healthcare division has implemented a robust Feedback
Management System to manage patient and visitor input. This system guarantees prompt responses,
and our customer service team implements action plans to address all comments received.
To facilitate this process, our customer service department utilises the Customers Experience
Management Platforms for Insights and Actions (CEMPIA). This sophisticated feedback management
software system tracks and manages all responses. Additionally, feedback is collected through Google
Review, overseen by the corporate communications department, and via customer service channels
such as email and WhatsApp, which are conveniently accessible via our corporate website andmanaged by the dedicated customer service team.

• Sunway Medical Centre – Hospital of the Year
• Sunway Fertility Centre – Customer Service Initiative of the Year
• Sunway TCM Centre – Health and Wellness Initiative of the Year
• Sunway Medical Centre Velocity – ESG Programme of the Year

Parenthood Parents’
Choice Awards 2023 Best Cancer Centre
Sunway Medical Centre

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GOAL 3

GOAL 4

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CONDUCTING BUSINESS RESPONSIBLY

Business Division

BenchmarkSunway Paving Solutions
Eurotiles

Sunway Spun
Pile

Sunway VCP

Pavers
4.7

4.5

4.3

N/A

Services and Support
Criteria 1: Accessibility &contactability

3.5

Criteria 2: Follow-up action

3.5

4.7

4.4

4.2

N/A

Criteria 3: Response tocomplaint

3.5

4.6

4.3

4.3

N/A

Criteria 1: Meeting thedateline (10 working days)

3.5

4.4

4.2

N/A

N/A

Criteria 2: Meeting thedesign expectation(Quality of work andcreativity)

3.5

4.4

4.2

N/A

N/A

Criteria 1: On-time delivery.
For own collection - time
taken for loading

3.5

4.4

4.2

4.2

4.6

Criteria 2: Drivers' attitudeand cooperation

3.5

4.3

4.2

3.8

N/A

Criteria 1: Ease of handing

3.5

4.4

4.2

N/A

N/A

Criteria 2: Stability

3.5

4.3

4.1

N/A

N/A

Criteria 3: Protection of
packaging

3.5

4.3

4.2

N/A

N/A

Criteria 1: Aesthetic
appearance

3.5

4.5

4.3

N/A

N/A

Criteria 2: Consistency ofquality

3.5

4.5

4.2

N/A

4.6

Criteria 3: Colour of
product

3.5

4.4

4.2

N/A

N/A

Criteria 4: Dimension
tolerance

3.5

4.4

4.2

N/A

N/A

Criteria 1: As compared todirect competitors

3.5

4.0

4.0

4.0

N/A

Criteria 2: As compared toindirect competitors

3.5

4.0

4.0

N/A

N/A

Design Proposal

Delivery Services

Packaging

Product

BUILDING
MATERIALS

Our Building Materials division has established an internal minimum standard scoring
system to measure customer satisfaction in six areas. The score ranges from 1 to 5, with 1
being the lowest rating and 5 being the best rating. In 2023, the Building Materials division
was able to exceed the internal benchmark set for customer satisfaction scores, as follows:

Value for Price

92

GOAL 3

DEVELOPING A SAFE, EQUAL
AND DIGNIFIED WORKFORCE

93 Connecting with Our Employees
102 Protecting the Health and Safety of
Our People

CAPITAL
Human
Social and Relationship
MATERIAL ISSUES• Human rights• Employee well-being
ACTIVITIES• Human Rights Policy• Employee well-being programmes• Family-friendly policies• Employee learning and development• Employee health and safety
VALUE CREATED• Diverse and talented workforce• High-performing workforce• Safe and conducive working environment• Transformation 1: Education, Gender and Inequality• Transformation 2: Health, Well-being, and
Demography

At Sunway, we strive to cultivate a safe, equal and dignified workforce as they contribute to our organisation's overall success and sustainability.
Our efforts have tangible benefits for the Group and Sunwayians, impacting employee well-being, boosting productivity, talent attraction andretention, ensuring legal compliance and strengthening our employee branding.
Our workforce reflects our identity, driving our operations towards our vision and goals. To this end, we focus on initiatives to protect ouremployees' health, safety and well-being, embed an inclusive culture and invest in the capabilities and skills of our high-performing talent.
We also remain committed to safeguarding our partners, contractors, vendors and communities in areas where we operate.

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CONNECTING WITH OUR EMPLOYEESGRI 2-7, 2-16, 2-21, 2-25, 2-26, 2-30, 3-3, 202-2, 401-1, 401-2, 401-3, 402-1, 404-1, 404-2, 404-3, 405-1, 406-1, 407-1, 408-1, 409-1, 410-1, 411-1

At Sunway, employee engagement is crucial for understanding and addressing employee needs, ensuring job satisfaction and retaining high-performing talents. We
are committed to protecting the rights of every employee without discriminating against gender, age, race, religion, nationality or cultural background across ouroperations. This encompasses aspects such as workplace health and safety, the right to decent work, freedom of association, equal opportunity and protection fromdiscrimination. Moreover, we actively engage with our employees, using opportunities to align our actions with their expectations, thus creating sustainable value.
Our goal is to instil a culture of dignity, inclusion, equity, respect and fairness among Sunwayians across all business divisions.
PROTECTING HUMAN RIGHTSGRIEVANCE MECHANISMAt Sunway, we prioritise workers’ rights by ensuring operations adhere strictly to the Employment Act 1995 and all relevantlabour laws in Malaysia. These laws underscore our commitment to principles that ensure the protection of human rights,
encompassing fair working hours and equitable payment of wages without any form of discrimination.

Our grievance mechanism comprises an employee grievance procedure
and whistleblowing hotline, which ensures a transparent and confidential
process for addressing concerns related to the recruitment process orworkplace issues. Employees and external stakeholders are encouraged
to raise concerns or complaints regarding inappropriate behaviour,
misconduct, fraud, corrupt practices, etc. These matters can be directed
to our Head of the Internal Audit Department for prompt action and fairresolution.

Our commitment to human rights protection is further demonstrated through our implementation of the UN Global Compact(UNGC) Principles since 2012, alongside compliance with the UN Guiding Principles on Business and Human Rights. In our
advocation of social justice, we have embraced the International Labour Organization’s (ILO) eight fundamental conventions.
These conventions champion principles such as freedom of association, the right to collective bargaining, the prohibition of childlabour, forced labour and discrimination in the workplace. We do not condone any form of child labour or forced labour, and wecomply with anti-child labour laws in the countries where we operate. Upholding human rights remains integral to our operations,as reflected in our Human Rights Policy and Supplier Code of Conduct.

+603 5639 8025

HUMAN RIGHTS POLICY
In 2021, Sunway established a Human Rights
Policy rooted in the principles of the Universal
Declaration of Human Rights and the UN Guiding
Principles on Business and Human Rights.
The obligation to uphold human rights extends
to every employee in Sunway. The oversightof this Policy is led by the Board of Directors,
Board Sustainability Committee, Group Internal
Audit and Group Human Resources. The
execution and management of this policy is
the responsibility of the leadership within eachbusiness division.

Sunway Berhad Human Rights Policy:
https://www.sunway.com.my/wp-content
uploads/2022/05/Sunway-Human-Rights-Policy.pdf

Whistleblowing hotlines

Sunway employees must affirm that they have read andacknowledged the contents of the Policy. Additionally, an annual
assessment regarding the policy is mandatory. The policy specifies
our commitment to human rights, the implementation of ourpolicy, the procedure for reporting grievances and emphasises ourcommitment in the following:
Promoting Equal Opportunities across Sunway.
Upholding Freedom of Association.
Eradicating All Forms of Abuse and Harassment.
Enhancing Health and Safety Measures.
Eliminating Forced/Compulsory Labour.
Protecting the Rights of Children.

17%

In 2023,of our security personnel
underwent human rights training

whistleblowing@sunway.com.my

In 2023, we received

ZERO

substantiated complaints regarding
human rights violations

ZERO

incidents of violations involving thehuman rights of indigenous people

94

CONNECTING WITH OUR EMPLOYEESRESPECTING FREEDOM OF ASSOCIATIONCARING FOR THE WELL-BEING OF OUR PEOPLE

Sunway respects the fundamental human right for
freedom of association in its aim to create a fair, inclusiveand collaborative work environment. Employees areencouraged to join or form groups, including labour unions,
to collectively bargain for better working conditions, fairwages and other employment-related matters. We believe
this will create a balanced and equitable relationshipbetween employees and employers, contributing to a
democratic and participatory organisational culture. Ourcommitment aligns with Malaysia’s Employment Act 1955
and other relevant labour laws, ensuring our employees
have the liberty to choose their representatives.

Sunway is committed to safeguarding the well-being of its employees by instilling a culture that promotes physical, mental and social
health. We provide various health and wellness programmes, such as regular health check-ups, fitness classes and mental health support
services. Additionally, we offer learning and development opportunities to enhance employees’ skills and capabilities, along with flexible
working arrangements to support work-life balance. As a caring employer, we recognise the significance of a safe and inclusive work
environment where employees feel appreciated and respected. We believe that a content, fully engaged and healthy workforce is the key tothe productivity, success and growth of our organisation. To this end, employee well-being is our top priority as it enhances employees’ focus
and motivation at work and creates a positive and supportive workplace culture.

The workers’ unions meet representatives from the
management to review and update collective agreements.
When necessary, negotiations and discussions are to be
conducted within a three-month notice period. Decisions
that may affect employees due to operational changes will
be made individually.

In 2023, four of our companies upheld their collective
bargaining agreements.
% of
Employees
CoveredCompany

Name of
Union

Sunway VCP

Non-Metallic
Mineral Products
Manufacturing
Employees’ Union

29%

Club Employees Union
Peninsular Malaysia

60%

SunwayLagoon Club
Sunway Hotel
Georgetown
Sunway Hotel
Seberang Jaya

National Union
of Hotels, Bar &Restaurant Workers
Peninsular Malaysia

HEALTH AND WELL-BEING INITIATIVESIn 2023, we maintained our priority in employees’ health and well-being through a wide range of programmes organised by the Group Human
Resources department, including health activities and talks that addressed health issues. The following are some of the initiatives that wereorganised during the year:
Employee Assistance Programme (EAP)• A programme that has been in place since 2020 that provides
mental health support to employees, helping them manage stress,
health issues, financial problems, and other personal concerns• Offers a 24/7 hotline that ensures full confidentiality of employees• Includes the support of professional help from registeredand qualified clinical psychologists, health psychologists andcounsellors from The Mind who provide therapy and counselling.
All the clinicians are registered with either the Counselling Boardof Malaysia, or the Malaysian Society of Clinical Psychologists

Health Talks
Monthly virtual health talks organised by Group Human Resources,
featuring doctors from Sunway Medical Centre. These talks were
aimed at raising awareness and educating employees on issues suchas the prevention, diagnosis and treatment of common illnesses.
Some of the topics included:• Putting Perspective on Women’s Cancer• Common Upper Gastrointestinal Diseases• Managing Low Back Conditions and Low Back Pain
• Your Knee Health Matters• Preserving Vision: Managing Eye Injuries & Strabismus• Navigating Mental Health in the Workplace

A total of

1,200 participants
attended these talks.

57%
57%

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

95

CONNECTING WITH OUR EMPLOYEESEMPLOYEE BENEFITS

Perks@Sunway: A World of Benefits at Your Fingertips

Employee benefits play a key role in attracting and retaining talents, promoting a positive work environment andcontributing to the success of our organisation. As such, we provide an attractive benefits package to express ourappreciation for employees and to compensate them for their hard work and dedication. Additionally, our benefits
extend support to employees’ families, health and financial futures, contributing to talent retention and attraction.

In 2023, we unveiled Perks@Sunway, powered by the Sunway
Super App. It encapsulates the essence of being a Sunwayian,regardless of your location. This all-encompassing platformis crafted to be the premier app for all Sunwayians, providing
numerous benefits like points, rebates, discounts, exclusive
events and more across various Sunway industries. We
recently launched an improved UI featuring an e-staff ID
for convenient shopping, especially on weekends. Futureenhancements are in the pipeline, including milestone andsuccess celebrations, spot awards and incentives, improved
business division synergies and flexible perks.

WORK + LIFE INTEGRATION
Employee
HealthScreenings• Employee health screenings are offered at both the Group function level and in selectedbusiness divisions• Sunway Group executives with a minimum of six months of service can participate in the
Health Screening Programme as per the following:- Below 40 years of age: Once every two years- 40 years of age and above: Once a year
• The Health Screening Programme is also accessible to all confirmed non-executive
employees of Sunway Group who have completed a minimum of six months of service andare aged 40 years and above. They may undergo the Health Screening Programme once a
year and are eligible to apply for a subsequent health screening one year from the date of
their last health screening

Kelab
SosialSunway(KSS)

KSS is a social platform for employee engagement and provides Sunwayians with
opportunities to contribute to society. Employees can take part in various activities, such as:• CSR Activities• Health Talks• Sports and Recreational Activities• Online competitions• Domestic and overseas holiday trips

Staff
Discounts• As co-investors in our integrated communities, we oversee the management of our assets
within them
• We promote the involvement of Sunwayians in the communities they serve, nurturing ahealthy, safe and well-connected environment for living, learning, working and playing. As
such, our employees are entitled to staff discounts on the following:Live

Property
purchases

Learn

Selected educational
programmes across ourlearning institutions

Play

Theme park tickets, hotel
room rates and food &beverage (F&B)

HealthSunway healthcare
services

Flexible Working Arrangement
We offer employees the option of Flexible Working Arrangements to allow them to havebetter work-life balance. This is subject to the criteria specified in the Flexible Working
Arrangements Policy, which aligns with recent amendments to the Employment Act
1955.
FAMILY-FRIENDLY POLICIESChildcare
Subsidy• Sunway offers partial tuition fee subsidies for employees’
children attending R.E.A.L. Kids Sunway, The Parenthood andSunway Little Sunshine• This subsidy is applicable for up to two children per family, witha maximum of RM200 per month per child• Childcare subsidies amounting to a maximum of RM2,400 are
exempted

Supporting
WorkingMothers• Designated car parks and security escorts are provided toensure the safety of expectant mothers• Mother’s room is available at Menara Sunway to accommodate
working mothers.

Leaves• Annual Leave• Emergency Leave• No-Pay Leave• Maternity Leave• Paternity Leave• Extendable Maternity Leave• Medical/Hospitalisation Leave• Prolonged Illness Leave• Special Leave(e.g. compassionate leave, marriage leave, parental/childcare
leave, etc.)

96

CONNECTING WITH OUR EMPLOYEESELEVATING EMPLOYEE EXPERIENCEA GOLD STANDARD FOR EXCELLENCE

Employee experience is vital as it influences various aspects of Sunway, including our performance, culture and overall success.
Sunway is deeply committed to setting the standard for sustainable leadership, management, and people practices. Our steadfast pursuitof excellence has led to pioneering strategies for engaging with our employees. We acknowledge that our employees are the bedrock ofour success, and their well-being is pivotal to our achievements.
Embracing Employee Experience
Our commitment to employee experience is a fundamental element of our strategic approach. We strive to establish a unified andcontinuous employee experience that reflects our brand identity. Enhancing employee experience has made significant improvements
across various facets of our organisation, providing our employees a seamless, brand-aligned experience. This allows us to foresee
industry trends, explore novel work approaches and ensure that our team can adopt innovative and flexible practices.

MySunwayJourney: Connecting, Engaging, and Expanding Horizons• #MySunwayJourney is our flagship event and HR Open Day, celebrating our collective Sunway journey. The event
signified a milestone in our commitment to improving engagement.
• Hosted by the Group HR team with support from the broader Sunway HR Community, #MySunwayJourney offers
a vibrant tapestry of activities, including wellness and employee-related talks branded as WorkLife360.
• Virtual broadcasts were also made accessible to those outside Sunway City Kuala Lumpur, breaking geographicalboundaries. The positive response has inspired us to craft even better and more engaging events in the future as
we journey together.

MyVoice: The Gateway to Real-Time Insights• In 2023, we launched MyVoice, an innovative platform revolutionising employee feedback. MyVoice analyses
insights from previous engagements, empowering Sunwayians to voice their opinions and be part of decisionmaking.
• MyVoice's real-time insights enable swift responses to evolving employee needs, allowing us to develop actionablestrategies for positive change.
• We believe MyVoice will strengthen our commitment to an inclusive environment where every voice is heard andvalued, elevating employee feedback to new heights for organisational successEngaging Sunwayians through Effective Communication• In our drive to boost employee engagement, effective communication is essential. Keeping Sunwayians connected
is vital to our shared success, so we introduced GHR Updates – a monthly newsletter to bridge the communication
gap and foster a stronger sense of belonging.
• The newsletter features critical articles, updates and initiatives, and the latest offerings at Perks@Sunway to keep
our team informed, engaged and excited about Sunway Group opportunities.
• We plan to boost readership and engagement through adaptive communication strategies. Sunwayians can expect
exciting updates as we collaborate to create a vibrant and connected community within Sunway Group.

Our commitment to nurturing a dynamic workplace
has been recognised with the Gold Award for Employerof The Year at Malaysia’s HR Excellence Awards
2023. This accolade acknowledges organisations
that excel in HR management, enhancing employee
satisfaction, productivity, and retention. It reinforces
our commitment to instilling a positive workplaceculture, implementing effective talent management,
development strategies, and prioritising employees’
well-being and safety.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 3

GOAL 2

GOAL 4

GOAL 5APPENDICES

97

CONNECTING WITH OUR EMPLOYEESCULTIVATING LEADERS FOR THE FUTURE
Continuous learning is a lifelong journey, and our commitment lies in enhancing the skills and development of our employees, driving them forward in theircareers. Equipping our workforce with essential skills and capabilities is paramount to boosting their performance and productivity, fostering an adaptable
and agile team. Broadening our employees’ skill sets is imperative to maintaining our competitive advantage in the ever-changing business environment.
Our persistent efforts will cultivate a generation of forward-thinking, motivated employees, ensuring they remain relevant and contribute significantly to our
performance and growth.
SUNWAY LEADERSHIP COMPETENCIESIn 2023, Sunway has updated the Sunway Leadership
Competencies, acknowledging the evolving workforce and theneed for new skills to navigate the current volatility, uncertainty,
complexity and ambiguity (VUCA) world. In alignment withtransformation plans and goals for 2030 and beyond, therevision considered the leadership competencies essential foraccomplishing organisational goals.
The Sunway Leadership Centre has developed a series ofdevelopmental programmes that align with the competencies, as
shown in the figure below. These programmes cover eLearning,classroom learning and simulations, which will be shared with
employees in subsequent communications. The rollout schedule
was made available in the monthly learning calendar disseminatedby Sunway Leadership Centre. In addition to these learning
programmes, we encourage employees to undertake stretch
assignments and projects that provide practical opportunities todevelop these opportunities.

Vision to Execution
Understanding
Business

In 2023, we invested over

RM12.2 million in employees’

learning and development programmes.

People & Growth

Purposeful
Innovation
Execution Management

RelationshipManagement

Leadership
Courage

Learning &GrowthGroup
Leadership

Lead by example with humility and integrity to create a safe and mindful environment for self-expression
and growth. To appreciate and act in the Group’s best interest, leveraging synergistic strengths to better
compete regionally and globally.

Business
Leadership

Ability to provide direction with a strong understanding of the business, take quick and decisive action
when needed and inspire others to perform at their highest possible level.

PeopleLeadership

Ability to positively influence, manage, develop and lead others across different backgrounds to createhigh-performing and collaborative individuals and teams that work towards shared goals.

Personal
Leadership

Ability to take personal responsibility and lead self in a desired direction. Ready to commit the required
efforts to expand one's capacity and strengths towards self-improvement and achieving set goals.

FUNCTIONAL AND TECHNICAL TRAINING SESSIONS
Training is vital to fill skill gaps, enhance job performanceand efficiency, enable adaptability and innovation and improverisk mitigation. In 2023, we continued to enhance employees’capabilities through ongoing training programmes, encompassing
core functional and technical aspects. These programmes
included training on standard operating procedures (SOPs) as
well as function-specific training tailored to individual roles andjob specifications
Additionally, all employees are required to attend annual training
sessions on Group corporate policies. At the end of each session,
employees undergo an assessment to confirm their understanding
and commitment to adhering to all policies.

Core Functional and Technical Training Programmes

Compulsory Annual Training on Mandatory Policies• Customer Service Training• Functional Specific Training• ISO/Quality Assurance• Microsoft Training• Safety and Health Training• Standard Operating Procedure (SOP)• Anti-Bribery & Corruption Policy• Code of Conduct and Business Ethics• Conflict of Interest Policy• Human Rights Policy• Personal Data Protection Policy• Sunway e-Policy

98

CONNECTING WITH OUR EMPLOYEESTALENT MANAGEMENT
Sunway strives to attract, develop, motivate and retain high-performing employees to build a sustainable
competitive advantage and drive performance through integrated people management practices. We
continue to track the progress of our pool of talents and ensure they continuously develop and improvetheir skills and capabilities. We retain and attract the best talents in the industry through:

AVERAGE TRAINING HOURSPer Employee

40.6
hours

By Gender

40.1

40.8

hours

hours

By Employee Category
Senior Management

Manager &Senior Manager

54.3
hours

49.7

Senior Executive &Assistant Manager

Executive

hours

hours

hours

41.8

TOTAL
TRAINING HOURS

265,045
hours

38.8

EMPLOYEES WHO HAVE RECEIVED
TRAINING ON ANTI-CORRUPTION

95.8%

Yearly evaluation of salary structure according to industry
practices
Ensuring our total remuneration remains competitive, measured
against market performance
Striking a balance between performance bonuses, increments
and benefits in our performance management strategy.

The performance of our employees is benchmarked throughSunway’s MyPerformance, which includes one-to-one sessions
between managers and employees and enables employees togive feedback throughout the year. MyPerformance also provides
managers with a better understanding of employees’ careergoals and allows employees to regularly conduct self-evaluationassessments prior to their assessments by supervisors, businessdivision heads and the President.

100%

In 2023,ofour employees received
regular performance careerdevelopment reviews.

Note: The figure for employees' performance review is based on the best available data.

Securing Our Talent Pipeline
In our commitment to ensuring the overall success and future resilience of our organisation, it isvital to establish a robust talent pipeline within the Group. This ensures we have a steady supply ofhigh-performing and capable individuals, enhancing our adaptability, ensuring business continuity andproviding us with a competitive advantage. Various initiatives have been implemented to secure talent,
including providing job opportunities to the youth and grooming them as future leaders of Sunway.
At Sunway, we implemented the Sunway Management Associate Programme, designed to cultivate
future leaders of Sunway Group in a structured, progressive, empowering and entrepreneurial
environment. Moreover, internships are extended to students, providing them with valuable experienceand exposure to help them navigate potential career paths. Students can gain hands-on experiencethrough projects and explore career options through internship programmes available across ourbusiness divisions.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 3

GOAL 2

GOAL 4

GOAL 5APPENDICES

99

CONNECTING WITH OUR EMPLOYEESEMBRACING DIVERSITYOur Group’s Diversity and Inclusion Policy emphasises
our commitment to creating a culture that values andrespects differences. We do not condone any formof discrimination against race, religion, gender, age,disability and nationality and our work environmentis free from any form of harassment, as outlinedin Sunway’s Code of Conduct and Business Ethics
Policy. We ensure that our employees are offeredequal opportunities, and we will continue to promote
diversity in the workplace.

Sunway continues to prioritise local talents and in 2023,
BOARD DIVERSITY(GENDER AND AGE GROUP)EMPLOYEE DIVERSITY (GENDER)

60%

20%

25%

40%

EMPLOYEE DIVERSITY (ETHNICITY)

Executives

Non-Executives

Genderof our Senior Management

98% were locals

18%

37%

Malay
20%

29%
ChineseEMPLOYEE DIVERSITY (AGE GROUP)

Age Group<30 years old

20%

Indian

19%
22%

14%

Others40-50 years old

3%
10%

7%

ZERO cases

40-50 years old>50 years old

10%
90%

2%

4%

4%
Non-Executives

Executives

TOTAL NUMBER OF NEW HIRES(GENDER AND REGION)EMPOWERING WOMEN IN LEADERSHIP
We continue to empower women in our workforce
and enable women in leadership roles as they havesignificant positive impacts, including providing
motivation and leadership, and nurturing teamwork.
In 2023, we continued to uphold women in leadershipand fulfilled the requirement of having more than
30% female Directors on our Board as required by
the Malaysian Code on Corporate Governance.
CREATING AN INCLUSIVE WORKFORCE
In 2023, Sunway City Kuala Lumpur Hotels onboarded
two neurodiverse individuals with autism to support
sustainable employment for persons with disabilities.
Additionally, the hotel's Director of Human Resource
participated in a training by United Voice Malaysia
and the Welfare Department to learn about supporting
persons with disabilities at work.

Domestic

1,647

Non-Executives

17.8%

0%
Executives

TOTAL NUMBER OF NEW HIRES(REGION AND AGE GROUP)<30 years old

Overseas

2,524

0

0

2,545

0
30-40 years old
1,227

TOTAL
TURNOVER
RATE

2%Foreigners>50 years old

In 2023, there wereof discrimination reported.

6%

8%30-40 years old

Sunway Berhad Diversity and Inclusion Policy:
https://www.sunway.com.my/wp-content/
uploads/2021/12/Sunway-Diversity-and-InclusionPolicy.pdf

26%

3%

TOTAL CEO COMPENSATION(ANNUAL)TO TOTAL MEDIANCOMPENSATION (ANNUAL)

105:1

TOTAL CEOCOMPENSATION (ANNUAL)

040-50 years old
312

0>50 years old

RM7,258,300

87
Domestic0
Overseas

ANNUAL MEAN PAY

ANNUAL MEDIAN PAY

ANNUAL LOWEST TOTAL PAY

ANNUAL HIGHEST TOTAL PAY

RM100,100

RM68,900

RM21,300

RM3,911,000

Note: Sunway's employee data is derived from operations in Malaysia only. Domestic/local talent refers to Malaysians, meanwhile overseas talent refers to foreigners working at
our Malaysian operations/entities.

IMPACT STORY100

BUILDING FROMWITHIN A
CULTURE OFSUSTAINABILITY
Written by:
Raphael Siah
Sunway Group
Brand Marketing &Communications

Sunway's founding in 1974 was based on the concept of sustainable
development. It all began with the transformation of Sunway City Kuala
Lumpur from a tin-mining wasteland into an integrated, sustainable townshiptoday.
As part of our corporate strategy and social responsibility to drive long-term success, we
continuously align our commitment to the 17 Sustainable Development Goals (SDGs) with ourEnvironmental, Social, and Governance (ESG) targets.
The pursuit of the sustainability agenda has always been in Sunway's corporate DNA, deeply
inculcated into our culture and value system. This stems from the leadership of our founder andchairman, Tan Sri Sir Dr. Jeffrey Cheah, who firmly believes that we can all do well by doing good.
To cultivate and preserve our culture and commitment to the agenda, we focus on continuous andconsistent communication, starting from the top.

Please scan the QR
code to read more
about Building fromwithin a Culture of
Sustainability

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 3

GOAL 2

GOAL 4

GOAL 5APPENDICES

101

BUILDING FROM WITHIN A CULTURE OF SUSTAINABILITYSUSTAINABILITY THROUGHOUT THE ORGANISATIONAt Sunway, our commitment to sustainability
follows a top-down approach – starting fromour Board of Directors, which is responsible forstrategy development and compliance oversightto ensure that the business operates withintegrity and in full compliance withall the applicable laws and regulations.

CULTURE STARTS AT THE TOP
In 2020, we established a dedicated Board Sustainability Committee (BSC) tospearhead our commitment to the sustainability agenda. The BSC's role is to guide,
review, and make recommendations on sustainability strategy, ESG targets, andperformance.
Our centralised Group Sustainability Department (GS) then collaborates closelywith the respective sustainability teams of each business division, known as theManagement Sustainability Committee (MSC) to ensure the seamless and successful
implementation of Sunway’s sustainability strategy and direction.
Regular engagements with the MSC provide our business divisions with a platform
to discuss pertinent sustainability-related issues and challenges, such as datacollection, waste management, and OHSE best practices.
These engagements also serve as a forum to discuss and leverage collective
knowledge and insight to translate challenges into practical solutions and meaningfulaction.
We believe that promoting such purposeful collaborations will further reinforce
our shared commitment to the sustainability agenda throughout the organisation,transcending policy into action.

We also continuously invest in our greatest asset — our people — by providing themwith resources and ensuring their access to continuous learning opportunities.
We begin with our onboard training Sunway Corporate Orientation Programme for
Employees (SCOPE), which is crucial in building awareness of the UN-SDGs among
every staff member.
GS also develops short learning modules on SDGs and sustainability in-house incollaboration with the Sunway Group Human Resources Department (GHR) for staff
to attend at their own pace.
We also innovate workplace learning beyond the confines of the traditional
office setting. One example is the Sunway Amazing Race that, which integrates
sustainability education with team engagement.
DRIVING SUSTAINABILITY TOGETHERAt Sunway, our embrace of the ESG and sustainability agenda is not dependent onor driven by external regulatory factors. It is driven internally by a strong and deep
conviction to keep doing the right things the right way.
Staying true to our vision — “To be Asia’s model corporation in sustainable
development, innovating to enrich lives for a better tomorrow” — we remaincommitted to advancing the sustainability agenda by striving to raise and spreadawareness and instil a culture of sustainability in our people and among our
stakeholders.

102

PROTECTING THE HEALTH AND SAFETY OF OUR PEOPLE
GRI 2-7, 2-8, 3-3, 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-8, 403-9, 403-10, 419-1

Our commitment to our employees' safety, health and well-being drives efficiency and productivity, aligningwith our sustainable development goals. Sunway’s Occupational Health, Safety and Environment (OHSE)
Policy underscores our commitment to a secure work environment for all stakeholders. In the future,
we aim to instil self-regulation on OHSE across our business divisions, working towards establishing agenerative safety culture within Sunway by 2030. We seek to empower all our stakeholders to embraceand promote health and safety principles and practices, cultivating a resilient environment where everyone
contributes to building a secure and thriving community.

SAFETY CULTURE JOURNEY
by Professor Patrick Hudson

In keeping our stakeholders safe, we nurture a strong cultureof health and safety at the workplace by adopting the Safety
Culture Journey by Professor Patrick Hudson. The aim is toachieve the Generative level, where stakeholders have fully
embraced the culture of health and safety and advocated safety
practices on their own.

STRATEGIC OHSE PLAN

Generative

Prioritising health and safety is vital to our business and operations, as well as providing a healthy, safe, and conducive workplacefor employees, contractors, visitors, and the general public. In 2023, we reviewed 100% of the HCWRIs and fatality cases instead of
80%, as advised by the Board of Directors. This further strengthens our commitment to investigate all serious injuries and propose
measures to prevent future recurrence. Our commitment to preventing injuries and occupational illnesses among stakeholders isreinforced by adopting the national Occupational Safety and Health Masterplan 2021-2025 (OHSMP25). The five-year strategic plan
places emphasis on:

People start to champion
health and safety without
being asked.

P
DEV EOPAND ELO LE
NE PM
T W EN
OR
K

ICE
ACT
PR
ST
BE

P
HI
RS N
DE ME
LEA WER
EMPO

A
R DV
ND EPO ANC
M CO RTI E
PR N NGOV TINU
EM AL
ENT

T

T

Increasingly Informed

COMPLIANCE

Calculative

People are aware of how
health and safety works.

Reactive

Safety and health are only taken
seriously when something badhappens.

A I

Pathological

People do not care about
health and safety.

Increasing Trust Accountability

Proactive

People start to take charge
and improve the health andsafety system.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

103

PROTECTING THE HEALTH AND SAFETY OF OUR PEOPLESTRONG GOVERNANCE IN OHSEMANAGEMENT
Sunway Berhad is committed to protecting employees
from injuries and ill health. We strive to safeguard our
employees, manage risks in our operations, contribute tobusiness sustainability and embed a culture of continuous
improvement within our organisation. In compliancewith local regulations, all of our operational sites have
implemented OHSE management to effectively manage
and mitigate risks, ensuring continuous improvements
are made in our safety practices.
The Board holds ultimate responsibility for OHSE
matters, providing the direction, objectives, targets andsupport to all business divisions. Chaired by Sunway
Berhad’s President, Tan Sri Dato’ (Dr) Chew Chee
Kin, the Group OHSE Council meets once every threemonths to discuss and review OHSE matters.
The Chairman of the Group OHSE Council, who is alsoa member of the Board Sustainability Committee, makes
the final decisions on OHSE matters at Group andbusiness division levels. We have also established OHS
Committees, as per the Occupational Safety and Health(Safety and Health Committee) Regulations 1996 which
are chaired by the respective heads of the departments.
These committees, comprising employee and employer
representatives, convene at most every three months,
enabling employees to participate in the OHSEMS
development, implementation and review. Employees
who are not representatives can attend meetings toaddress OHSE-related matters. Meeting minutes areshared across business divisions to keep employees
informed on the latest developments in OHSE matterswithin the Group and the industry.

GROUP OHSE COUNCIL
Meets once every three months
Reports OHSE performance and raises issues for discussion. Where necessary, recommendations are channelled to the appropriate
authority for policy and decision-making, as well as to promote continual improvement.

GROUP OHSE COUNCIL ORGANISATIONAL CHARTCHAIRPERSON
President
Tan Sri Dato’ (Dr.) Chew Chee Kin
President & Non-Independent Executive Director of Sunway Board of Directors

DEPUTY CHAIRPERSONSECRETARY

Executive Director
Chairman’s OfficeGroup OHSE Manager

DEPUTY CHAIRPERSON

Chief Operating Officer
Sunway Property& Facility Management

Sunway Group OHSE Department• Provides Group direction, such as setting OHSE policy,
objectives, plan and SOPs
• Provides support and guidance to the business divisions
on compliance requirements, such as training and accident
investigations• Audits and Performance Review: Reports on compliance withapplicable OHSE legislation, identifies issues and raises themfor consideration and further action
BUSINESS DIVISIONSOHSE Committees

Across all business divisions and Group functions• Chaired by Heads of Departments• Secretary: OHSE coordinators from business divisions• Report OHSE performance and raises issues for discussion

104

PROTECTING THE HEALTH AND SAFETY OF OUR PEOPLE
BOLSTERING OUR SAFETY AND HEALTH THROUGH OHSE TRAININGOHSE COMMITTEERESPONSIBILITIESThe key functions of the OHSE
Committees are to:Develop OHSE rules andSafe System of Work

Review the effectiveness of
OHSE programmes

OHS Induction Training

Safety Training

Organised OHS induction training sessions to educate
employees on reporting hazards and incidents. Employees
are encouraged to take the initiative in reporting all hazards
and incidents to the Management to reduce and eliminate
risks.

In 2023, we conducted training sessions that covered general andspecialised safety topics for various skill levels. Led by experts, these
programmes encompassed management systems, OHS, induction andawareness, and environmental and industrial hygiene.

3,200

More thanSunwayemployees participated in the
OHSE induction training.

To enhance OHSE efficiency, we identified and addressed gaps throughinsights and findings from employees’ job scope, operational needs andlegal requirements, audits, observations, risk assessments, incidents andsurveys. We gauged the effectiveness of our training through accident
rates, accreditation audits, OHSE observations, pre- and post-training
assessments, and continuous monitoring of staff competencies.

Incident studies, corrective
and preventive actions

6,500

More thanemployees participated in
OHSE trainings

Review OHSE Policy

Investigation of any accident

Inspection of place of work

Corrective and Preventive
Actions (CAPA) in response
to HSE reports

Investigation of any complaint

Group OHSE Auditors’ Training
Annual Assessment

Resolution of complaint

We conduct yearly drills to assess employees
OHSE knowledge and reinforce the importanceof applying this knowledge in their daily work
operations.

We extended the training programme to our Group OHSE Auditors to
support the Group OHSE Corporate Audit 2023. Trainers and auditors
received compensation through a reward system. This programme follows
the 2021 OHSE Competency Pool initiative, identifying potential OHSE
trainers for knowledge-sharing across business divisions, benefitting
employees, trainers and Sunway.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 3

GOAL 2

GOAL 4

GOAL 5APPENDICES

105

PROTECTING THE HEALTH AND SAFETY OF OUR PEOPLEHEALTH, SAFETY AND ENVIRONMENTAL STANDARDS
Sunway Group remains guided by the Occupational Health, Safety and Environment Policy, which reflects its
commitment to its employees' and stakeholders' well-being and safety throughout its diverse business operations.
The policy underpins our steadfast commitment to fostering a safe and healthy workplace, ensuring compliance withpertinent legislations, adhering to the industry’s best practices and continuously striving for improvement.
Sunway’s OHSE Management System (OHSEMS) also exemplifies our holistic approach to protecting 100% of ourworkers. This adherence extends to essential health and safety regulations, including the Occupational Safety and
Health Act (OSHA 1994), Factories and Machineries Act (FMA 1967), and Environmental Quality Act (EQA 1974). We
conduct regular internal and external audits to ensure compliance with local and international regulations.
In 2023, the Group OHSE Corporate Audit included all Sunway employees and contractors. Group OHSE Auditors skilled
in OHS, and certified Lead Auditors for ISO 45001:2018 OHSMS, performed cross-functional internal audits to verify
compliance with OSHA 1994 at all Sunway sites.

Average Number of Workers

18,331

Percentage of workers
covered by OHSEMS

100%(18,331)COMPLIANCE WITH LOCAL REGULATIONS AND AUTHORITIESTo ensure uncompromised safety practices, Sunway engages thirdparty local entities to conduct external audits for regulatory bodies
such as the Malaysian Society for Occupational Safety and Health(MSOSH) for award audits and international certification bodies
such as the Malaysian Society for Quality in Health (MSQH) and theAustralian Council on Healthcare Standards (ACHS) for certification.
Our commitment to OHSE is reinforced by an internal dashboard thatis updated annually, showcasing Sunway’s progress and performanceacross all business divisions.

In 2023, there was

one incident*

Percentage of workers covered by
OHSEMS and internally audited100%

of non-compliance related toenvironmental and social laws
and/or regulations.

Note:* The incident was associated with the evidence of mosquito larvae breeding at one of our sites. We have taken corrective measures toaddress this incident and continue to improve our OHSE practices to maintain the health and well-being of our stakeholders.

(18,331)

Percentage of workers covered by
OHSEMS and externally audited

99.6%(18,258)

OHSE CERTIFICATIONSIn 2023, two additional business divisions attained

ISO 45001:2018

certification, bringing the number of business divisions with the ISO certification to four:1) Sunway Building Materials2) Sunway Lagoon Theme Park3) Sunway Medical Centre at Sunway City Kuala LumpurNEW4) Sunway Integrated Property

NEW

Notes:• The number of workers includes employees, contractors and business partners andexcludes part-timers and interns.
• The data is compiled based on internal and certification audit procedures.

106

PROTECTING THE HEALTH AND SAFETY OF OUR PEOPLESTRONG COMPETENCY OF THE OHSE PROFESSIONALS IN SUNWAYMITIGATING OPERATIONAL THREATS

Sunway remains steadfast in its commitment to upholding safety and health in the workplace. We strive tocontinuously enhance our proactive and preventive measures to prevent and mitigate potential accidents
in the future. Our ‘Plan-Do-Check-Act’ (PDCA) approach in the OHSEMS instils a safety culture among
employees and contractors’ workers. Clear communication of OHSE accountabilities, management roles
and responsibilities is conveyed through delegation letters or job descriptions.

Risk Identification and Assessment

Additionally, professional training is provided to enhance OHSE competencies to fill skill gaps and improvecapabilities. In 2023, OHSE practitioners attended competency training, forming an internal pool within
Sunway. This competency pool includes experts in ergonomics, noise risk assessment, and chemical
health risk assessment, fostering knowledge sharing among business divisions when the need arises.

Number of employees participated in OHSE trainings
2021

Implementing a robust process for identifying and assessing risks is crucial, allowing us toeffectively manage operational risks. We consistently engage in active risk identification andassessment across our business divisions, ensuring this is conducted before routine and nonroutine activities, which aligns with the OHSEMS. This involves identifying measures to minimise
and prevent risks, as well as establishing mitigation measures to be applied according to thehierarchy of controls.
We employ various tools, including accident statistics, site inspections, quarterly assessments
and employee feedback to conduct Hazard Identification, Risk Assessment and Risk Control(HIRARC). This process is designed to identify work-related hazards that have the potential tocause high-consequence injuries and/or ill health.
Hierarchy of Controls

2,443

Most effective
2022

7,868

ELIMINATION
Physically remove the hazard

6,524

2023

SUBSTITUTION
Replace the hazard

OSH COORDINATORS (OSH-C)

OSH-Cs undergo training and are designated to oversee health and safety managementin their respective business divisions. Their duties include:

ENGINEERING CONTROLSIsolate people from the hazard

Assisting the employer in implementing necessary measures forworker safety and health
Conducting workplace inspections

ADMINISTRATIVE CONTROLS
Change the way people work

Reporting accidents, dangerous incidents, occupational poisoning/diseases to DOSH
using JKKP 6, JKKP 7 and JKKP 8
Conducting risk assessments for the workplace

PERSONAL PROTECTIVE
EQUIPMENT (PPE)
Protect the worker with PPE

Executing instructions from the employer regarding safety and health mattersin the workplace
Least effectiveINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

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GOAL 5APPENDICES

107

PROTECTING THE HEALTH AND SAFETY OF OUR PEOPLE
Group Incident Investigations TeamHEALTH AND SAFETY FOR SUPPLIERS AND CONTRACTORSIn addition to the HIRARC procedure for managing OHS risks, we have established a Group Incident Investigations
Team comprising experienced OHS practitioners from various business divisions. This ensures thorough andprofessional investigations of fatalities or high-consequence work-related injuries (HCWRI), aiming to identify root
causes and recommend preventive measures.

All Sunway suppliers must adhere to our Sustainable Procurement Policy andSupplier Code of Conduct, ensuring compliance with relevant laws and regulations in
our areas. Going forward, we intend to incorporate a clause in our procurement SOP
to ensure non-workers follow OHS rules to mitigate potential risks.

Sunway is committed to not exceeding the first quadrant of the DOSH national fatality rate by 2030, which is a 1.46
fatality rate per 100,000 workers. We maintained zero fatalities in 2023. However in 2023, we experienced four
HCWRIs cases, resulting in more than six months of lost-days and permanent disability. We viewed the incident
seriously and ensured detailed investigations were conducted, following which corrective measures were taken.
These include specific-task risk assessments, improvement of safe work instruction, training, supervision andincident sharing.

Our health and safety standards are also extended to all third-party contractors
at our workplace. These requirements are communicated to all contractors, whomust conduct a risk assessment before commencing any work and implement thenecessary mitigation measures to remove or reduce the risk. Contractors undergoclose supervision through the use of work permits and inspections conducted bysafety and security personnel at the relevant sites.

Common injuries among Sunway employees include cuts (37%), hits against/contact with machinery or objects(22%) and slips, trips and falls (19%). Follow-up actions based on the hierarchy of controls have been implemented,
encompassing engineering controls, such as ensuring level flooring by installing cover, administrative controls
through establishing safe work instructions, training, supervision, revisiting risk assessment and providing personal
protective equipment such as hard helmets.

OCCUPATIONAL AND NON-OCCUPATIONAL HEALTH SERVICES
We are committed to protecting the health and well-being of Sunwayians, ensuring
their mental and physical fitness for work. Our comprehensive health services
cover both occupational and non-occupational health risks. The HR team and
OHSE coordinators organise and facilitate programmes addressing mental healthissues and communicating with employees through email blasts and the HR portal
to encourage employee awareness and participation. Additionally, we organised
health programmes to enhance employees’ well-being, and provide health services
to address occupational health issues and non-occupational health risks, nurturing ahealthy, safe and productive workforce.

HEALTH SERVICES PROVIDED TO EMPLOYEES
Occupational Health Services• Clinical services• Investigation of occupational poisoning / disease• Pre-employment medical examination• Return to Work SOP for employees impacted from occupational injuries
or illness (e.g., medical removal, rehabilitation).
Non-Occupational Health Services• Employee Assistance Programme (EAP)• Fitness programmes such as Zumba, Yoga class and hiking• Health Screening Programme• Long-term medication benefits• Mental and physical well-being awareness programmes such as virtual
health talks on dementia and palliative care as well as congkak andchess tournaments.
• Provision of gym• Provision of healthy lunch and snacks• Vaccination (e.g. Typhoid)

108

PROTECTING THE HEALTH AND SAFETY OF OUR PEOPLE
BEST REPORTING PRACTICES
Sunway has established a well-defined procedure for incident reporting across its operations, making it convenient for employees to report hazards and incidents. Our Whistleblowing Policy protects theidentity of whistleblowers and emphasises that all reports remain private and confidential. Workers can remove themselves from any work situation with potential risks or hazards that may cause injury orill health.
INCIDENT REPORTING AND INVESTIGATION PROCESS

Employee reports hazard and/or incident through an internal
system or through their safety
coordinator

An experienced safety
professional conducts aninvestigation, performing
a root cause analysis in
consultation with Operations,
HR and OHSE Committee
members

OHSE Committee members
recommend risk mitigation
methods aligned with ahierarchy of controls for theidentified hazard

Preventive and corrective
actions are implemented

The report is presented
to the Management at theGroup OHSE Council andManagement review meeting

The report is also submitted
to DOSH as a commitment
to comply with the incident
reporting

SAFETY AND HEALTH PERFORMANCE

In 2023,
Number of Hours Worked

Employees

Number of fatalities

Employees

Non-employees

ZERO

ZERO

18,916,654

High-consequence work-related injuries(HCWRIs)

4

ZERO

Non-Employees

High-consequence work-related injuries(HCWRIs) Rate

0.21

ZERO

19,717,964

Rates were calculated based on

1,000,000
hours worked.

Recordable Work-Related Injuries

78

2

Recordable Work-Related Injuries Rate

4.12

0.10

Lost Time Injury (LTI)

56

ZERO

Lost Time Injury (LTI) Rate

0.59

ZERO

Lost Time Incident Rate (LTIR)

0.59

ZERO

Note: Lost Time Incident Rate (LTIR) is based on 200,000 hours worked.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

109

PROTECTING THE HEALTH AND SAFETY OF OUR PEOPLE
RECOGNITION OF OUR OHSE PRACTITIONERSAppreciation Dinner
Ensuring legal compliance and implementing best practices for health andsafety is challenging. OHSE practitioners are crucial in managing healthand safety by coordinating audits and implementing OHS programmes.
In recognition of their contributions, Group OHSE organised an inaugural
OHSE Appreciation Dinner to celebrate the commitment of OHSpractitioners and award business divisions, which exceeded competency
standards in OHSE compliance based on the Group OHSE Corporate
Audit. The dinner featured awards, including the OHSE Leader of the Yearand People's Choice Award for OHSE Practitioner.

OHSE Appreciation Dinner to celebrate OHSE practitioners from various business divisions

National Occupational Safety and Health (NOSH) Excellence Award
The NOSH Excellence Award is an annual event organised by the NCOSH.
It aims to acknowledge organisations and individuals across diverse
industrial sectors who have demonstrated excellence in safety and healthmanagement within their workplaces.

Sunway Paving Solutions won under the SME Category at the NOSH Excellence Award

Gold Class I• Sunway Medical Centre

Malaysian Society for Occupational Safety and Health (MSOSH) Awards

Gold Class II• Sunway Property andFacility Management• Sunway Pyramid Mall
• Sunway Velocity Mall
• Sunway Putra Mall
• Sunway Carnival Mall

Various business divisions within Sunway Berhad took part in the 41st
MSOSH Awards in 2023. These awards are presented annually to commend
companies that have undergone audits and demonstrated exceptional
performance in OSH. These awards acknowledge organisations that haveachieved exceptional OSH performance through well-established andsystematic Safety and Health Management Systems. Award participants
are subjected to rigorous documentation checks and site verification bya panel of qualified auditors to ensure their credibility before receiving
the award.

Silver• Sunway Giza Mall
• Sunway Citrine Hub• Sunway Big Box Retail Park

41st MSOSH Awards ceremony at Sunway Resort Hotel

110

GOAL 4INVESTING IN COMMUNITYINCLUSIVITY

111

Giving Back to Society

CAPITAL
FinancialSocial and Relationship
MATERIAL ISSUES• Community investment
ACTIVITIES• Employee volunteerism• Disaster relief programmes• Awareness programmes• Diverse cultural celebrations
VALUE CREATED• Empowered and inclusive communities• Contribution to nation-building• Transformation 1: Education, Gender and Inequality• Transformation 2: Health, Well-being and
Demography• Transformation 6: Digital Revolution for Sustainable
Development

Sunway strives to contribute positively to communities in areas where it operates through impactful #SunwayforGood initiatives. We remaincommitted to enhancing the well-being of the underserved and underprivileged through empowering initiatives designed to foster thriving
communities. By investing in community inclusivity, we aspire to build trust and establish meaningful relationships with people around us.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

111

GIVING BACK TO SOCIETY
GRI 3-3, 203-1, 203-2, 413-1, 413-2

We are committed to giving back to society to empower individuals and inspirestories of hope and resilience. Through partnerships with non-profits, government
agencies, and local communities, our initiatives reflect a commitment beyond
profits. They are developed to drive sustainable development.

Making a positive impact on overIn 2023, Sunway Berhad contributed more

202,950 beneficiaries

RM7.82 million in community

thaninclusivity, encompassing:

Sunway employees dedicated more than

3,700 man-hours in volunteerism

To ensure inclusivity for all, our community initiatives are underpinned by the three pillars of#SunwayforGood, which provides a holistic approach in giving back to society:

EMPLOYEE VOLUNTEERISM
Our employees are encouraged to actively participate
in our community initiatives, as their contributions
will not only enhance job satisfaction but also boost
morale, enhance engagement, strengthen recruitment
and retention efforts and reinforce our branding.
Volunteerism plays a vital role in nurturing workplace
relationships, providing our employees with a greater
sense of belonging, identity and purpose.
Our #SunwayHeroes have been actively supporting
communities, aligning with the Group’s mission toreach out to the underprivileged through volunteerism.
This commitment continues in 2023 as our volunteers
actively participate in #SunwayforGood, fulfilling
their roles as members of Kelab Sosial Sunway andsupporting various initiatives.

Volunteer hours
2023
2022
2021

3,761
3,977

100,000

38,70075,0002020

50,00018,474

2019

7,612

2018
16,801

Our #SunwayHeroes have dedicated100,000

more than
man-hoursin volunteerism since 2015

COMMUNITY
ENRICHMENTHEALTHCAREEDUCATION

25,000

2017
2016
2015

4,521
3,535
3,725

IMPACT STORY

112#SUNWAYHEROES:STANDING AS A
FORCE
FOR GOOD
Written by:Ernest Chua
Sunway Group
Brand Marketing &Communications

In reference to Return on Value (ROV)* by:Professor Mahendhiran Nair
Pro-Vice Chancellor(Research Engagement and Impact)
Sunway University

Corporate social responsibility (CSR) has always been part of Sunway’s
DNA. We are committed to empowering the communities we serve nationwide
through #SunwayforGood, our pledge to do good and stand alongside
Malaysians, for good.
Whether building school libraries for indigenous communities, packing meals for food banks, orproviding aid to victims of natural disasters, our #SunwayHeroes have risen to the occasion, timeand again, across racial and religious lines to help those in their hour of need.
These selfless efforts are shining examples that reflect the true spirit of Sunway and reaffirm ourbelief that no corporation can live apart from the communities it serves.
SUNWAY’S CSR STRATEGYAt Sunway, our CSR initiatives under the #SunwayforGood umbrella champion long-term
partnerships and staff volunteer-driven initiatives in three areas of focus, namely education,
healthcare and community enrichment.
These three pillars align with the 17 United Nations Sustainable Development Goals (UN-SDGs),
adopted by all United Nations' member states in 2015. The UN-SDGs provide a shared blueprint
to address 17 interconnected global challenges for peace and prosperity for people and the planetby 2030.
*

For more information on Return on Value (ROV), please refer to Sunway Berhad's Sustainability Report 2022 (pg. 84 - 85)

Please scan
the QR code toread more about#SunwayHeroes:
Standing as a
Force for GoodINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

113#SUNWAYHEROES: STANDING AS A FORCE FOR GOOD
STAFF VOLUNTEERISM
One of the significant attributes of a purpose-driven organisation is the concerted
effort displayed and reinforced by senior management to inculcate a culture ofvolunteerism and the spirit of giving back to society among all staff throughcommunity volunteer programmes.
From an ROV standpoint, research suggests that high rates of volunteerism in
the workplace will not only directly benefit surrounding communities, but also
boost productivity, increase staff retention, improve engagement, engender loyalty,
as well as foster a sense of purpose and satisfaction among staff, contributing
towards a stronger organisational culture.
By engaging in hands-on volunteer work, our #SunwayHeroes gain a deeper
appreciation of the hardships faced by the less fortunate and marginalised sectorsof society while experiencing personal growth and forming lasting connections
with like-minded individuals.
Beyond Sunway’s staff, we also regularly invite residents, students, and people
who work around Sunway’s townships to join our CSR initiatives.
For instance, staff from Merck Malaysia, a tenant of Menara Sunway, participatedin our food distribution efforts during Raya Cheer upon learning about thiscommunity outreach programme through lift posters around the premises.

Alongside volunteers from Rise Against Hunger Malaysia, theSunway community comes together each year in a mission topack two million meals by 2024 for undernourished communities
nationwide.
OUR IMPACT
Sunway’s commitment to inculcating a work environment that fosters staff
volunteerism was recognised with a Gold award in the categories of “Excellence in
Employee Volunteerism” and “Employer of the Year” at the HR Excellence Awards
2023, a regional platform honouring best-in-class HR practices through a rigorous
peer-reviewed process by a jury of HR practitioners across Asia.
Our efforts to establish a culture that prioritises the value of community engagement
were also recognised with a Bronze award under “Excellence in CSR Strategy.”
In addition, Sunway also won Conglomerate of the Year for Community Well-being
Leadership at the Sustainability and CSR Awards 2023, endorsed by the Ministryof Women, Family and Community Development of Malaysia. Sunway is a six-timewinner of this coveted CSR award.

Taking home Gold for “Employer of the Year” and “Excellence in Employee
Volunteerism” at the HR Excellence Awards 2023
These accolades would not have been possible without the time and dedication of
our #SunwayHeroes. This spirit of volunteerism reflects our commitment towards
nation-building and the CSR mission to leave no one behind.
We are constantly ideating strategies to encourage greater involvement acrossall business divisions at Sunway. We also have programmes in the pipeline that
include volunteer onboarding, training, and education, which will further elevate
our volunteers’ experience.
WHAT’S NEXT?
Since its inception, our flagship CSR initiative, #SunwayforGood, has touched thelives of hundreds of thousands of beneficiaries. Underscored by Sunway’s corevalues and purpose-driven commitment, we aim to positively impact millions moreacross the country in the years ahead.
As we celebrate Sunway’s 50th anniversary in 2024, our #SunwayHeroes willcontinue to be an integral part of our corporate identity as a caring organisationthat does well by doing good.
Towards that end, Sunway is embarking on the final phase of a mission to fulfil
three pledges to mark our 50th anniversary: building and refurbishing 50 libraries
through the Sunway READ (Reading Enhances Aspiration and Drive) programme;
packing two million meals for undernourished communities; and providing basic
health screening in partnership with the National Kidney Foundation for 50 Orang
Asal communities as well as the underserved segments of society nationwide.

114

GIVING BACK TO SOCIETY
ENHANCING COMMUNITY HEALTHHEALTHCARE

Healthcare Awareness Events

The health and well-being of communities continue to be important
to Sunway. We strive to build vibrant, resilient and thriving
communities through initiatives aimed at enhancing their quality oflife and supporting their overall social and economic well-being.

Sunway Medical Centre has organised various activities
to raise awareness of a wide range of health issues.
International Women’s Day – The Fabulously
Powerful Celebration
Scoliosis Awareness Day 2023

SUPPORTING THE UNDERSERVED COMMUNITIESSupported the Malaysian AIDS Foundation (MAF)

Through Sunway HOPE (Health Outreach Programme for Everyone) Borneo Health Access
Programme (SHAPE) 2023, we sponsored MAF's initiative to provide medical care andcounselling for individuals suffering from HIV and to B40 community members in Sabah andSarawak.

RM1,000,000
Supporting the Needs of Cancer Patients

Sunway Healthcare Group launched its RM2.5 million Cancer Support Fund in October 2022.
As of 2023, it has provided free cancer screenings and subsidised treatments for over 650
beneficiaries.

>RM920,000

SunMed Carnival 2023
SunMed Paediatric Symposium 2023
Sunway Oncology and Palliative Care Symposium
2023
World Diabetes Day – Beyond Sugar: Fight the
Sweet Fight

RM196,430
Sunway Medical Centre (SMC) at Sunway City Kuala Lumpur Health CSR Events

SMC provided various complimentary workshops, health talks, health screenings to foster community
relations and create awareness through local community events.
Provided free health screening activities in conjunction with Raya open house at the Masjid AlAmin, Bandar Sunway.

Health Screening with the National Kidney Foundation

Sunway provided basic health screening to underserved communities, especially the Orang
Asal communities, in 25 locations across Malaysia. Over 1,000 benefitted from this programme.

Provided free health screenings and talks during the Program Intergenerasi organised by Kelab
Pusat Aktiviti Warga Emas (PAWE) Subang Jaya.

RM170,960

Provided comprehensive eye screening for 220 individuals during the Pesta Jom Sihat organisedby the Puchong Parliamentary Office.

Autsome 2023

Provided comprehensive eye screening for 40 individuals during the Merdeka Celebration Outreach
Programme organised by the Residents Association of PJS 9, Bandar Sunway and Pusat Khidmat
Masyarakat DUN Subang Jaya.

Sponsored Autsome Starter Kits for
B40 families and collaborated with the
Segambut Member of Parliament tocollect donations for four B40 families
with autistic family members.

Collaborated with Positive Healthy Ageing Programme to organise the Warga Emas Fest to educatesenior citizens and community on the effects of positive healthy ageing.

RM7,380

Complimentary workshops and health talks on new born infant care for about 50 pairs of newparents.

Health Screening Community Programme inpartnership with National Kidney Foundation

RM34,000INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

115

GIVING BACK TO SOCIETY
Sunway Medical Centre Velocity’s (SMCV)
Health CSR Events

SMCV provided a wide range of complimentary healthcare
services, including health checks, health advisory events,
ambulatory support, antenatal talks and parentcraft
workshops.

RM237,847

KNOW Diabetes Campaign 2023

Sunway Healthcare Group conducted the KNOW Diabetes
Campaign 2023 in conjunction with World Diabetes Day.

RM144,965
Free Dental Examinations and Treatments

Wisma Sunway collaborated with Jabatan Kesihatan Negeri
Selangor (JKNS), by sponsoring venue space for free dental
checkups and conducting 388 procedures.

Sponsorship to Malaysian Red Crescent’s 75th
Anniversary Fundraising Gala

Sunway contributed cash and five sets of dinner vouchers
the Gordon Ramsay Bar & Grill at Sunway Resort Hotel,
which were used as auction items to support the Malaysian
Red Crescent in their fund-raising effort. Funds raised will
go towards purchasing and maintaining ambulances anddisaster preparedness training in Kelantan.

RM25,000Sponsorship to World Cerebral Palsy Day Gala
Dinner 2023

We donated cash to the Johor Cerebral Palsy Association
which provides education, rehabilitation, and vocational
support for registered individuals with cerebral palsy.

RM50,000

Glow Nite Run organised by Yayasan Penyayang Iskandar Puteri

Tunku Laksamana Cancer
Foundation

We contributed funds to the Tunku Laksamana Cancer
Foundation, where the donation was channeled to cancer
fighters such as medical and surgery aid, milk for the
special needs and fares to hospitals.

RM50,000
Glow Nite Run

We have sponsored hotel vouchers, t-shirts and meals for
the Glow Nite Run event organised by Yayasan Penyayang
Iskandar Puteri.

RM10,350

BLOOD DONATION INITIATIVES
Sunway Velocity Mall and Sunway Carnival Mall organised
blood donation drives in collaboration with public hospitals
and other external NGOs to overcome blood supply
shortage.

2,982 bagsof blood were collected
through the blood donation
drive

Wisma Sunway and Sunway Geo Tower organised blood
donation events to help increase the national blood supply.
The initiatives were held in collaboration with the National
Blood Bank, Selangor State Health Department, Hospital
Tengku Ampuan Rahimah (HTAR) Blood Bank Unit andother external NGOs.

Over

160 bagsof blood were collected throughthe blood donation initiatives

116

GIVING BACK TO SOCIETYEDUCATIONAt Sunway, we are dedicated to nurturing future generations
by empowering society through educational initiatives. These
endeavours will shape the future of communities, promote individual
empowerment and contribute to the development of a thriving andresilient society.

BACK-TO-SCHOOL INITIATIVES
Sponsorship for B40 Students

We contributed essential educational materials for underprivileged students across various
schools. This equipped students from low-income families with the necessary resources topursue their education effectively and with confidence and dignity.
We provided school uniforms, shoes, school bags, and stationery to students from SK
Ladang Pendas, Johor and SJK (T) Ramathasar, Penang.
We collaborated with public hospitals, including Hospital Sultanah Aminah, Hospital Sultan
Ismail, Hospital Permai, and Klinik Kesihatan Mahmoodiah as well as some public hospitals
in Johor, to distribute school supplies to the hospital's patients and their children.

>RM73,000

Painting More Than Colours at SMK Seberang Jaya

SUPPORTING A CONDUCIVE LEARNING ENVIRONMENT
Painting More Than Colours

Sunway Carnival Mall contributed to the refurbishing and repainting of six classrooms in SMK
Seberang Jaya.

RM25,000Sponsored School Equipment

We have provided schools, primarily serving the B40 community, with resources aimed at enhancing
their learning experiences. For instance, we have donated a 65-inch Smart TV to SJK (T) Seaport,
benefiting 25 teachers and 352 students. We also purchased two units of LCD Projector, two units ofvisualiser and one unit of portable speaker for school teachers in SK Putrajaya Precint 18.

RM15,450
Contributed Items for Learning and Development at The National Autism Societyof Malaysia (NASOM) Centres
In collaboration with the Early Autism Project (EAP), Sunway Pyramid Mall contributed sensory toys,
furniture and stationery for autistic students at NASOM centres in Teluk Pulai, Gombak and Titiwangsa.

RM15,000INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

117

GIVING BACK TO SOCIETYKNOWLEDGE-ENHANCING INITIATIVESENCOURAGING LITERACY

Iskandar Malaysia EcoLife Challenge (IMELC)

Sunway Oxbridge Essay Competition 2023

Contributed funds to increase knowledge and awarenessamong students, teachers and the general public of theimportance of a Low-Carbon Society.

RM30,000
Donation to Pertubuhan
Pendidikan Perak

Rakan

Komuniti

Sunway contributed funds to the Pertubuhan Rakan Komuniti
Pendidikan Perak (PRKPP) which will be used to support
their educational programmes.

RM40,000

Sunway hosted its longest-running Sunway Oxbridge
Essay Competition in 2023 with a total of 3,280 student
participants. In the competition, Form 1 to Form 5 students
studying the Malaysian syllabus expressed their ideas andaspirations for a better Malaysia through their essays.

>RM245,600
Sunway READ (Reading Enhances Aspiration& Drive)

In partnership with Friends To Mankind, Sunway invested
in the setting up, refurbishment and purchase of new books
for 20 libraries in schools and orphanages with
B40 students.

RM200,000
Sunway hosted the longest-running Sunway Oxbridge Essay Competition
for students to express their ideas and aspirations

SUPPORTING THE UNDERSERVED COMMUNITIES
Sponsorship to the Selangor & Federal Territory Association
for the Mentally Handicapped (SAMH)

Sunway raised a cash sponsorship to offer education and training forindividuals with mental disabilities, both children and adults, and to support
them through the Early Intervention Programme.

RM10,000
Making Merry Moments Together

Sunway Velocity Hotel ran a campaign from 1 to 31 December 2023, wherewith every room booked through its website, RM1 would be donated to special
needs students of Sekolah Kebangsaan Pendidikan Khas, Jalan Peel. The
donations would be used to purchase essential school supplies for the children.

RM7,000
Setting up libraries in schools and orphanages through the Sunway READ program

118

GIVING BACK TO SOCIETY
FULFILLING THE DREAMS OF CHILDREN IN NEEDCOMMUNITY ENRICHMENT
Sunway continues to be committed to fostering strong relationships
with the communities it serves, encompassing those within its
townships and in the broader vicinity. In the year under review, we
executed these initiatives to enrich our community and support theirdiverse needs.

PROVIDING SUSTENANCE
Sunway Meal Pack-a-Thon with Rise Against Hunger

Sunway Lagoon Theme Park sponsored children from Rumah Charis and Rumah Perlindungan Nur
Qaseh to have a fun day trip at the theme park.
Sunway Lagoon Theme Park invited 100 children from Rumah KIDS and Pertubuhan Penjagaan
Anak Yatim Mary to join one of the biggest Deepavali celebrations in Malaysia.
Lost World of Tambun fulfilled Muhammad Hazin’s wish to visit the theme park. Hazin suffers fromthe Wiskott-Aldrich Syndrome, a genetic immunodeficiency that affects the production of platelets
by the bone marrow.

RM92,000

We packed 330,000 meals in all five states where Sunway businesses are located, including Selangor,
Kuala Lumpur, Johor, Perak, and Penang. The packed meals were a mix of rice, lentils, dehydrated
vegetables, and a flavouring mix containing 23 essential vitamins and minerals.

RM458,600

Fun day trip at Sunway Lagoon Theme Park

NURTURING COMMUNITIES’ LIVES
Kawasan Rukun Tetangga PJS 9
Sunway Meal Pack-a-Thon at Sunway Pyramid Mall

Sunway XFarms CSR Collaboration

In a CSR sponsorship campaign, we provided 100 bags of pesticide-free vegetables to needy
communities investing RM3,000. In another initiative, Sunway SILK (Seeding Inspiration via Leadershipand Knowledge) empowered 15 orphanages and homes to grow their own greens using a hydroponic
system, investing RM14,542 in this initiative.

>RM17,500

Provided cash contributions for the Urban Forestry Programme (Bird Sanctuary), sports tournamentand refurbishments to the public area to support the community needs of PJS 9.

RM20,000
Donation to Persatuan Orang Yang Amat Cacat Akal
Provided funds for the upkeep of their home.

RM25,000INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

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GOAL 3

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GIVING BACK TO SOCIETY

CONTRIBUTION TO NGOs/ASSOCIATIONS/BODIES
Selangor Youth Community

Sunway has sponsored venue facilities for Selangor YouthCommunity, our existing long-term partner, highlighting ourcommitment to supporting youth initiatives. This sponsorship
underscores our commitment to empowering the next
generation, especially by offering opportunities to youths
from marginalised and underprivileged communities, thus
supporting their social and economic well-being.

>RM397,900
Berita Kesatuan Pekerja Bomba dan Penyelamat
Semenanjung Malaysia and contribution to
Persatuan Bekas Polis Malaysia
Sponsored a one-page black and white advertisement in the
Berita Kesatuan Pekerja Bomba dan Penyelamat, Hari Bomba
2023 Issue. Contributed 10 wheelchairs to underprivileged
former police personnel in Selangor.

NATURAL DISASTER RELIEF EFFORTS
Bursa Malaysia

Contributed funds during Bursa Bull Charge 2023,
benefiting environmental-based NGOs /institutions.

RM30,000
Persatuan Pandu Puteri Malaysia

Donated funds to support Pandu Puteri Selangor in theircharity dinner for the Selangor Girl Guide Association.

RM10,000
Badan Kebajikan Kakitangan Melayu Dewan
Bandaraya Kuala Lumpur
Provided cash sponsorship for an advertisement space intheir bulletin.

RM8,000

Assistance for Flood Victims
		 Partnered with Malaysian Red Crescent Society, we donatedtoothpaste, tooth brush, shampoo, shower gel, pails, towels,sanitary pads, shavers, kitchen towels and sarongs to 3,150
beneficiaries during a flash food in Johor and Kelantan.
		Sunway City Iskandar Puteri, together with JPKK Kampung
Tiram Duku provided flood relief to their residents.

RM126,500
Flood Donation

Sunway Hotel Big Box aided flood victims in Segamat by
distributing essential items such as food and clothing.

RM2,000

RM9,990

Handover of wheelchairs to Persatuan Bekas Polis Malaysia

Donations were given to flood victims in Johor

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GIVING BACK TO SOCIETY
FESTIVE DELIGHTS FOR THE UNDERSERVED COMMUNITIESWe strive to contribute generously to the underprivileged and marginalised communities because they
may face challenges during festivities, and we want to ensure everyone can enjoy the celebrations.

CHINESE NEW YEAR
Chinese New Year CheerCHRISTMAS
Christmas CSR Donation

Sunway Pyramid Mall donated to Stepping Stones Living
Centre, a shelter that extends its facilities to a diverse range ofunderprivileged communities.

More than 200 children from eight orphanages in Perakwere given a treat – a day out at Sunway Lost World ofTambun (LWOT) with lunch, games and a Petting Zoo tour.
Groceries were also distributed to 200 families and eightorphanages.

Sunway Pyramid Mall also donated to the Hopes Malaysia Welfare Association to help rebuild
the bridge at Kampung Koung Malaam, Sabah. The bridge is the villagers’ access to essential
supplies in Kota Belud.

We also sponsored complimentary tickets to LWOT for 74
children from the Salvation Army Ipoh Children’s Homeand Pertubuhan Kebajikan Harapan Baru, in Perak.

Gifting for A Good Cause

RM7,000>RM101,960

Sunway Resort Hotel collaborated with Batik Boutique, a company that supports artisan
communities by providing training and job opportunities, to sell Christmas ornaments craftedfrom remnant upcycled batik materials. The proceeds were donated to Praise EmmanuelChildren’s Home.

Buy, Bloom & Bless>RM3,750

Sunway Velocity Mall organised a shopping spree for 100
underprivileged kids from four homes to purchase newclothes and shoes for Chinese New Year.

RM20,000

Shoebox Christmas

Sunway Medical Centre at Sunway City Kuala Lumpur collaborated with student volunteers
from Sunway University to distribute presents to the Trinity Community Children's Home.

RM3,200

DEEPAVALI
Deepavali Cheer

We treated 100 children from Malaysia Hindu Sangam
Skudai Council, Pusat Kebajikan Kalvari Teenagers &Boys Home, i-Care Community Centre, Bukit Indah PPR
Flats and Taman Sri Stulang PPR Flats to shopping for
Deepavali celebration, lunch and some fun games.

RM62,700
Deepavali CSR Donation to NASOM GroupHome

Sunway Pyramid Mall contributed furniture and household
appliances to the NASOM Group Home in Bandar Puteri.

RM10,000

Shoebox Christmas event for Trinity Community Children's Home

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

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121

GIVING BACK TO SOCIETY

RAMADAN AND HARI RAYA
Spreading Raya CheerIn the spirit of Raya, we engaged in a series of initiatives, including Bubur
Lambuk distribution at various locations, rice donations for ATM Beras, food
distribution to the homeless, distribution of Raya meals to homes and supplied
grocery kits to B40 families. More than 23,800 individuals benefitted from ourcollective efforts.

>RM308,000
Malaysian AIDS Foundation Raya Open House

Partnered with Malaysian AIDS Foundation to host Raya Open House for people living withHIV (PLHIV) and their family members, and sponsored Raya meals for 1,000 individuals.

RM25,000
Raya CSR

Sunway Velocity Hotel successfully collected donations from its staff to contribute towards
Rumah Amal Haruman Kasih, including Buka Puasa event, Raya outfits and other essentials.
Meanwhile, Sunway Velocity Mall provided training on soap and perfume making for 30
autistic kids from Pokokon Centre to equip them with soft skills. Sunway Citrine also procured
200 pieces scented candles specifically for the benefit of REACH Segamat Home, Johor.

RM5,700
Buka Puasa Events

Nearly 100 children and their caregivers from Rumah Penyayang Nur Iman, Pertubuhan
Rahoma Darul Fakir and Rumah Permata Hatiku were treated to a delicious Buka Puasa feast
at Sunway Putra Hotel. Similarly, Sunway Hotel Big Box arranged a Buka Puasa event for 70
children from Tahfiz Ar-Rayan and presented them with contributions. We also provided Buka
Puasa meals to the B40 Muslim community members who visited Masjid Al-Husna during
Ramadan.

470 beneficiaries

Spreading Raya Cheer to the underprivileged communities

122

GIVING BACK TO SOCIETY
SUNWAY FOOD BANK INITIATIVE
Sunway persists in the nation's largest food bank drive, the Sunway Food Bank initiative. Integral to Sunway’s commitment to addressing national food insecurity, this initiative encourages the public to actively
participate in promoting food sustainability. All contributions are directed through a network of food-access charities, ensuring that individuals in low-income areas have easy access to nutritious food.

Sponsorship of Groceries to B40 Communities

We partnered with NGOs and sponsored groceries for B40 communities during the festival seasons.

Deepavali initiatives covered
Johor and Selangor, benefitting more
than2,580 beneficiaries

Sunway Food Bank's
Raya Cheer initiatives impacted

11,920 beneficiaries

Donated RM100 worth of groceries tomore than 850 PLHIV

families in Selangor, Sabah and Sarawak
during Raya to ease their burden

We also supported the Great
Heart Charity Association’s
initiative by sponsoring

133 grocery boxes,
A special initiative, in collaboration with the Malaysian AIDS Foundation and Malaysian
Red Crescent Society, targeted
Kuala Lumpur

105 PLHIV families in Selangor andSponsored RM100 worth

40 familiesof groceries toin Taman Sembilang, Penang

showcasing a commitment tovarious communities throughstrategic collaborations andfestive initiatives

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

123

GIVING BACK TO SOCIETY
Groceries for the Orang Asli community

In line with the basic health screening by National Kidney Foundation,
we sponsored boxes of groceries worth RM80 each to:

100 Orang Asli community in Kedah
300 Orang Asli families in Gerik530 Orang Asli families in Kelantan, Johor and Selangor

RM72,300

We have also organised the Food Basket Programme for Orang Asli
Communities in Johor.

Sponsorship of Groceries during National Day Campaign
We partnered with Malaysian Red Crescent Society and sponsored

300 families in Johor with groceries worth RM100 each.

Groceries for the Families in Klang Valley’s PPR Flats

In collaboration with Kechara Soup Kitchen, we have sponsored

200 boxes of dry groceries worth RM100 each to theRM33,500

RM20,000

identified 200 families at PPR flats around Klang Valley.

Distribution of groceries for the Orang Asli community

124

GOAL 5UPHOLDING TRANSPARENCY AND
DELIVERING EXCELLENCE

125 Delivering Excellence throughTransparent Economic Practices
128 Inculcating a Strong Governance
CultureCAPITAL
FinancialSocial and RelationshipIntellectual
MATERIAL ISSUES• Brand and reputation• Capital allocation strategy• Company’s financial performance• Macroeconomic issues• Responsible and sustainable financing• Group Standard Operating Procedures• Innovation and technology
ACTIVITIES• Economic value generated and distributed• Sustainable investment and financing• Code of conduct and business ethics• Board policies• Corporate policies• Sustainability policies• Risk management• Cybersecurity and data governance
VALUE CREATED• Shared prosperity and robust economic growth• Equality in progress• Ethical society with integrity• Resilience against cyber risk

• Transformation 6: Digital Revolution for Sustainable
Development

We are committed to upholding transparency and delivering excellence to create sustainable value for the business and our stakeholders.
Upholding transparency is paramount in delivering on our commitment to ESG, as we stay true to our core value of Integrity to generate anddistribute value to our stakeholders. We inculcate a positive compliance culture and good corporate governance in all our business divisions,operations and activities, underpinning strong governance in all our business dealings to uphold peace, justice and strong institutions.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

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125

DELIVERING EXCELLENCE THROUGH TRANSPARENT ECONOMIC PRACTICESGRI 3-3, 201-1, 203-1, 203-2

The sustainability of our financial performance is vital to our ability to support long-term value creation and continue pursuing other sustainability agendas.
We are committed to transparency, which encompasses governance and the Group's overall performance, such as economic performance, ESG ratings, environmental
performance, community investment and employee well-being for the excellence of the Group.
BUILDING TRUST THROUGH COMMUNICATION
AND TRANSPARENCY
ESG is a data-driven disclosure mechanism serves as a guidefor organisations in making disclosures. We have aligned andbenchmarked our disclosures against global goals, local andglobal reporting frameworks, and ESG rating tools. We ensurethat we communicate our ESG disclosures to our stakeholders
transparently and address their priorities and concerns.
We build our stakeholders' trust through transparent disclosures,
which is reflected in the Group’s ESG scores in high-quality,
globally recognised and established ESG indices. These ratings
reflect our commitment to sustainability and serve as a tool forreflection and self-appraisal.

GENERATING ECONOMIC VALUE
As a responsible corporate citizen, we must provide job opportunities and promote economic growth in our communities. We arecommitted to building long-term resilience by optimising our assets and redistributing the wealth we generate among our stakeholders.
Our commitment to sustaining and achieving robust economic performance is reflected in the execution of our business strategy.
This involves keeping current with market trends, maintaining a robust balance sheet and positive cash flow and leveraging innovation andtechnology to meet customers’ evolving demands. We also proactively identify opportunities and mitigate risks pertinent to our operations
as we expand our market by diversifying into new geographical areas and demography.
In this context, Sunway continuously generates wealth and intangible value for our stakeholders in our commitment to creating asustainable future for all. In 2023, the Group posted a record-high revenue of RM6.1 billion since its listing in 2011.

ECONOMIC VALUE GENERATEDECONOMIC VALUE DISTRIBUTEDFor more information on our ESG ratings, please refer to page 16.

Employees (Salaries andother staff costs)

Government(Corporate taxation)

Providers of capital(Dividends)

Providers of capital(Finance costs)

Providers of capital(Minority interests)

Purchases of goods
and services

Reinvestment and growth(Depreciation andamortisation)

Reinvestment and growth(Income retained by theGroup)

RM878.8 million

Revenue

RM6.1 billion

RM321.5 million

RM117.8 million

RM141.4 million

For more information on the Economic Performance, please refer to Sunway Berhad's Integrated Annual Report 2023.

RM137.7 million

RM328.0 million

RM1,695 million

RM534.1 million

126

DELIVERING EXCELLENCE THROUGH TRANSPARENT ECONOMIC PRACTICESSUSTAINABLE FINANCING
Sustainable finance integrates ESG principles into bothbusiness decisions and investment strategies, addressing
a range of considerations related to climate change andlabour practices. This approach empowers companies
to operate in a socially and environmentally responsible
manner, taking into account the potential impact of ESG
issues on the organisation and its stakeholders whenseeking financing for growth or expansion.
According to the World Bank, Green, Social, Sustainability
and Sustainability-linked debt issuance now totals
US$4.7 trillion as of September 2023, where theASEAN+3 market has an 18.9% market share. Globallygreen bonds comprise more than 60% of the debt market
with corporations outpacing governments in total debt
outstanding1,2.
In Malaysia, we continue to see an upward trend insustainable financing as both financiers and corporations
are actively collaborating in establishing financing or loan
programmes that are directly linked to the sustainability
performance of the company or specific projects. For
Sunway Berhad, we have continued to collaborate withfinancial institutions to explore sustainability-linked loan
or financing for our projects, and to enable stakeholders
to participate in our sustainability journey.

EXISTING PROGRAMMESSUSTAINABILITY-LINKED LOAN (SLL)In 2022, Sunway Treasury established a sustainability-linked loan (SLL) with Sumitomo
Mitsui Banking and subscribed to a sustainability-linked treasury programme with CIMB Bank
Berhad. The sustainability performance targets (SPTs) set for these programmes include
Building Energy Intensity (BEI) reduction and increasing renewable energy generation.
The Key Performance Indicator (KPI) set for energy efficiency is to reduce the Building Energy
Intensity (BEI) to 288 kWh/m2/year. The BEI performance for 2023 was 291* kWh/m2/year.
Meanwhile, the KPI for renewable energy generation was 11 GWh, and we met the target set
with 12 GWh of renewable energy generation from solar PV panels.

KEY PERFORMANCE INDICATORSENERGY EFFICIENCY
Building Energy Intensity (BEI)
reduction
RENEWABLE ENERGY
Increase annual renewable energy
generation* The BEI is derived based on selected properties for the SPTs.

SUSTAINABILITY SUKUK
Sunway Healthcare Treasury and Sunway South Quay
launched the sukuk wakalah programme and established a
Sustainable Financing framework in 2022. The Malaysian
Ratings Corporation (MARC) Assessment has assigned both
frameworks a 'Gold'.

Gold

Following the establishment of the sukuk wakalahprogramme, Sunway South Quay has issued a total of

RM250 million.

Note: The amount of issuance is as of March 2024.

COLLABORATION WITH FINANCIAL INSTITUTIONS
1Green, Social, Sustainability, and Sustainability-Linked(GSSS) Bonds Market Update:		
https://thedocs.worldbank.org/en/doc/
dc1d70af2c45cb377ed3ee12b27399d4-0340012024/
original/GSSS-Quarterly-Newsletter-Issue-No-6.pdf
2

Recent Development in ASEAN+3 Sustainable Bond
Markets:		https://asianbondsonline.adb.org/documents/abm/abm_
mar_2022_recent_developments_asean3_sustainable_bond_markets.pdf

In 2022, Sunway Property inked memoranda ofunderstanding with Public Bank Berhad and Standard
Chartered Bank Malaysia, where customers thatpurchase our green-certified properties are entitledto apply for special sustainable financing from thebanks, which includes preferential end-financing
pricing and fast lane approval.

Sunway Group has partnered with UOB Malaysia to work towards a shared
mission to achieve net zero carbon emissions by 2050

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 5

GOAL 4

APPENDICES127

DELIVERING EXCELLENCE THROUGH TRANSPARENT ECONOMIC PRACTICESNEW (2023)
SUSTAINABILITY SUKUK IMPACT SUMMARY
Sunway South Quay
Sunway Treasury expanded the SLL withStandard Chartered Bank. The SPTs set include
increasing renewable energy generation andincreasing average learning and development
hours for employees.

KEY PERFORMANCE INDICATORS

Description of
No. eligible project

RENEWABLE ENERGY
Increase annual renewable energy
generation
EMPLOYEE TRAINING HOURS
Increase the average learning anddevelopment hours of employees

Location

Type ofutilisation
Status of(New project / eligible
Refinancing)project

1

Sunway Square Office Tower 2

Sunway City New project
Under• LEED – Gold
Kuala Lumpur
construction • GreenRE- Platinum(Provisional
Cert)

RM200
million2

Sunway Square University Campus

Sunway City New project
Under
GreenRE –Kuala Lumpur
construction Gold
(Provisional
Cert)

RM50
millionSilverSunway Property launched a Sustainable Financing Framework for Sunway
Velocity Three – a 5.5 acre residential leasehold development with a GDV of
RM1.2 billion. The proceeds will be channelled to eligible projects which will
be evaluated against criteria listed in the framework. MARC has assigned theframework a ‘Silver’ assessment.

In 2023, Sunway Property partnered with Alliance Bank, adding to existing
collaborations with Public Bank and Standard Chartered Bank that were
established in 2022.
Sunway and UOB Malaysia Ink Partnership to Advance Net Zero Goal
Sunway Group inked a memorandum of understanding with UOB Malaysia
to collaborate in reaching our shared mission of net zero carbon emissions
by 2050. This collaboration will see Sunway and UOB Malaysia leveraging
each other’s strengths and expertise to integrate sustainable financing
solutions, infrastructure and technologies into Sunway’s various businessdivisions. These include joint capacity-building programmes and workshops
to facilitate and to scale sustainability initiatives for tenants, lessees,and suppliers providing sustainability financing solutions to jumpstartinvestments into more sustainable infrastructure; as well as to address
Scope 3 emissions.

Greencertification

Amountallocatedfor eligible
project

Total amount allocated for eligible projects

RM250 million

Note: The amount allocated is as of March 2024.

SUSTAINABILITY IMPACTS
Energy efficiency• LED lighting and motion sensor control
lighting• Energy-efficient lifts and escalators• Renewable energy• Centralised chiller plants - District Cooling
SystemWater efficiency• Low-flow sanitary fittings• Rainwater harvesting system for irrigation• Water usage and leak detection monitoring
systemIndoor environmental quality• Low-VOC paint for interior walls and ceilings• Air filtration media provisions for AHUs

Environmental practices• Sustainable products - Green Tag-certified/
Eco Label• Sustainable practices during construction andoccupancy stage• Accessibility and connectivity to facilities andpublic transport

128

INCULCATING A STRONG GOVERNANCE CULTURE
GRI 2-19, 2-23, 2-24, 2-27, 3-3, 205-1, 205-2, 205-3, 206-1, 406-1, 418-1

We epitomise respect for ethical principles as the foundation of our organisation.
Ethics and integrity are infused throughout our corporate culture, shaping ouractions and interactions at every level. To this end, we remain guided by ourGroup Standards Operating Procedures and leverage innovation and technology
as enablers in good governance practices.
ESTABLISHING GOOD GOVERNANCE
Sunway is committed to all relevant laws and regulations governing its business activities. Robust
group standards and operational procedures are in place to ensure the consistent practice of ethicalbusiness conduct in our daily operations. Failing to put in place standardised operating procedures
poses potential financial, legal, and operational risks, impacting the long-term growth of the business.
Our approach to good governance is guided by the Group’s Code of Conduct and Business Ethics, whichsets high standards for ethics embedded throughout the organisation. Employees are continuously
reminded of and expected to abide by the principles outlined in the Code of Conduct and Business
Ethics in their day-to-day tasks, corporate relationships, and business transactions. Sunway’s Codeof Conduct and Business Ethics Policy serves as the Group’s overarching standards and practices
related to sustainability, health and safety, anti-corruption measures, anti-bribery initiatives, nondiscrimination, and compliance with internal controls and procedures.

To effectively mitigate bribery, corruption, and fraud, we have a set of systems aligned with the Code of
Conduct and robust corporate policies on bribery, corruption, money laundering, and whistleblowing.
We maintain a zero-tolerance approach for all forms of bribery and corruption, as stated in theAnti-Bribery and Corruption (ABC) Policy. This policy is communicated to Senior Management andemployees through diverse channels, including various platforms, induction programmes, and our
corporate website. Comprehensive training on the ABC Policy is also delivered group-wide throughonline learning platforms and mandatory e-modules. This ensures that our employees thoroughly
understand the different facets of bribery, promote compliance with anti-bribery and anti-corruption
laws and instil a culture of integrity across Sunway.
Sunway Berhad Anti-Bribery and Corruption Policy:
https://www.sunway.com.my/wp-content/uploads/2021/12/Sunway-Anti-Bribery-and-Corruption-Policy.pdf

In 2023,

95.8% of employees received training on anti-corruption

The Board has oversight of the ABC Policy and is supported by an Anti-Bribery and Corruption
Task Force, which ensures the proper implementation of anti-bribery and corruption policies andprocedures, reinforcing our business against all forms of corruption and bribery.

Sunway Berhad Code of Conduct and Business Ethics Policy:
https://ir2.chartnexus.com/sunway/doc/cg/CCBE%20Policy_Final.pdf

ANTI-BRIBERY, CORRUPTION AND FRAUD

85%

of operations assessed
for corruption-relatedrisks.

There wasone reported
incidentof corruption andfraud in the year underreview.

No
employees

were disciplined or
dismissed due to noncompliance with the
ABC Policy.

To ensure anti-bribery and corruption is entrenched across the Group, our business divisions
submit quarterly reports on bribery and corruption risk assessments to Group Internal Audit (GIAD).
Additionally, since 2021, GIAD initiated an ongoing bribery and corruption risk assessment across all
business divisions and functional departments. Sunway employees are expected to uphold the highest
standards of business ethics and professionalism. They conduct themselves with integrity in theirindividual roles to mitigate any legal risks, fines, or penalties that may adversely impact our business.
The GIAD, per its fraud response plan and procedure, is tasked with reporting and addressing all casesof alleged fraud to prevent fraudulent activities within the organisation.
In 2023, we had one incident of bribery reported involving a supplier and a staff. Upon becoming awareof the incident, a thorough investigation was immediately conducted, and all our findings were reported
to the Malaysian Anti-Corruption Commission (MACC) for further action. The supplier in question has
been banned from all business dealings with Sunway. The staff involved is no longer with the company.
At Sunway, we firmly reiterate our zero-tolerance stance for all forms of bribery and corruption. Goingforward, we will continue to enforce compliance with anti-bribery, corruption and fraud regulations andpolicies among all vendors and employees through continuous reminders, awareness and training.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

129

INCULCATING A STRONG GOVERNANCE CULTURE
SAFEGUARDING CYBERSECURITY AND DATA PROTECTION

POLICIES
BOARD POLICIES• Economic Sanctions Compliance Policy• External Auditors Policy• Fit and Proper Policy• Policy on Selection and Assessment ofMembers of the Board of Directors andBoard Composition• Remuneration Policy for Directors andSenior Management
CORPORATE POLICIESSUSTAINABILITY POLICIES• Biodiversity Policy• Green Building Policy• Green Township Policy• Group Sustainability Policy• Group Occupational Health, Safety
and Environment Policy• Human Rights Policy• Sustainable Events Management Policy• Sustainable Procurement Policy• Water Management Policy• Anti-Bribery and Corruption (ABC) Policy• Anti-Money Laundering Policy• Diversity and Inclusion Policy• Whistleblowing Policy & Procedure

Our Policies:
https://www.sunway.com.my/investor-relations/corporate-governance/

RISK MANAGEMENT
We are committed to mitigating unforeseen risks and to prevent financial loss protect our business and reputation.
A robust risk management plan empowers us to identify and mitigate risks, reduce costs, and enhance theCompany’s reputation. In this context, we are guided by a resilient risk management framework aligned with
the ISO31000:2018 Risk Management Guidelines. This framework incorporates Enterprise Risk Management(ERM) into key business activities, initiatives, and processes to identify and address risks that may impact ourorganisation and stakeholders.
Our comprehensive Group-wide approach to non-compliance procedures allows us to scrutinise and address
any identified instances of non-compliance, providing detailed reports on confirmed claims or incidents. We also
ensure that the Board and our employees stay informed about the Group’s goals, targets, and policies through our
corporate website, training sessions, and induction programmes.
For more information on Enterprise Risk Management, please refer to Sunway Berhad’s Integrated Annual Report 2023.

In our competitive industries, staying relevant necessitates adopting innovation andtechnology to fulfil changing needs. These elements provide a competitive edge andposition us at the forefront of sustainable development. Our approach involves leveraging
digitalisation to enhance business operations and meet customer needs. This improves
performance and facilitates enhanced data collection, accelerates productivity, reduces
operational costs, and enables us to respond swiftly to evolving market demands. Although
digitalisation serves our objectives, it also exposes us to cyber risks. Thus, we have
implemented robust mitigation measures to build cyber resilience within the organisation.
To safeguard our data and systems, we fully comply with the Personal Data Protection Act
2010, as stated in the Sunway Compliance Manual. We remain vigilant in implementing
effective risk management to monitor cybersecurity and identify potential gaps in oursystem. Sunway’s cybersecurity controls are overseen by the Group Chief Information
Officer (CIO) at Sunway Digital Hub, a member of the PIKOM CIO Chapter and PIKOM
Cybersecurity User Group. The Group Chief Information Security Officer (CISO) informs
the Board about the latest cybersecurity implementations and strategies.
Sunway Digital Hub holds the ISO 27001:2013 certification, an international standard forInformation Security Management System (ISMS) standard. This underscores Sunway’s
commitment to maintaining security across its business. The global standard equips us witha framework for legal, physical, and technical controls in information risk management.
To ensure adequate information security, Sunway Group Cybersecurity conducts regularassessments, phishing simulations, and an annual disaster recovery simulation test to
thoroughly examine the effectiveness of each step in the disaster recovery plan. Sunway
Digital Hub undergoes internal and external audits, as required by ISO 27001:2013,
ensuring progress aligns with the planned objectives.
Beyond these measures, we prioritise
cultivating a culture of cyber risk and dataprotection awareness. We ensure that
our employees are informed about cyberthreats through monthly newsletters,
and training is provided via an online
learning platform. Employees can directly
report cybersecurity incidents to Group
Cybersecurity.

In 2023,

ZERO reported cases of cybersecurity

breachesZERO

reported cases of customer
privacy breaches or loss of customer data

IMPACT STORY

130

BEYOND
FIREWALLS
Written by:
Jane Lee
Sunway Group
Brand Marketing &Communications

Please scan the
QR code to readmore about Beyond
Firewalls

Contributed by:Michael Louis Singh
Sunway Group Cybersecurity

With the digital economy set to contribute to over a quarter of Malaysia’s grossdomestic product (GDP) by 2025, safeguarding against evolving cyber threats
becomes imperative. Malaysia faces an increasing risk of cyberattacks, ranking
among the top three countries in ASEAN for phishing incidents, according tocybersecurity provider Kaspersky Asia-Pacific.
Alarming statistics reveal a 50% or more rise in cybersecurity incidents reported by one-thirdof Malaysian organisations, as stated in Palo Alto Networks' “The 2023 State of Cybersecurity
ASEAN” report. In 2023 alone, over 32,000 cybercrime cases in Malaysia resulted in RM1.13
billion in financial losses, emphasising the urgency of addressing these challenges.
Digitalisation has revolutionised the world in numerous ways that were undreamt of, especiallyin the last decade. Alongside the innate ability to access the world with a simple touch or aclick, it has placed huge question marks on our safety in the cyber world, more so towards large
conglomerates or corporations harnessing large volumes of data through their businesses.
At Sunway, we recognise the risks – as well as the duty to secure data across our 13 businessdivisions against cyber threats and hackers. In response, we have put together a dedicatedcybersecurity team that continuously cultivates a positive cybersecurity culture throughout
the organisation, enhance our cybersecurity posture, as well as develop information security
programmes to minimise cybersecurity risks.
Addressing cybersecurity vulnerabilities aligns with our commitment to achieving the United
Nations Sustainable Development Goal (UN-SDG) 9, which focuses on "building resilient
infrastructure, promoting inclusive and sustainable industrialization, and fostering innovation."

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES131

BEYOND FIREWALLS
Only when our digital infrastructure networks are resilient and optimised can we
be well-poised to seize economic opportunities in the digital economy.
MANAGING THREATS FROM WITHINAs the adage goes, a chain is only as strong as its weakest link.
Similarly, an organisation’s cybersecurity measures are only as good as its firstline of defence – its people.
To strengthen our first line of defence, our staff undergoes an annual phishing
simulation exercise. This not only identifies knowledge gaps but also ensures that
our team remains vigilant against potential threats. Staff who respond to phishingemails must attend awareness courses that address specific areas of improvement
based on their risk profiles.
Introduced in 2023, Sunway’s Cybersecurity Portal functions as an awarenessmaterial hub. Here we gather the latest know-how, tools, and best practices,
enabling our staff to proactively keep abreast of the latest cybersecurity information
implemented across the Group.
This is part and parcel of our goal to create a culture of continuous learning andcybersecurity vigilance - in line with UN-SDG Goal 4 to “ensure inclusive andequitable quality education and promote lifelong learning opportunities for all”.
Besides using monthly newsletters, email blasts, and quizzes to createcybersecurity awareness, Sunway is introducing new data governance andprivacy initiatives, including mandatory staff training, bite-sized training videos,
Data Privacy Impact Assessments, and implementing privacy by design principles
and the introduction of AI Ethics.
STRENGTHENING SUNWAY’S CYBER DEFENCES
Beyond awareness, we are enhancing our ability to predict, prevent, and respond to
cyber threats. Automation has streamlined our cybersecurity measures, ensuring
compliance with ISO 27001, a globally recognised standard for information
security management.
How will we fare in the face of cyber threats? To assess our readiness, we conductdisaster recovery plans and simulations, allowing business divisions to identify
vulnerabilities and finetune their incident response procedures in preparation for
future cyberattacks.

To enhance data security at the operational level, our compliancestandards adhere to industry-recognised guidelines, suchas the ISO27001: 2013 Information Security
Management Standard.
Additionally, we reference the Cloud Security Alliance as a guiding framework forbusiness divisions heavily reliant on cloud services. Providing a bird’s eye viewof our cybersecurity measures, the Sunway’s Cybersecurity Portal aims to offer
real-time risk profile, security incidents and compliance status.
This dashboard allows our business divisions to promptly identify and rectify
potential security weaknesses, as well as proactively detect and mitigate
cybersecurity threats.
In a world where digital interactions dominate, everyone has a role in safeguarding
data privacy and cybersecurity. Through our initiatives, we hope to create a sharedsense of responsibility and foster a culture of vigilance and resilience throughout
our organisation in this realm.
Like sentries standing guard around a fortress, each staff member plays a crucialrole in upholding constant cyber awareness. This collective effort safeguards our
privacy and assets and also ensures a secure and conducive workspace, whether
at home or in the office.
We want to create a shared sense of responsibility and foster a culture of vigilance
and resilience throughout our organisation in cybersecurity.

132

APPENDICES

133 Bursa Malaysia's Common and
Sector-specific Indicators
137 Key Performance Indicators
162 Restatements
163 Membership in Associations
166 GRI Content Index
174 Assurance Statements
176 Abbreviations
178 Reducing the Environmental Impactof this ReportINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

APPENDICESGOAL 5133

BURSA MALAYSIA'S COMMON AND SECTOR-SPECIFIC INDICATORSAs part of the Main Market Listing Requirements, we have reported our ESG disclosures in line with Bursa Malaysia's enhanced Sustainability Reporting Guide, 3rd Edition.

Indicator

Measurement Unit

2021

2022

2023

Bursa C1(a) Percentage of employees who have received training on anti-corruption by employee
category

Percentage

100%

100%

95.8%

Bursa C1(b) Percentage of operations assessed for corruption-related risks

Percentage

100%

100%

85%

Bursa C1(c) Confirmed incidents of corruption and action taken

Number00

1

214,000,000.00

6,290,000.00

7,820,000.00

85,860202,950

Bursa (Anti-corruption)

Bursa (Community/Society)Bursa C2(a) Total amount invested in the community where the target beneficiaries are external
to the listed issuer

MYR

Bursa C2(b) Total number of beneficiaries of the investment in communities

Number

94,500Executives Below 30 years old

Percentage

16.00

22.00

19.00

Executives Between 30 to 40 years old

Percentage

18.00

20.00

22.00

Executives Between 40 to 50 years old

Percentage

9.00

10.00

10.00

Executives More than 50 years old

Percentage

5.00

5.00

4.00

Non-executives Below 30 years old

Percentage

27.00

19.00

20.00

Non-executives Between 30 to 40 years old

Percentage

14.00

14.00

14.00

Non-executives Between 40 to 50 years old

Percentage

7.00

6.00

7.00

Non-executives More than 50 years old

Percentage

5.00

4.00

4.00

Bursa (Diversity)
Bursa C3(a) Percentage of employees by gender and age group, for each employee category
Age Group by Employee Category

Gender Group by Employee Category
Executives Male

Percentage

17.00

19.00

18.00

Executives Female

Percentage

32.00

37.00

37.00

Non-executives Male

Percentage

30.00

26.00

25.00

Non-executives Female

Percentage

21.00

17.00

20.00

Bursa C3(b) Percentage of directors by gender and age group
Male

Percentage

70.00

60.00

60.00

FemalePercentage

30.00

40.00

40.00

Between 40 to 50 years old

Percentage

10.00

10.00

10.00

More than 50 years old

Percentage

90.00

90.00

90.00

Notes:
1. Figures stated may not add up due to rounding of decimals.
2. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

Internal assurance

External assurance

No assurance(*)Restated

134

BURSA MALAYSIA'S COMMON AND SECTOR-SPECIFIC INDICATORS

Indicator

Measurement Unit

2021

2022

2023

Megawatt

497,713.00

622,620.00

875,618.00

Number1

0

0

Bursa (Energy management)
Bursa C4(a) Total energy consumption
Bursa (Health and safety)
Bursa C5(a) Number of work-related fatalities
Bursa C5(b) Lost time incident rate ("LTIR")
Bursa C5(c) Number of employees trained on health and safety standards

Rate

0.09

0.26

0.59

Number

2,443

9,181

6,524

Bursa (Labour practices and standards)
Bursa C6(a) Total hours of training by employee category

Hours

Senior Management (EG9 & above)

Hours

3,749

6,204

11,358

Manager and Senior Manager (EG5-8)

Hours

20,01534,68553,027

Senior Executive and Assistant Manager (EG3-4)

Hours

32,21562,19173,929

Executives (EG1-2)

Hours

62,267

121,120

126,729

Others (Executives)

Hours

0

0

2

12.00

5.00

6.00

Bursa C6(b) Percentage of employees that are contractors or temporary staff

Percentage

Bursa C6(c) Total number of employee turnover by employee category
Senior Management (EG9 & above)

Number12

26

16

Manager and Senior Manager (EG5-8)

Number

85

142

135

Senior Executive and Assistant Manager (EG3-4)

Number

202

317

306

Executives (EG1-2)

Number

515

698

637

Non-executives

Number

750

1,453

1,011

Number0

0

0Percentage

95.00

93.00

85.00

Number1

0

0

Megalitres

3,312.279000

4,587.949000

5,256.734000

Bursa C6(d) Number of substantiated complaints concerning human rights violations
Bursa (Supply chain management)
Bursa C7(a) Proportion of spending on local suppliers
Bursa (Data privacy and security)
Bursa C8(a) Number of substantiated complaints concerning breaches of customer privacy andlosses of customer data
Bursa (Water)
Bursa C9(a) Total volume of water used

Note:
1. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

Internal assurance

External assurance

No assurance(*)RestatedINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

APPENDICESGOAL 5135

BURSA MALAYSIA'S COMMON AND SECTOR-SPECIFIC INDICATORS

Indicator

Measurement Unit

2021

2022

2023
20,182.00

Bursa (Waste management)
Bursa C10(a) Total waste generated

Metric tonnes

13,061.00

18,054.00

Bursa C10(a)(i) Total waste diverted from disposal

Metric tonnes

498.00722.001,584.00

Bursa C10(a)(ii) Total waste diverted to disposal

Metric tonnes

12,563.00

17,332.00

18,597.00

Bursa C11(a) Scope 1 emissions in tonnes of CO2e

Metric tonnes

50,255.00

56,596.00

104,355.00

Bursa C11(b) Scope 2 emissions in tonnes of CO2e

Metric tonnes

53,570.00

70,696.00

188,898.00

Bursa C11(c) Scope 3 emissionsa in tonnes of CO2e (at least for the categories of business

Metric tonnes

51,367.00

75,376.00

125,940.00

Category 1: Purchased goods and services

tonnes CO2e

-610

-455

-1,457

Category 2: Capital goods

tonnes CO2e

0

0

0

Category 3: Fuel- and energy- related activities

tonnes CO2e

0

0

0

Category 4: Upstream transportation and distribution

tonnes CO2e

0

0

0

Category 5: Waste generated in operations

tonnes CO2e

5,767

7,955

9,704

Category 6: Business travel

tonnes CO2e

2,071

1,210

2,883

Category 7: Employee commuting

tonnes CO2e019,231

10,843Category 8: Upstream leased assets

tonnes CO2e

0

0

0

Category 9: Downstream transportation and distribution

tonnes CO2e

0

0

0

Category 10: Processing of sold products

tonnes CO2e

0

0

0

Category 11: Use of sold products

tonnes CO2e

0

0

0

Category 12: End-of-life treatment of sold products

tonnes CO2e

0

0

0

Category 13: Downstream leased assets

tonnes CO2e43,52946,979102,510Category 14: Franchises

tonnes CO2e

0

0

0

Category 15: Investment

tonnes CO2e

0

0

0

N/A

0

0

0

Bursa (Emissions management)

travel and employee commuting)

Bursa (Emissions - Air Quality/Pollution)b
Bursa S4(a) Amount of air emissions of pollutants and particulate matter

Notes:
1. Figures stated may not add up due to rounding of decimals.
2. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.
a
Emissions from Category 1 is stated as avoided emissions due to the reduced purchase of goods compared to the previous year as well as the purchase of more sustainable products which are FSC and PEFC-certified. The
emissions for Category 14 and 15 are not applicable to Sunway Berhad, meanwhile the other categories with no values are in the midst of review for disclosure.
b
Sector-specific indicator S4(a) is not applicable to Sunway Berhad. We monitor these parameters according to the Environmental Quality Act 1974.

Internal assurance

External assurance

No assurance(*)Restated

136

BURSA MALAYSIA'S COMMON AND SECTOR-SPECIFIC INDICATORS

Indicator

Measurement Unit

2021

2022

2023

805,170.00

Bursa (Materials)
Bursa S5(a) Total weight or volume of materials that are used to produce and package products
and services
Property Development - Concrete

Metric tonnes

165,300.00

221,133.00

Property Development - Formwork

Metric tonnes

17,650.00

831.001,013.00

Property Development - Reinforced bars

Metric tonnes

186,800.00

2,793,658.00

842,489.00

Building Materials - Coarse sandTonnes73,245.00

123,279.00

145,697.00

Building Materials - Rubber rings

Pieces623,099

623,481625,785

Building Materials - Packing materials

Pieces299,534

330,191

336,548

Quarry - Bitumen Metric tonnes

Metric tonnes

104,664.00

93,259.00

97,012.00

Quarry - Aggregates

Metric tonnes

1,611,4430.00

1,201,518.00

1,465,488.00

Kilograms

1,004,280.00

1,315,033.00

2,172,530.00

Bursa S6(a) Percentage of new suppliers that were screened using environmental criteria

Percentage

100.00100.00100.00Bursa S6(b) Number of suppliers assessed for environmental impacts

Number

0

0

2,233

Bursa S7(a) Percentage of new suppliers that were screened using social criteria

Percentage

100.00100.00100.00Bursa S7(b) Number of suppliers assessed for social impacts

Number

0

0

2,233

N/A

0

0

0

Quarry - Fibre
Bursa (Supply Chain (Environmental)/Supplier Environmental Assessment)

Bursa (Supply Chain (Social)/Supplier Social Assessment)

Bursa (Effluents)a
Bursa S8(a) Total volume of water (effluent) discharge over the reporting period

Notes:
1. Figures stated may not add up due to rounding of decimals.
2. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.
aSector-specific indicator S8(a) is not applicable to Sunway Berhad. We monitor these parameters according to the Environmental Quality Act 1974.

Internal assurance

External assurance

No assurance(*)RestatedINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES137

KEY PERFORMANCE INDICATORSGRI 2-4

Sunway Berhad aligns its sustainability performance data with the three pillars of the World Economic Forum’s International Business Council: Principles of Governance, Planet, and People. The accuracy ofthe 2023 data within this section has been reviewed by our Internal Audit Department as well as SIRIM QAS International Sdn Bhd. We have restated some of the figures from 2019 to 2022 under the Planet
and People pillars.
For more information on Restatements, please refer to page 162.

PLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

tonnes CO2e

49,06541,91547,70555,557

101,559

tonnes CO2

48,916

41,76347,53055,356

101,266
122

Emissionsi. GHG Emissions
Scope 1Company facilities

Company vehicles

Scope 1 Subtotal

tonnes CH4

63

52

65

76

tonnes N2O

86

100

110

125

171

tonnes CO2e

36

3,617

2,550

1,039

2,796

tonnes CO2

36

3,567

2,511

1,030

2,760

tonnes CH4

0.1

0.9

0.5

0.4

0.8

tonnes N2O

0.1

49

38

9

35

tonnes CO2e49,10145,53250,25556,596104,355

tonnes CO2

48,95245,33050,041

56,386

104,026

tonnes CH4

63

53

65

76

123

tonnes N2O

86

149

148

134

206

Scope 2
Purchased electricity

tonnes CO2e

48,77043,07853,57070,696

188,898

tonnes CO2

48,77043,07853,57070,696

188,898

tonnes CO2e

48,77043,07853,57070,696

188,898

tonnes CO2

48,77043,07853,57070,696

188,898

Category 1: Purchased goods and services

tonnes CO2e

-

-

-

-

-

Category 2: Capital goods

tonnes CO2e

-

-

-

-

-

Category 3: Fuel- and energy- related activities

tonnes CO2e

-

-

-

-

-

Category 4: Upstream transportation and distribution

tonnes CO2e

-

-

-

-

-

Category 5: Waste generated in operations

tonnes CO2e

8,637

5,622

5,767

7,955

9,704

Scope 2 Subtotal
Scope 3

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

138

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

Scope 3 (continued)
Category 6: Business Travel

tonnes CO2e

2,572

3,121

2,071

1,210

2,883

tonnes CO2

2,075

2,448

1,612

1,168

2,336

tonnes CH4

2

4

3

2

4

tonnes N2O

14

6

4

7

10

Category 7: Employee commuting

tonnes CO2e

-

-

-

19,231

10,843Category 8: Upstream leased assets

tonnes CO2e

-

-

-

-

-

Category 9: Downstream transportation and distribution

tonnes CO2e

-

-

-

-

-

Category 10: Processing of sold products

tonnes CO2e

-

-

-

-

-

Category 11: Use of sold products

tonnes CO2e

-

-

-

-

-

Category 12: End-of-life treatment of sold products

tonnes CO2e

-

-

-

-

-

Category 13: Downstream leased assets

tonnes CO2e39,21836,722

43,52946,979102,510

tonnes CO2

39,21836,722

43,52946,979102,510Category 14: Franchises

tonnes CO2e

N/A

N/A

N/A

N/A

N/A

Category 15: Investment

tonnes CO2e

N/A

N/A

N/A

N/A

N/A

Scope 3 Subtotal

tonnes CO2e50,42745,46551,36775,375125,940

tonnes CO2

41,29339,17045,142

48,147

104,846

tonnes CH4

2

4

3

2

4

tonnes N2O

14

6

4

7

10

Overall GHG Emissions
Scope 1 and 2

Scope 1, 2 and 3

tonnes CO2e

97,871

88,610103,825

127,292

293,253

tonnes CO2

97,722

88,408103,611

127,082

292,924

tonnes CH4

63

53

65

76

123

tonnes N2O

86

149

148

134

206

tonnes CO2e148,298

134,075

155,192

202,667

419,194

tonnes CO2

139,015

127,578

148,752

175,229

397,770

tonnes CH4

65

57

68

78

126

tonnes N2O

100

155

152

141

216

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.
4. Scope 3 emissions includes well-to-tank emissions (in tonnes CO2e).

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES139

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

ii. GHG Emissions Avoidance
Scope 2
Renewable energy - Solar PV

tonnes CO2e

705

3,551

6,890

7,397

9,098

tonnes CO2

705

3,551

6,890

7,397

9,098

tonnes CO2e

-

-

-

-

11,858tonnes CO2e

-

-

-

-

11,858tonnes CO2e

705

3,551

6,890

7,397

20,956

tonnes CO2

705

3,551

6,890

7,397

20,956

Category 1: Purchased goods and services

tonnes CO2e

1,039

2,330

610

455

1,457

Category 5: Waste generated in operations

tonnes CO2e

518

409

334

530

1,147

Scope 3 Subtotal

tonnes CO2e

1,557

2,739

944

985

2,604

number of trees

177,168

222,459

253,977

270,621272,315

tonnes CO2e

3,721

4,672

5,334

5,683

5,719

tonnes CO2e

5,983

10,962

13,16814,06529,278Renewable energy - Green Electricity Tariff (GET)
Scope 2 Subtotal
Scope 3

Carbon Sequestration
Number of trees planted in Sunway townships
Total GHG emission sequestration from trees planted
Overall GHG Emissions Avoidance
GHG emissions avoidanceNotes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

140

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

174,355

146,669

131,218

175,433

189,236

Energyi. Electricity Consumption
Purchased Electricity
RetailHospitality

49,45931,36025,29842,361

48,882

Office24,74024,231

20,861

26,92330,289

Education

27,971

20,203

18,611

26,291

28,330

Healthcare

28,43830,80932,47533,94035,389

Leisure17,329

9,933

7,604

14,842

15,075

6,297

6,885

5,131

9,371

11,238

8,299

7,896

6,970

9,028

10,073

-

999

1,092

1,146

1,670

9,976

8,686

9,304

10,484

14,261Student Residence

MWhBuilding Materials
Trading and Manufacturing
Quarry

-

2,320

2,634

4,942

6,934

Total Purchased Electricity (Excluding Ongoing Construction Sites)

Ongoing Construction Sites

346,864

287,671258,564

349,819

384,444

Total Purchased Electricity

346,864

289,991

261,198354,761

391,377

141

4,841

4,807

4,942

6,230

0

0

0

292

320

Renewable Energy - Solar PV
RetailHospitality
OfficeEducation
Healthcare

MWh

0

0

0

89

158

937

964

1,547

1,524

1,695

86

198

376

472

465

Student Residence

42

67

209

247

241

Building Materials

0

0

2,151

2,194

2,171

Others

0

0

0

0

724

1,205

6,070

9,090

9,759

12,002

Total Renewable Energy - Solar Panels

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES141

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

0

0

0

0

14,185

Renewable Energy - Green Electricity Tariff (GET)
RetailOfficeStudent Residence

0

0

0

0

563

0

0

0

0

896

0

0

0

0

15,644

174,495

151,510136,024

180,375

209,652
49,201

MWh

Total Renewable Energy - GET
Total Electricity Consumption
RetailHospitality

49,45931,36025,29842,654

Office24,74024,231

20,86127,01231,010

Education

28,90821,166

20,15827,81430,025

Healthcare

28,52531,00732,851

34,41135,854

Leisure17,329

9,933

7,604

14,842

15,075Student Residence

6,339

6,952

5,340

9,618

12,375

8,299

7,896

9,121

11,222

12,243

Building Materials

MWh

-

999

1,092

1,146

1,670

QuarryTrading and Manufacturing

9,976

8,686

9,304

10,484

14,261Others

-

-

-

-

724

Ongoing Construction Sites
Total Electricity Consumption (Excluding Ongoing Construction
Sites)
Total Electricity Consumption% of Renewable Energy

%

-

2,320

2,634

4,942

6,934

348,069

293,740

267,654359,578

412,090348,069

296,060

270,288364,521419,024

0.3%

2%

3%

3%

3%

-

-

-

-

24

ii. Fuel Consumption
DieselRetailHospitality

-

-

-

-

21

Office

-

-

-

-

34

Building Materials

MWh

1,872

1,910

3,095

5,129

4,309

-

24,94424,806

19,266

19,7791,872

26,85327,90024,394

24,167

QuarryTotal Diesel

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

142

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

Light Fuel Oil
QuarryTotal Light Fuel Oil

MWh105,358

94,74595,553

108,185

103,140

105,358

94,74595,553

108,185

103,140

110,425

76,90589,185

113,432

102,793--

17,03017,03020,745

110,425

76,905106,214130,462

123,538
204,084

Natural Gas
Building Materials
QuarryMWhTotal Natural Gas
Liquefied Petroleum Gas
RetailHospitality

MWh

Total Liquefied Petroleum Gas

-

-

-

-

-

-

-

-

8,599

-

-

-

-

212,684

-

-

-

-

204,108
8,621

Total Fuel Consumption
RetailHospitality

-

-

-

-

Office

-

-

-

-

34

112,297

78,814

92,279118,561

107,102

Building Materials

MWhQuarry105,358

119,689

137,389

144,481

143,663

Total Fuel Consumption

217,656

198,503229,668

263,042

463,528

Retail174,495

151,510136,024

180,375

413,760

Hospitality

49,45931,36025,29842,65457,822

Office24,74024,231

20,86127,012

31,044

Education

28,90821,166

20,15827,81430,02528,52531,00732,851

34,41135,854
15,075iii. Total Energy Consumption

Healthcare
LeisureMWh

17,329

9,933

7,604

14,842Student Residence

6,339

6,952

5,340

9,618

12,375

Building Materials

120,596

86,711

101,400

129,783

119,345

Quarry115,334

128,375

146,692

154,965

157,924

Others

-

-

-

-

724

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

143

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

-

999

1,092

1,146

1,670

iii. Total Energy Consumption (continued)
Trading and Manufacturing
Ongoing Construction Sites
Total Energy Consumption(Excluding Ongoing Construction Sites)

MWh

Total Energy Consumption

-

2,320

2,634

4,942

6,934

565,725492,244497,322622,620875,618565,725494,564

499,956

627,562

882,552

iv. Others
Company’s total property portfolio certified to a recognised building management standard for property
Green townships

2

2

2

2

2

13

18

27

33

41

Retail

1,943,257

1,320,055

902,170

983,876

1,320,905

Hospitality

1,161,976

624,750

460,157

704,334

687,965

Office212,427

162,841

108,008

147,751

178,392

Education

444,230

434,399

106,051

121,344

175,659

Healthcare

234,954258,746

299,196306,930

284,874

1,144,497

494,581275,029

500,728

721,737

299,562

142,762

131,420354,007405,358

46,04839,544

34,05942,00328,893-

16,907

32,841

28,654

34,849

Green buildings

NumberWater
i. Municipal Water Consumption

LeisureStudent Residence
Building Materialsm3

Trading and Manufacturing
QuarryOngoing Construction Sites
Total Municipal Water Consumption(Excluding Ongoing Construction Sites)
Total Municipal Water Consumption

-

-

-

-

5,248

5,486,951

68,9963,494,585

123,567
2,348,931

200,160
3,189,627

193,256
3,843,879

5,486,951

3,563,581

2,472,498

3,389,787

4,037,135

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

144

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

ii. Water Treatment Plant
Retail

13,581

311,031587,602757,819

685,887

Hospitality

9,351

57,065

132,797

336,536

339,078

Office11,821

63,827

89,169146,890

146,249

124

49,59473,517

130,691

136,547

0

4,387

0

0

0

417

7,239

7,661

10,893

9,120

Education
Healthcare

m³

LeisureStudent Residence-

45,56359,2470035,294

538,706

949,993

1,382,828

1,316,881

Retail

-

2,100

0

0

0

Hospitality

-

24

255

259

414

1,098

3,004

4,913

5,936

4,385

Total Water Treatment Plant
iii. Rainwater Harvesting

OfficeEducation

m³

LeisureStudent Residence
Total Rainwater Harvesting

-

817

132

576

523

-

1,791

441

1,158

1,441

-

-

-

167

218

1,098

7,736

5,741

8,096

6,980

iv. Groundwater
LeisureTotal Groundwater

m³

-

2,419

2,448

2,450

2,689

-

2,419

2,448

2,450

2,689
81,095v. Lake Water
Quarry

-

-

-

-

-

12,800

5,166

4,949

5,210

-

12,800

5,166

4,949

86,305Retail

1,956,838

1,633,186

1,489,773

1,741,695

2,006,792

Hospitality

1,171,327

681,839593,209

1,041,129

1,027,456
329,026

Sunway City Kuala Lumpur

m³

Total Lake Water
vi. Overall Water Consumption

Office225,346

229,672

202,091

300,577

444,354484,810

179,700

252,611

312,728

Healthcare

234,954

263,133

299,196306,930

284,874

Leisure1,144,914

506,030

285,579

515,229734,952

Educationm³

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES145

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

Student Residence

299,562

188,325

190,667

354,174

405,576

Building Materials

46,04839,544

34,05942,00328,893-

16,907

32,841

28,654

34,84986,343vi. Overall Water Consumption (continued)

Trading and Manufacturing
Quarry

-

-

-

-

-

12,800

5,166

4,949

5,210

-

68,996

123,567

200,160

193,204

Overall Water Consumption(Excluding Ongoing Construction Sites)

5,523,343

4,056,246

3,312,279

4,587,949

5,256,734

Overall Water Consumption

5,523,343

4,125,242

3,435,846

4,788,109

5,449,938

The number and/or proportion of sites with a water management plan

100%

100%

100%

100%

100%

The number and/or proportion of facilities, assets, production, revenue
in water-stressed regions

0

0

0

0

0

Sunway City Kuala Lumpur

m³

Ongoing Construction Sites

vii. Others

Water withdrawals/consumption in water stressed regions

NumberNumber of incidents of non-compliance with water quality/quantity
permits, standards and regulations

0

0

0

0

0

0

0

0

0

0

Waste
i. Non-Hazardous Waste
Disposed Waste
Retail

8,654

7,223

7,530

11,99011,762

Hospitality

2,472

2,263

1,432

1,892

2,191

Office

1,050

494

1,463

576

522

Education
Healthcare

tonnes

356

149

284

562

785

1,006

1,164

1,149

1,229

1,728

200

950

488

976

998

LeisureStudent Residence

-

-

-

106

230

Building Materials

17

3

217

0

293

Quarry

-

-

-

1

8

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

146

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

-

-

-

0

80

i. Non-Hazardous Waste (continued)
Trading and Manufacturing
Ongoing Construction Sites

-

3,781

7,822

4,785

307

13,756

12,246

12,563

17,332

18,597

13,756

16,027

20,386

22,117

18,904Retail

424

322

272

425

847

Hospitality

89

141

36

78

162

Total Disposed Waste (Excluding Ongoing Construction Sites)

tonnesTotal Disposed Waste
Diverted Waste

Office

12

13

18

34

44

Education

27

14

11

22

43

Healthcare

5

17

25

27

127

Leisure

16

16

11

20

20

1

1

1

1

0
218

Student Residence

tonnesBuilding Materials

0

0

66

59

Quarry

0

0

10

29

85

Trading and Manufacturing

43

9

46

27

40

0

0

308

286

734

Total Diverted Waste (Excluding Ongoing Construction Sites)

Ongoing Construction Sites

617

533

498

722

1,584

Total Diverted Waste

617

533

806

1,008

2,318

Overall Waste
Retail

9,078

7,545

7,802

12,415

12,609Hospitality

2,561

2,404

1,468

1,969

2,353

Office

1,062

507

1,481

610

566

Education

383

163

296

584

828

1,011

1,181

1,175

1,257

1,855

Healthcare
Leisuretonnes

216

967

499

996

1,017

Student Residence

1

1

1

106

230

Building Materials

17

3

283

59

511

Quarry

-

-

10

30

93

Trading and Manufacturing

43

9

46

27

120

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES147

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

-

3,781

8,130

5,071

1,041

Overall Waste (continued)
Ongoing Construction Sites
Overall Non-Hazardous Waste (Excluding Ongoing Construction Sites)

14,373

12,78013,061

18,054

20,182

14,373

16,561

21,191

23,125

21,223

Education

20

14

10

22

28

Healthcare

335

437

661

762

852

0

0

0

0

1

6

11

6

19

20
15

tonnesOverall Non-Hazardous Waste
ii. Hazardous Waste
Disposed Waste (Incineration)

LeisureBuilding Materials

tonnesQuarry

0

1

11

19

Trading and Manufacturing

0

0

5

0

2

361

463

693

822

919

Total Disposed Waste (Incineration)
Diverted Waste
Retail

1.9

-

-

-

1.0

Hospitality

0.4

0.3

0.1

1.0

1.9

OfficeEducation

tonnesHealthcare

-

0.2

9.0

-

6.8

-

0.6

2.0

2.2

3.2

-

-

-

-

9.1
3.2

Leisure

-

-

-

-

Total Diverted Waste

2

1

11

3

25

%

4.3%

4.2%

3.9%

4.0%

8.0%

Total costs of environmental fines and penalties during financial year*

RM

0

0

0

0

0

Sites covered by recognised environmental management systems suchas ISO14001 or EMAS

Number

6

6

6

6

6

% of Waste Diverted from Landfill
iii. Others

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.
* The fines and penalties disclosed here are limited to only those determined as significant according to local authorities and regulations.

148

KEY PERFORMANCE INDICATORSPLANET
Parameter

Unit of Measurement

Compliance Limit

Number

2023
Min

Max

Average

6.0-9.0

6.4

8.0

7.2

20

5

23

11

80

13

102

39

6.0-9.0

7.6

8.0

7.8

Environmental Pollution Control
i. Effluent
Building Materials
Sunway Paving Solutions and Sunway Spun Pile
pH
BOD
COD

mg/l

Sunway VCP
pH
BOD

Number

50

10

30

18

200

22

81

45

pH

6.0-9.0

5.6

8.2

6.6

BOD

20-50

1

4

1

80-200Not detected

24

4.8

Total Suspended Solids (TSS)

50-100Not detected

612

45

Oil and Grease

1-10

Not detected

4

1.4

COD

mg/l

QuarryCOD

mg/l

Ongoing Construction Sites
Total Suspended Solids (TSS) of Inland Water
Total Suspended Solids (TSS) of Silt Trap

mg/l

100-150

1

251

42

50-100No discharge

236

26

19

36

25
16

ii. Air Emission
Building Materials
Sunway Paving Solutions and Sunway Spun Pile
PM10

100

PM2.5

35

12

23

SO2

250

0.1

21

5

280

0.1

45

11

CO

10000

0.1

19

5

O3

100

15

30

19

NO2

Note:
1. We ensure that mitigation actions are taken at sites which exceeded the compliance limit.

μg/m³

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

APPENDICESGOAL 5149

KEY PERFORMANCE INDICATORSPLANET
Parameter

Unit of Measurement

Compliance Limit

2023
Min

Max

Averageii. Air Emission (continued)
Building Materials
Sunway VCP
Dust

150

19.5

35

26

NMVOC (Halogenated Hydrocarbon)

20

2.1

3

2

50

3.1

12

5

1,000

10.3

21

17

50-100

0.6

90

45

260

14

115

52

260

11.1

165

50

100

5.4

232

38

NMVOC (Non Halogenated Hydrocarbon)

mg/m³

Carbon Monoxide
QuarryParticulate Matter
Ambient Air

mg/m³

Ongoing Construction Sites
Total Suspended Particles
PM10

μg/m³

iii. Noise Monitoring
Building Materials
Sunway Paving Solutions and Sunway Spun Pile
Boundary NoisedB

Day time = 75

58

71

64

Night time = 75

49

74

56

Sunway VCP
Boundary NoisedB

Day time = 75

54

68

64

Night time = 75

47

57

53

QuarryBoundary NoiseDay time = 65

45

68

57

Night time = 55

37

63

48

Day time = 60-95

50

74

63

Night time = 50-70

14

71

57

dB

Ongoing Construction Sites
Boundary NoisedB

Notes:
1. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.
2. We ensure that mitigation actions are taken at sites which exceeded the compliance limit.

150

KEY PERFORMANCE INDICATORSPLANET
Indicator

Unit of Measurement

2019

2020

2021

2022

2023

-

-

165,300

221,133

805,170

Supply Chain
i. Materials used to produce and package products and services
Property Development
Concrete
Formwork

metric tonnes

Reinforced bars--

17,650

831

1,013

-

-

186,800

2,793,658

842,489

Building Materials
Coarse sandRubber rings
Packing materials

tonnespieces--73,245

123,279

145,697--

623,099

623,481625,785--

299,534

330,191

336,548

QuarryBitumen--104,664

93,25997,012--

1,611,443

1,201,518

1,465,488

kg

-

-

1,004,280

1,315,033

2,172,530

%

-

-

-

-

100%

Proportion of spending on local suppliers

%

95%

95%

95%

93%

85%

Percentage of new suppliers that were screened using environmental
criteria

%

-

-

100%

100%

100%
2,233

AggregatesFibre

metric tonnes

ii. Recycled materials
Property Development
Recycled materials used in ongoing developments
iii. Suppliers

Number of suppliers assessed for environmental impacts
Percentage of new suppliers that were screened using social criteria
Number of suppliers assessed for social impacts

Number

-

-

-

-

%

-

-

100%

100%

100%

Number

-

-

-

-

2,233

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES151

KEY PERFORMANCE INDICATORSPEOPLE
2021

Indicator

Number

2022%

Number

2023%

Number

%

Employee Profile
Total employees

9,810

-

9,479

-

11,828-

Total attrition

1,564

15.9%

2,636

27.8%

2,105

17.8%

Total retention

-

84.1%

-

72.2%

-

82.2%

i. Board Diversity
Gender
Male

7

70%

6

60%

6

60%

Female

3

30%

4

40%

4

40%

Total

10

100%

10

100%

10

100%

Age Group
40-50 years old

1

10%

1

10%

1

10%

>50 years old

9

90%

9

90%

9

90%

Total

10

100%

10

100%

10

100%

Malay

2

20%

2

20%

4

40%

Chinese

6

60%

6

60%

5

50%

Others

2

20%

2

20%

1

10%

Total

10

100%

10

100%

10

100%

1,631

17%

1,843

19%

2,121

18%

Ethnicity

ii. Employee Diversity
GenderExecutives
Non-executives

Male
Female

3,102

32%

3,536

37%

4,411

37%

Male

2,969

30%

2,490

26%

2,922

25%

Female
Total

2,108

21%

1,610

17%

2,374

20%

9,810

100%

9,479

100%

11,828100%

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

152

KEY PERFORMANCE INDICATORSPEOPLE
2021

Indicator

2022

2023

Number%Number%Number%Below 30 years old

1,563

16%

2,128

22%

2,279

19%

Between 30 to 40 years old

1,776

18%

1,871

20%

2,553

22%

Between 40 to 50 years old

906

9%

915

10%

1,179

10%

More than 50 years old

488

5%

465

5%

521

4%

Below 30 years old

2,605

27%

1,804

19%

2,342

20%

Between 30 to 40 years old

1,359

14%

1,300

14%

1,694

14%

Between 40 to 50 years old

671

7%

616

6%

817

7%

Age Group
Executives

Non-executives

More than 50 years old
Total

442

5%

380

4%

443

4%

9,810

100%

9,479

100%

11,828100%

Ethnicity
Executives

Non-executives

Total

Malay

1,494

15%

1,846

19%

2,404

20%

Chinese

2,425

25%

2,657

28%

3,130

26%

Indian

582

6%

627

7%

723

6%

Other races

176

2%

205

2%

241

2%

Foreigner

56

1%

44

0%

34

0%

Malay

2,851

29%

2,610

28%

3,456

29%

Chinese

635

6%

231

2%

322

3%

Indian

847

9%

777

8%

908

8%

Other races

637

6%

355

4%

404

3%

Foreigner

107

1%

127

1%

206

2%

9,810

100%

9,479

100%

11,828100%

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

153

KEY PERFORMANCE INDICATORSPEOPLE
2021

Indicator
Years of Service
Executives

Non-executives

Totaliii. New Hires
Total new hires
GenderMale
FemaleTotal
Age Group
Below 30 years old
Between 30 to 40 years old
Between 40 to 50 years oldMore than 50 years old
Total
Ethnicity
Malay
ChineseIndianOther races
Total

Less than 1 year
Between 1 to 5 years
Between 5 to 10 years
Between 10 to 15 years
Between 15 to 20 years
More than 20 years
Less than 1 year
Between 1 to 5 years
Between 5 to 10 years
Between 10 to 15 years
Between 15 to 20 years
More than 20 years

2022

2023

Number%Number%Number

%

638
2,347
845
424
210
269
804
2,622
754
409
299
189
9,810

7%
24%
9%
4%
2%
3%
8%
27%
8%
4%
3%
2%
100%

1,626
2,084
801
385
228
255
1,282
1,308
665
385
274
186
9,479

17%
22%
8%
4%
2%
3%
14%
14%
7%
4%
3%
2%
100%

1,402
3,175
948
462
274
271
1,189
2,390
804
402
285
226
11,828

12%
27%
8%
4%
2%
2%
10%
20%
7%
3%
2%
2%
100%

1,381

-

3,616

-

4,171

-

589
792
1,381

43%
57%
100%

1,562
2,054
3,616

43%
57%
100%

1,647
2,524
4,171

39%
61%
100%

942
322
90
27
1,381

68%
23%
7%
2%
100%

2,390
892
234
100
3,616

66%
25%
6%
3%
100%

2,545
1,227
312
87
4,171

61%
29%
7%
2%
100%

644
510
152
75
1,381

47%
37%
11%
5%
100%

1,874
926
518
298
3,616

52%
26%
14%
8%
100%

2,257
1,000
576
338
4,171

54%
24%
14%
8%
100%

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

154

KEY PERFORMANCE INDICATORSPEOPLE
2021

Indicator
Employee Category
Senior Management (EG 9 & above)
Manager and Senior Manager (EG 5-8)
Senior Executive & Assistant Manager (EG 3-4)
Executives (EG 1-2)
Non-executives
Total
RegionDomestic
Overseas
Total
Domestic

Overseas

Total
iv. Employment Status
Gender
Permanent
Contract
Total
Part-time/Non-guaranteed hours
Full-time
Total

Male
FemaleMale
FemaleBelow 30 years old
Between 30 to 40 years old
Between 40 to 50 years oldMore than 50 years old
Below 30 years old
Between 30 to 40 years old
Between 40 to 50 years oldMore than 50 years old

Male
FemaleMale
FemaleMale
FemaleMale
Female2022

2023

Number%Number%Number

%

10
96
174
525
576
1,381

1%
7%
13%
38%
42%
100%

27
196
469
1,191
1,733
3,616

1%
5%
13%
33%
48%
100%

18
219
447
1,256
2,231
4,171

0%
5%
11%
30%
53%
100%

589
792
0
0
1,381
942
322
90
27
0
0
0
0
1,381

43%
57%
0%
0%
100%
68%
23%
7%
2%
0%
0%
0%
0%
100%

1,562
2,054
0
0
3,616
2,390
892
234
100
0
0
0
0
3,616

43%
57%
0%
0%
100%
66%
25%
6%
3%
0%
0%
0%
0%
100%

1,647
2,524
0
0
4,171
2,545
1,227
312
87%
0
0
0
0
4,171

39%
61%
0%
0%
100%
61%
29%
7%
2%
0%
0%
0%
0%
100%

4,150
4,514
450
696
9,810
558
317
4,042
4,893
9,810

42%
46%
5%
7%
100%
6%
3%
41%
50%
100%

4,072
4,952
261
194
9,479
97
0
4,236
5,146
9,479

43%
52%
3%
2%
100%
1%
0%
45%
54%
100%

4,548
6,535
495
250
11,828
93
0
4,950
6,785
11,828

38%
55%
4%
2%
100%
1%
0%
42%
57%
100%

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

155

KEY PERFORMANCE INDICATORSPEOPLE
2021

Indicator
RegionPermanent
Contract
Total
Part-time/Non-guaranteed hours
Full-time
Total
v. Employee Turnover
Total turnover
GenderMale
FemaleTotal
Age Group
Below 30 years old
Between 30 to 40 years old
Between 40 to 50 years oldMore than 50 years old
Total

Domestic
Overseas
Domestic
Overseas
Domestic
Overseas
Domestic
Overseas

2022

2023

Number%Number%Number

%

8,664
0
1,146
0
9,810
875
0
8,935
0
9,810

88%
0%
12%
0%
100%
9%
0%
91%
0%
100%

9,024
0
455
0
9,479
97
0
9,382
0
9,479

95%
0%
5%
0%
100%
1%
0%
99%
0%
100%

11,0830745
011,82893
0
11,7350
11,828

94%
0%
6%
0%
100%
1%
0%
99%
0%
100%

1,564

15.9%

2,636

27.8%

2,105

17.8%

711
853
1,564

45%
55%
100%

1,279
1,357
2,636

49%
51%
100%

889
1,216
2,105

42%
58%
100%

847
517
145
55
1,564

54%
33%
9%
4%
100%

1,509
703
241
183
2,636

57%
27%
9%
7%
100%

1,049
702
217
137
2,105

50%
33%
10%
7%
100%

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

156

KEY PERFORMANCE INDICATORSPEOPLE
2021

Indicator

Number

2022%

Number

2023%

Number%Ethnicity
Malay

772

49%

1,283

49%

1,019

48%

Chinese

459

29%

654

25%

616

29%

Indian

210

13%

385

15%

354

17%

Other races

123

8%

314

12%

116

6%

1,564

100%

2,636

100%

2,105

100%

Total
Employee Category
Senior Management (EG 9 & above)

12

1%

26

1%

16

1%

Manager and Senior Manager (EG 5-8)

85

5%

142

5%

135

6%

Senior Executive & Assistant Manager (EG 3-4)

202

13%

317

12%

306

15%

Executives (EG 1-2)

515

33%

698

26%

637

30%

Non-executives

750

48%

1,453

55%

1,011

48%

Total

1,564

100%

2,636

100%

2,105

100%

5,210

53%

5,146

54%

6,785

57%
40%

vi. Women Diversity
Women in workforce
Management Positions
Women in executive management (Board of Directors)

3

30%

4

40%

4

1,283

58%

1,583

60%

2,372

61%

Women in top management positions (EG 9 & above)

56

31%

69

35%

75

36%

Women in junior management positions (EG 3 & EG 4)

808

66%

512

33%

1,198

68%

Women in management positions in revenue-generating functions

286

48%

125

48%

333

52%

Women in STEM-related positions

2,541

73%

2,941

70%

3,662

74%

Women in all management positions

Women's to men's basic salary ratio
Average years employed by the company
Average annual compensation (RM)

Excluding foreign workers

0.9 : 10.90 : 1

Including foreign workers

1:1

0.98 : 1

0.89 : 1
0.99 : 1

Male

6.5

-

6.2

-

6.0

-

Female

5.2

-

4.7

-

4.3

-

Male

-

-

-

-

108,600-

Female----92,900-Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

157

KEY PERFORMANCE INDICATORSPEOPLE
2021

Indicator

Number

2022%

Number

2023%

Number%vii. Minority Groups
Total number of ethnic minority employees

163

2%

171

2%

240

2%

Proportion of senior management hired from local community (EG 9 & above)

-

97%

-

97%

-

98%

Percentage of global staff with a disability

5

0.05%

5

0.05%

4

0.03%

-

viii. Learning and Development
Average training hours
Per employee
Gender
Employee Category

Ethnicity

26.2

-

41.7

-

40.6

Male

21.0

-

34.7

-

40.1

-

Female

29.1

-

45.3

-

40.8

-

Senior Management (EG 9 & above)

21.4

-

31.0

-

54.3

-

Manager and Senior Manager(EG 5-8)

25.5

-

37.8

-

49.7

-

Senior Executive & Assistant Manager(EG 3-4)

26.7

-

40.5

-

41.8

-

Executives (EG 1-2)

26.6

-

44.4

-

38.8

-

Malay

25.9

-

39.2

-

37.8

-

Chinese

26.2

-

45.2

-

43.9

-

Indian

26.1

-

36.3

-

34.7

-

Other races

29.8

-

35.9

-

43.1

-

Male

85,187-64,068-85,048-

Female33,059-160,132-

179,997-

Total

118,246

265,045-

Total training hours
Gender

Employee Category

224,200

Senior Management (EG 9 & above)

3,749

-

6,204

-

11,358-

Manager and Senior Manager (EG 5-8)

20,015-34,685-53,027-

Senior Executive & Assistant Manager(EG 3-4)

32,215-62,191-73,929-

Executives (EG 1-2)

62,267-

121,120-

126,729

-

0

-

0

-

2

-

293,514-2,636,676-

12,288,183-

OthersLearning and development cost (RM)
Total expenditureNotes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

158

KEY PERFORMANCE INDICATORSPEOPLE
2021

Indicator

2022

2023

Number%Number%-Number%Average amount spent (RM)
Per employee
GenderAge Group

Ethnicity

Employee Category

65

-

490

1,881

-

Male

73

-

550

2,168

-

Female

61

-

459

1,743

-

Below 30 years old

56

-

408

1,130

-

Between 30 to 40 years old

95

-

505

1,553

-

Between 40 to 50 years old

48

-

738

3,340

-

More than 50 years old

21

-

253

3,639

-

Malay

36

-

345

842

-

Chinese

94

-

630

2,889

-

Indian

32

-

234

1,230

-

Other races

31

-

719

1,198

-

Senior Management (EG 9 & above)

34

-

1,147

6,301

-

Manager and Senior Manager(EG 5-8)

84

-

710

3,525

-

Senior Executive & Assistant Manager(EG 3-4)

98

-

448

1,843

-

Executives (EG 1-2)

44

-

391

1,125

-

Male

-

100%

-

100%

-

100%

Female

-

100%

-

100%

-

100%

Executives

-

100%

-

100%

-

100%

Non-executives

-

100%

-

100%

-

100%

Number of leave applications

965

-

1,559

-

2,055

-

Number of days applied

978

-

1,680

-

2,100

-

Number of leave applications

237

-

162

-

267

-

7,883

-

9,078

-

22,330-

Number of leave applications

117

-

136

-

96

-

Number of days applied

318

-

350

-

641

-

Performance Review*
Gender
Employee Category
Family-friendly Leaves
Parental/childcare leave
Maternity leave

Number of days applied
Paternity leaveNotes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.
* The performance review is based on the best available data.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

159

KEY PERFORMANCE INDICATORSPEOPLE
Indicator

2021
Number2022
Rate

Number9,966,848

-

1

0.1

2023
Rate

NumberRate

12,014,601-

18,916,654

-

0

0

0

0

Occupational Health and Safety
i. Work-related injuries
Employees
Hours worked
Fatalities
High-consequence work-related injuries

0

0

0

0

4

0.21

Lost time injury

18

1.81

35

2.91

56

0.59

Recordable work-related injuries

38

3.81

47

3.91

78

4.12

Lost Time Incident Rate (LTIR)

-

-

-

-

56

0.59

Non-Employees1
Hours worked

33,311,138-

17,642,823-

19,717,964-

Fatalities

0

0

0

0

0

0

High-consequence work-related injuries

0

0

0

0

0

0

Lost time injury

1

0.03

3

0.17

0

0

Recordable work-related injuries

3

0.09

8

0.45

2

0.10

Lost Time Incident Rate (LTIR)

-

-

-

-

-

0

Number of fatalities

0

-

0

-

0

0

Number of recordable work-related ill health

0

-

1

-

5

0

N/A

-

Needle stick
injury and manual
handling-

Overexertion
or strenuous
movements andmanual handling-Number of fatalities

0

0

0

0

0

0

Number of recordable work-related ill health

0

0

0

0

0

0

N/A

-

N/A

-

N/A

-

2,443

-

9,181

-

6,524

-

1

-

2

-

4

-

ii. Work-related ill health
Employees

Main types of work-related ill health

Non-Employees1

Main types of work-related ill healthiii. Trainings and certifications
Number of employees trained on health and safety standards
Sites with ISO 45001 certification

Notes:
1. Non-employees excludes part-timers and interns since they are hired on an ad-hoc basis.
2. The rates are calculated based on 1,000,000 hours worked (excluding LTIR).
3. Work-related hazards that pose a risk of ill health are identified using HIRARC assessment and incident statistics, chemical health risk assessments (CHRA), chemical exposure monitoring, medical records, stakeholder feedback.

160

KEY PERFORMANCE INDICATORSPEOPLE
Indicator

Unit of Measurement

2021

2022

2023

RM (in million)

214

6.29

7.82

Community Investment
Amount invested in the community where the target beneficiaries are external to the listed issuer
Total number of beneficiaries of the investment in communities

Number

94,50085,860202,950

Total employee volunteer hours on community impact programmes

Hours

38,700

3,977

3,761

Office

99%

99%

99%

Retail

98%

57%

78%

91%

89%

89%

Healthcare

98%

89%

91%

Property Development

97%

99%

91%

87%

84%

82%

Customeri. Customer satisfaction index

Hospitality%

ii. QLASSIC Score
Property Development

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

%

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES161

KEY PERFORMANCE INDICATORSPROSPERITY
Indicator

Unit of Measurement

2021

2022

2023

3,717,308

5,194,949

6,136,199

Employees (Salaries and other staff costs)

608,832

780,022878,840

Government (Corporate taxation)

116,229

164,348

137,685

Economic Performance
Economic Value Generated
Revenue

RM ('000)

Economic Value Distributed

Providers of capital (Dividends)

151,960

222,451

321,544

Providers of capital (Finance costs)

102,301

202,150

328,006

54,16676,255

117,787

133,478

130,190

141,415

RM ('000)

Providers of capital (Minority interests)
Reinvestment and growth (Depreciation and amortisation)
Reinvestment and growth (Income retained by the Group)

195,710522,409534,1121,120,448

1,373,862

1,694,702

1,234,184

1,723,262

1,982,108

Unit of Measurement

2021

2022

2023

%

100%

100%

85%

0

0

1

-

-

0

RM

0

0

0

Number1

0

0

Purchases of goods and services
Economic Value Retained
Value retained

RM ('000)

PRINCIPLES OF GOVERNANCE
Indicator
Anti-Corruption
Percentage of operations assessed for corruption-related risks
Confirmed incidents of corruption and action taken
Disclosure of number of staff disciplined or dismissed due to non-compliance with anti-corruption policy/
policies
Disclosure of cost of fines, penalties or settlements in relation to corruption

NumberData Privacy and Security
Number of substantiated complaints concerning breaches of customer privacy or losses of customer

Notes:
1. ‘-’ refers to data not available.
2. Figures stated may not add up due to rounding of decimals.
3. The data and information provided have been prepared to the best of our ability in ensuring completeness, accuracy and reliability.

162

RESTATEMENTS
GRI 2-4

ENVIRONMENTAL
EMISSIONSENERGY

Scope 1 emissions
We have restated our Scope 1 emissions for Company Facilities from 2020-2022, as we haveidentified that the type of fuel used for the industrial sites is natural gas (NG), which was previouslyclassified as Liquefied Petroleum Gas (LPG).

Energy intensity targets
We have benchmarked the energy intensity target baselines of our managed assets against theGreen Building Index (GBI) and Singapore’s Building and Construction Authority (BCA) annual
benchmarking report. Following a review of the GBI guideline and BCA benchmarking report, wehave revised the energy intensity targets for Education and Hospitality divisions.

Scope 2 and 3 emissions
We have restated our Scope 2 (Purchased electricity) and Scope 3 (Downstream leased assets)emissions for 2021 and 2022 to reflect the revised emissions factor established by the Malaysian
Green Technology and Climate Change Corporation (MGTC).

Energy consumption and energy intensity performance
We have restated the total energy consumption figures from 2019 to 2022, as we have identified thatthe type of fuel used for the industrial sites is natural gas (NG), which was previously classified as
Liquefied Petroleum Gas (LPG). The total energy consumption and energy intensity performance
have also been restated due to enhancements in data collection and adjustments of gross floor area
(GFA).

Emissions intensity performance
We have restated the emissions intensity performance for Building Materials and Quarry divisions
due to enhancements in our data collection.
Carbon sequestration from trees planted
The number of trees planted from 2019 to 2022 has been restated due to improvements in datacollection, leading to the restatement of carbon sequestration figures from trees planted in 2021 and
2022.
WATER

WASTE

Water consumption and water intensity performance
The total water consumption and water intensity performance from 2019 and 2022 have been
restated following improvements in data collection and adjustments of gross floor area (GFA).

The total waste generated from 2019 to 2022 has been restated due to enhancements in datacollection, including a Group-wide waste audit by Group Internal Audit Department.

SOCIALEMPLOYEES’ DATA
We have restated the data and information related to employees for 2021 and 2022. This includes figures on the number of employees, turnover rate, number of new hires and learning and development
data, to provide a more accurate representation of Sunway Berhad’s operations.

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICESMEMBERSHIP IN ASSOCIATIONSGRI 2-28

Sunway's affiliations with various credible and prestigious associations reflect its commitment to good corporate governance.

Corporate Governance /Leadership

Property Development

Name of Organisation

Sunway’s Representation

Climate Governance Malaysia

Sunway Berhad

Malaysian Employers Federation

Sunway Berhad

Sustainable Development Solutions Network (SDSN) Malaysia

Tan Sri Sir Dr. Jeffrey Cheah, Chairman

Malaysian Crime Prevention Foundation - Selangor Chapter

Tan Sri Sir Dr. Jeffrey Cheah, Chairman

Jeffrey Cheah Foundation

Tan Sri Sir Dr. Jeffrey Cheah, Founder and Trustee

British Malaysian Chamber of Commerce

Ms. Nik Tasha Nik Kamaruddin - Deputy Chair

Real Estate and Housing Developers' Association (REHDA)

Ms. Sarena Cheah, National Council Member
Mr. Chong Sau Min, Committee Member, REHDA Wilayah Persekutuan, Kuala Lumpur
Mr. Adly Sham, Committee Member, REHDA Selangor Branch

Construction

Construction Industry Development Board

Sunway Construction

Human Resource Development Corporation

Sunway Construction

National Institute of Occupational Safety and HealthSunway Construction

Master Builders Association Malaysia (MBAM)

Mr. Richard Wong, Vice President, Chairman, MBAM International Affairs Committee
Mr. Steven Shee, Deputy Chairman, MBAM Contract and Practices Committee

Healthcare

American Malaysian Chamber of Commerce

Sunway Medical Centre, Sunway Healthcare Group

Association of Private Hospitals, Malaysia

Sunway Medical Centre
Sunway Medical Centre Velocity

RetailBritish Malaysian Chamber of Commerce

Sunway Medical Centre

Malaysia Healthcare Tourism Council

Sunway Medical Centre Velocity

Malaysian Society for Quality in HealthSunway Medical Centre Velocity

Malaysia Shopping Malls Association

Mr. Chan Hoi Choy, Advisor
Ms. Phang Sau Lian, Vice President 1
Mr. Michael Poh Oon Howe, Committee Member (Social)
Member:Mr. Allan Tay Tiong Kiat, Sunway Big Box Retail
Mr. Albert Cheok Kok Wei, Sunway Giza Mall
Mr. Chai Wen Yew, Sunway Carnival Mall
Mr. Danny Lee Yan Leng, Sunway Putra Mall
Mr. Stewart Lee Siew Kit, Sunway Pyramid Mall

163

164

MEMBERSHIP IN ASSOCIATIONS

Hospitality

Name of Organisation

Sunway’s Representation

Association of Hotel Employers

Sunway Putra Hotel, Nurul Ain Mohamed Tahir, EXCO 2022-2023 (Committee Member)
Sunway Resort Hotel, Ms. Eugenia Tan, EXCO 2023-2024 (Committee Member)

OfficeBritish Malaysian Chamber of Commerce

Sunway Resort Hotel, Member

Ipoh Wine and Food Society

Registered under The Banjaran Hotsprings Retreat & Sunway Resort Hotel

Malaysian Association of Hotels

Member:Sunway Resort Hotel
Sunway Putra Hotel
Sunway Velocity Hotel
The Banjaran Hotsprings Retreat
Sunway Hotel Big Box
Sunway Hotel Georgetown
Sunway Hotel Seberang Jaya

Malaysia Association of Hotels (Security KL Chapter)

Mr. Muhammad Azim bin Abd Jabar

Malaysian Employers Federation

Sunway Resort Hotel, Member

Pacific Asia Travel Association Malaysia

Sunway Hotel Georgetown & Sunway Hotel Seberang Jaya

Board of Engineer, Malaysia

Mr. Michael Kwan Ching Dao, Member

Board of Quantity Surveyor

Mr. Miracle Liam Wee Lit, Professional Quantity Surveyor

Board of Valuers, Appraisers, Estate Agents and Property Managers(BOVEAP)

Ms. Ana Nofita, Member

Registered Property Manager

Mr. Chan Ngai Toh, James, Member
Mr. Goh Hai Thun, Member
Mr. Goh Leng Seng, Member
Mr. Goo Chee Kang, Member
Mr. Lee Chin Hon, Member
Mr. Ng Wee Chiang, Member
Mr. Vasantakumar A/l Machap, Member

Institute of Workplace and Facilities Management

Mr. Zamzul Khairi Bin Zulkifli, Certified Grade

Institution of Mechanical Engineers, United Kingdom

Mr. Michael Kwan Ching Dao, Fellow

Malaysia Association of Energy Service Companies

Mr. Zamzul Khairi Bin Zulkifli, Energy Measurement & Verification Professional

Malaysia Association of Facility Management

Mr. Vasantakumar A/l Machap, Member

Malaysia Board of Technologists

Mr. Zamzul Khairi Bin Zulkifli, Professional Technologist

Malaysian Institute of Property & Facility Managers

Mr. Vasantakumar A/l Machap, Member
Mr. Goh Leng Seng, Member
Mr. Ng Wee Chiang, Member

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

165

MEMBERSHIP IN ASSOCIATIONS

Office (continued)

Name of Organisation

Sunway’s Representation

Royal Institute of Surveyors Malaysia

Mr. Miracle Liam Wee Lit, Member

Suruhanjaya Tenaga Malaysia

Mr. Sathish Kumar A/L Ramaiah, Registered Electrical Energy Manager

The Institute of Engineers Malaysia

Mr. Shaun Yap Jian Aun, Graduate Engineer
Mr. Michael Kwan Ching Dao, Member

LeisureInternational Association of Amusement Parks and Attractions

Mr. Calvin Ho, Member

La Confrérie de la Chaîne des Rôtisseurs (International Association of
Gastronomy)

Mr. Calvin Ho, Member

Malaysian Association of Theme Parks & Family Attractions

Mr. Magendaran Marimuthu, Vice President
Mr. Calvin Ho, Member
Sunway Lagoon Theme Park, Corporate Member

Malaysian Association of Zoological Parks and Aquaria

Dr. Pakeeyaraj Nagalingam, Corporate Member and Internal Auditor
Mr. Nurul Nuzairi, Member

Trading and Manufacturing
QuarryThemed Entertainment Association

Sunway Lagoon Theme Park, Corporate Member

Malaysia Automobile Association

Dongfeng Commercial Vehicle (M) Sdn Bhd

Material Resources and Exhibition Committee of MBAM

Mr. Tony Foo Yoon Seong, Committee Member

Chartered Institute of Management Accountants

Mr. Lee Chuan Seng, CIMA member

Malaysian Institute of Accountants

Mr. Lee Chuan Seng, Chartered Accountant

Malaysia Quarries Association

Mr. Lee Chuan Seng, Deputy President
Mr. Lee Chuan Seng, Vice Chairman (Kuala Lumpur Branch)
Mr. Teoh Peng Seah, Ordinary Member (Kuala Lumpur Branch)
Mr. Dennis Lim Sing Chew, Ordinary Member (Melaka Branch)

Building Materials

American Concrete Institute Malaysia Chapter

Mr. Arreshvhina Narayanan, Associate Member
Mr. Calvin Ooi Jieun Lin, Associate Member

Federation of Malaysian Manufacturers

Sunway Spun Pile (M) Sdn Bhd, Ordinary Member
Sunway VCP Sdn Bhd, Ordinary Member

International Road Federation

Sunway Paving Solutions Sdn Bhd, Member

Malaysian Society for Occupational Safety and HealthMr. Harcharan Singh, Member

Road Engineering Association of Malaysia

Sunway Paving Solutions Sdn Bhd, Institutional Member

166

GRI CONTENT INDEXStatement of use

Sunway Berhad has reported in accordance with the GRI Standards for the period of 1 January 2023 to 31 December 2023.

GRI 1 used

GRI 1 : Foundation 2021

Applicable GRI Sector Standard(s)Not applicable

ESG
PillarGRI Standard

Disclosure
Number

Disclosure Title

Bursa Malaysia

F4GBM ESG
Themes

SASB

UN
SDG

UNGC

Page reference and reasonsfor omissions, if applicable

General Disclosures
GRI 2: General
Disclosures 2021

The organization and its reporting practices
2-1

Organizational details

2-2

Entities included in the organization’s sustainability
reporting

2-3

Reporting period, frequency and contact point

2-4

Restatements of information

2-5

External assurance

2-3
3
-

-

-

-

-

1
137, 162
1, 174 - 175

Activities and workers
2-6

Activities, value chain and other business relationships

2-7

Employees

2-8Workers who are not employees

LabourPractices &Standards

LabourStandards-

5, 8

Principle
6

2 - 3, 79
93 - 109, 151 - 160
102 - 109, 159

Governance
2-9

Governance structure and composition

2-10

Nomination and selection of the highest governance body

Please refer to Sunway
Berhad's IAR2023

19

2-11

Chair of the highest governance body

Please refer to Sunway
Berhad's IAR2023

2-12

Role of the highest governance body in overseeing themanagement of impacts

19

2-13

Delegation of responsibility for managing impacts

19

2-14

Role of the highest governance body in sustainability
reporting

19

2-15

Conflicts of interest

2-16

Communication of critical concerns

2-17Collective knowledge of the highest governance body

19

2-18

Evaluation of the performance of the highest governance
body

19

2-19

Remuneration policies

2-20

Process to determine remuneration

2-21

Annual total compensation ratio-

Corporate
Governance

-

5, 16

-

Please refer to Sunway
Berhad's IAR2023
79, 93129
Please refer to Sunway
Berhad's IAR2023
99

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES167

GRI CONTENT INDEX

ESG
PillarGRI Standard

Disclosure
Number

Disclosure Title

Bursa Malaysia

F4GBM ESG
Themes

SASB

UN
SDG

UNGC

Page reference and reasonsfor omissions, if applicable

Strategy, policies and practices
2-22Statement on sustainable development strategy

2-23

Policy commitments

2-24

Embedding policy commitments

2-25

Processes to remediate negative impacts

2-26

Mechanisms for seeking advice and raising concerns

2-27Compliance with laws and regulations

2-28

Membership associations

4 - 17, 20 - 21, 35 - 39

Anti-Corruption
Anti-Corruption

Human Rights &Community

129
-

16

Principle
1, 2, 10

Risk
Management

128 - 12993
93
128 - 129
163 - 165

Stakeholder engagement
2-29

Approach to stakeholder engagement

2-30

Collective bargaining agreements

3-1

Process to determine material topics

3-2

List of material topics

-

16

-

8

-

-

-

-

-

-

-

-

-

1, 3, 5,8, 9,
10, 17---

LabourPractices &Standards

LabourStandards--

Principle
325 - 34
94

Material Topics
GRI 3: Material
Topics 2021

22 - 24
22 - 24

ECONOMIC

Company's economic performance
GRI 3: Material
Topics 2021

3-3Management of material topics

GRI 201: Economic
Performance 2016

201-1

Direct economic value generated and distributed

201-2

Financial implications and other risks and opportunities due

201-3

Defined benefit plan obligations and other retirement plans

201-4

Financial assistance received from government

GRI 3: Material
Topics 2021

3-3Management of material topics

GRI 202: Market
Presence 2016

202-1

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

202-2

Proportion of senior management hired from the local
community

-

-

125
125
43 - 46
Not applicableNot applicable

Macroeconomic issues

GRI 203: Indirect
Economic Impacts
2016

203-1

Infrastructure investments and services supported

203-2

Significant indirect economic impacts

-

-

-

125
Not disclosed due toconfidentiality constraints

-

-

-

1, 3, 5,8, 9,
10, 1799
2, 52 - 53, 56 - 59, 111 - 123,125
52 - 53, 56 - 59, 111 - 123, 125

168

GRI CONTENT INDEX

ESG
PillarGRI Standard

Disclosure
Number

Disclosure Title

Bursa Malaysia

F4GBM ESG
Themes

SASB

UN
SDG

UNGC

Page reference and reasonsfor omissions, if applicable

Management of material topics

-

-

-

-

-

126 - 127

3-3Management of material topics

-

-

-

-

-

28

3-3

Management of material topics

-

-

-

-

-

28

GRI 3: Material
Topics 2021

3-3Management of material topics

-

-

-

-

-

41, 56, 61

GRI 302: Energy
2016

302-1

Energy consumption within the organization

302-2

Energy consumption outside of the organization

302-3

Energy intensity

ECONOMIC

Responsible and sustainable financing
GRI 3: Material
Topics 2021

3-3

Capital allocation strategy
GRI 3: Material
Topics 2021
Brand and reputation
GRI 3: Material
Topics 2021

ENVIRONMENTAL

Climate action

GRI 305: Emissions
2016

302-4

Reduction of energy consumption

302-5

Reductions in energy requirements of products and services

305-1

Direct (Scope 1) GHG emissions

305-2

Energy indirect (Scope 2) GHG emissions

305-3

Other indirect (Scope 3) GHG emissions

305-4

GHG emissions intensity

305-5

Reduction of GHG emission

305-6

Emissions of ozone-depleting substances (ODS)

305-7

Nitrogen oxides (NOX), sulfur oxides (SOX), and othersignificant air emissions

EnergyManagement

IF-RE-130a.1
IF-RE-130a.2
Climate Change IF-RE-130a.3
IF-RE-130a.4
IF-RE-130a.5

61 - 63, 140 - 143
7, 12,
13

Principle
7, 8, 961 - 63, 140 - 143
50, 6361 - 63
61 - 63
48 - 51, 137 - 139
48 - 51, 137 - 139

EmissionsManagement
Emissions - Air
Quality/Pollution

Climate Change
Pollution &Resources

48 - 51, 137 - 139
IF-RE-450a.1 3, 12,
IF-RE-450a.2 13, 14

Principle
7, 8, 948 - 51, 137 - 139
48 - 51, 137 - 139
137 - 139
148 - 149

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES169

GRI CONTENT INDEX

ESG
PillarGRI Standard

Disclosure
Number

Disclosure Title

Bursa Malaysia

F4GBM ESG
Themes

SASB

UN
SDG

UNGC

-

-

-

-

-

Page reference and reasonsfor omissions, if applicable

Protection of biodiversity and ecology
GRI 3: Material
Topics 2021

3-3

ENVIRONMENTAL

GRI 304: Biodiversity 304-1
2016

Management of material topics
Operational sites owned, leased, managed in, or adjacent toprotected areas and areas of high biodiversity value outside

304-2

Significant impacts of activities, products, and services

304-3

Habitats protected or restored

304-4

IUCN Red List species and national conservation list species
with habitats in areas affected by operations

3-3

Management of material topics

56
52 - 59-

Biodiversity-

13, 14, Principle
15
7, 8, 952 - 59
52 - 55
Not applicable

Pollution management
GRI 3: Material
Topics 2021
GRI 303: Water andEffluents 2018

303-1

Interactions with water as a shared resource

303-2

Management of water discharge-related impacts

303-3

Water withdrawal

303-4

Water discharge

303-5

Water consumption

GRI 306: Waste 2020 306-1

Waste generation and significant waste-related impacts

-

-

-

-

-

70
64 - 69

Water
Waste
Management

Pollution &Resources

IF-RE-140a.1
IF-RE-140a.2
IF-RE-140a.3
IF-RE-140a.4

65, 77, 148
64 - 69
65, 77, 148
6, 12

Water Security

Principle
7, 8, 964 - 69
70 - 76306-2

Management of significant waste-related impacts

306-3

Waste generated

306-4

Waste diverted from disposal

70 - 76, 145 - 147

306-5

Waste diverted to disposal

70 - 76, 145 - 147

Effluents

70 - 76-

70 - 76, 145 - 147

170

GRI CONTENT INDEX

ESG
PillarGRI Standard

Disclosure
Number

Disclosure Title

Bursa Malaysia

F4GBM ESG
Themes

SASB

UN
SDG

UNGC

-

-

-

-

-

Page reference and reasonsfor omissions, if applicable

SOCIAL

Employee well-being
GRI 3: Material
Topics 2021

3-3Management of material topics

GRI 403:
Occupational Healthand Safety 2018403-1

Occupational health and safety management system

102

403-2

Hazard identification, risk assessment, and incident
investigation

106 - 107403-3

Occupational health services

403-4

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

GRI 404: Training
and Education 2016403-5

Worker training on occupational health and safety

403-6

Promotion of worker health403-7

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

403-8

Workers covered by an occupational health and safety
management system

403-9Work-related injuries

403-10Work-related ill health404-1

Average hours of training per year per employee

404-2

Programs for upgrading employee skills and transition
assistance programs

404-3

Percentage of employees receiving regular performanceand career development reviews

3-3Management of material topics

93, 102107
103 - 104
Health & Safety

Health & Safety

-

3, 8

-

104
106 - 108106 - 108105
108, 159
108, 159
98, 157 - 158

LabourPractices &Standards

LabourStandards

-

-

-

-

4, 5, 8-97 - 98
98, 158

Human rights
GRI 3: Material
Topics 2021

GRI 401: Employment 401-1
2016
401-2

GRI 402: Labor/
Management
Relations 2016--

New employee hires and employee turnover
Benefits provided to full-time employees that are notprovided to temporary or part-time employee

401-3

Parental leave

402-1

Minimum notice periods regarding operational changes

93
99, 153 - 156
94 - 95

LabourPractices &Standards

LabourStandards

-

5, 8

-

95, 158
94

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

171

GRI CONTENT INDEX

ESG
PillarGRI Standard

SOCIALGRI 405: Diversity
and Equal
Opportunity 2016

Disclosure
Number

Disclosure Title

Bursa Malaysia

F4GBM ESG
ThemesLabourPractices &Standards

LabourStandards

SASB

UN
SDG

UNGC

Page reference and reasonsfor omissions, if applicable

405-1

Diversity of governance bodies and employees

405-2

Ratio of basic salary and remuneration of women to men

GRI 406: Nondiscrimination 2016406-1

Incidents of discrimination and corrective actions taken

GRI 407: Freedomof Association andCollective Bargaining
2016

407-1

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

93 - 94

GRI 408: Child
Labour 2016

408-1

Operations and suppliers at significant risk for incidents ofchild labor93

GRI 409: Forced orCompulsory Labour
2016

409-1

Operations and suppliers at significant risk for incidents offorced or compulsory labor

GRI 410: Security
Practices 2016

410-1

Security personnel trained in human rights policies orprocedures

93

GRI 411: Rights ofindgenous people
2016

411-1

Incidents of violations involving rights of indigenous peoples

93

GRI 416: Customer
Health and Safety
2016

416-1

Assessment of the health and safety impacts of product andservice categories

88

416-2

Incidents of non-compliance concerning the health andsafety impacts of products and services

Diversity

Community /Society99, 151-156

Corporate
Governance

Human Rights &Community

156

5, 10

99, 128-

10

Principle
1, 2, 3, 4,
5, 6

Health & Safety

Health & Safety

-

3, 8

-

-

-

-

-

-

Community /Society

Human Rights &Community

93

88

Community investment
GRI 3: Material
Topics 2021

3-3Management of material topics

GRI 413: Local
Communities 2016413-1

Operations with local community engagement, impact
assessments, and development programs

413-2

Operations with significant actual and potential negative
impacts on local communities

111
111 - 123

-

11

-

111 - 123

172

GRI CONTENT INDEX

ESG
PillarGRI Standard

Disclosure
Number

Disclosure Title

Bursa Malaysia

F4GBM ESG
Themes

SASB

UN
SDG

UNGC

-

-

IF-RE-410a.1
IF-RE-410a.2
IF-RE-410a.3--

Page reference and reasonsfor omissions, if applicable

Value chain improvement
GRI 3: Material
Topics 2021

3-3Management of material topics

GRI 204:
Procurement
Practices 2016

204-1

Proportion of spending on local suppliers

SOCIALGRI 301: Materials
2016
GRI 308: Supplier
Environmental
Assessment 2016
GRI 414: SupplierSocial Assessment
2016
GRI 417: Marketingand Labeling 2016

GRI 418: Customer
Privacy 2016

301-1

Materials used by weight or volume301-2

Recycled input materials used

301-3

Reclaimed products and their packaging materials

308-1

New suppliers that were screened using environmental
criteria

308-2

Negative environmental impacts in the supply chain andactions taken

414-1

New suppliers that were screened using social criteria

414-2

Negative social impacts in the supply chain and actions
taken

417-1

Requirements for product and service information andlabeling

417-2

Incidents of non-compliance concerning product andservice information and labeling

417-3

Incidents of non-compliance concerning marketing
communications

418-1

Substantiated complaints concerning breaches of customer
privacy and losses of customer data

79, 136, 150

Supply Chain
Management
Materials
Supply Chain(Environmental)/ Supplier
Environmental
Assessment

Supply Chain
Management

79, 88Supply Chain(Environmental)
Supply Chain(Social)83, 150-

8, 11,
12, 16

Principle
7, 8, 982
82
79, 136, 150
79, 136, 150

Supply Chain(Social)8, 11,
12, 16

Principle
7, 8, 979, 136, 150
79, 136, 150
88

Supply Chain(Social) /Supplier Social
Assessment

Risk
Management-

12, 16-

Data privacy
and security

-

-

16

-

88

129

INTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES173

GRI CONTENT INDEX

ESG
PillarGRI Standard

Disclosure
Number

Disclosure Title

Bursa Malaysia

F4GBM ESG
Themes

SASB

UN
SDG

UNGC

-

-

-

-

-

Page reference and reasonsfor omissions, if applicableGroup standards and operating procedures

GOVERNANCE

GRI 3: Material
Topics 2021
GRI 205: AntiCorruption 2016

3-3

Management of material topics

128

205-1

Operations assessed for risks related to corruption

128 - 129205-2

Communication and training about anti-corruption policies
and procedures

128 - 129

205-3

Confirmed incidents of corruption and actions taken

GRI 206: Anti206-1
Competitive Behavior
2016

Legal actions for anti-competitive behavior, anti-trust, andmonopoly practices (Business code of conduct)

GRI 419:
Socioeconomic
Compliance 2016

Non-compliance with laws and regulations in the social andeconomic area

419-1

Anti-Corruption

Anti-Corruption-

16

Principle
10

128 - 129
128 - 129

105

Innovation and technology
GRI 3: Material
Topics 2021

3-3Management of material topics

-

-

-

-

-

129

SDGs, GRI Standards requirement, TCFD, CDP and other relevant frameworks. The assurance process involves verificationof applicable subject matter as presented in the report through these goals i.e., Transforming Our Portfolios to Low-Carbon

174

Sustainable Cities, Advocating a Responsible Value Chain, Developing a Safe, Equal and Dignified Workforce, Investing in

ASSURANCE STATEMENTS

Community Inclusivity, and Upholding Transparency and Delivering Excellence. Details are provided in Appendix 1.
The verification was carried out by SIRIM QAS International in March 2024, with the following methodologies:

GRI 2-5•

INDEPENDENT ASSURANCE STATEMENT•

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

•

Interviewing key personnel responsible for collating information and writing various parts of the report toReviewing 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.

substantiate the veracity of the claims.

SIRIM QAS INTERNATIONAL SDN BHDINDEPENDENT ASSURANCE STATEMENT
To Board of Directors, Stakeholders, and Interested Parties,
SIRIM QAS International Sdn. Bhd. was engaged by Sunway Berhad to perform an independent verification and provide
assurance of the Sunway Berhad Sustainability Report 2023. The main objective of the verification process is to provide
assurance to Sunway Berhad and its stakeholders on the accuracy and reliability of the information as presented in thisstatement. The verification by SIRIM QAS International applied to sustainable performance information (subject matter)within the assurance scope which is included in Sunway Berhad Sustainability Report 2023.

Enhancements in 2023
In 2023, Sunway Berhad was designated an early adopter for the Taskforce on Nature-related Financial Disclosures(TNFD). In an effort to promote enhanced ESG practices among their small and medium-sized enterprise partners, Sunway
Berhad incorporated the Simplified ESG Disclosure Guide (SEDG), developed by Capital Markets Malaysia, into theirSupplier Risk Assessment. Additionally, Sunway Berhad strengthened its internal sustainable practices by enhancing theprevailing internal carbon pricing framework with targeted incentives for renewable energy and waste diversion andcollaborating with a local company to establish a composting site, effectively diverting food waste from landfills. Last but notleast, Sunway Berhad meticulously charted an embodied carbon emissions roadmap specifically for its Building Materials
and Quarry operations to manage their products environmental impacts.

The verification process was subjected to the following limitations:•

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

International was involved in the preparation of any part of Sunway Berhad’s Sustainability Report and Integrated Annual

Sunway Berhad’s buildings, managed leased and leased assets. And,•The assurance engagement was designed to provide limited assurance in accordance with the International Standard on
Information, 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 evaluates theadequacy of Sunway Berhad Sustainability Report and its overall presentation against respective frameworks such as UNSDGs, GRI Standards requirement, TCFD, CDP and other relevant frameworks. The assurance process involves verificationof applicable subject matter as presented in the report through these goals i.e., Transforming Our Portfolios to Low-Carbon
Sustainable Cities, Advocating a Responsible Value Chain, Developing a Safe, Equal and Dignified Workforce, Investing in
Community Inclusivity, and Upholding Transparency and Delivering Excellence. Details are provided in Appendix 1.
The verification was carried out by SIRIM QAS International in March 2024, 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 review of the sampled data.

•

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

Enhancements in 2023
In 2023, Sunway Berhad was designated an early adopter for the Taskforce on Nature-related Financial Disclosures(TNFD). In an effort to promote enhanced ESG practices among their small and medium-sized enterprise partners, Sunway
Berhad incorporated the Simplified ESG Disclosure Guide (SEDG), developed by Capital Markets Malaysia, into theirSupplier Risk Assessment. Additionally, Sunway Berhad strengthened its internal sustainable practices by enhancing theprevailing internal carbon pricing framework with targeted incentives for renewable energy and waste diversion andcollaborating with a local company to establish a composting site, effectively diverting food waste from landfills. Last but notleast, Sunway Berhad meticulously charted an embodied carbon emissions roadmap specifically for its Building Materials

The corporate office of Sunway Berhad Group Sustainability Department, at Menara Sunway, Sunway City KL wasvisited as part of this assurance engagement. The verification process did not include physical inspections of any ofReport 2023.

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

The scope of work did not involve verification of other information reported in Sunway Berhad Integrated Annual
Report 2023.

The management of Sunway Berhad was responsible for the preparation of the Sustainability Report. The objective and

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

Conclusion
SIRIM QAS International, a Conformity Assessment Body in Malaysia, is accredited to both ISO/IEC 17021-1:2015 andISO/IEC 17065:2012 covering all our operational activities. The appointed assessors performing the assurance engagement
were selected appropriately based on our internal qualifications, training and experience. The verification process isreviewed 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 management of Sunway Berhad
relating to the accuracy of some of the information contained in the report. In response to the raised findings, theSustainability Report was subsequently reviewed and revised by Sunway Berhad. It is confirmed that changes that havebeen incorporated into the final version of the report have satisfactorily addressed all issues. Based on the scope of theassessment process and evidence obtained, nothing has come to our attention that causes us to believe that Sunway
Berhad has not complied, in all material respects, with the referred assurance standard and guide. The following represents
SIRIM QAS International’s opinion:•

The level of data accuracy included in Sunway Berhad Sustainability Report 2023 is fairly stated;•

The level of disclosure of the specific sustainability performance information presented in the report was found to be•

The personnel responsible were able to demonstrate the origin(s) and interpretation of data contained in the report;•

The sustainability report provides a reasonable and balanced presentation of Sunway Berhad’s sustainability

properly prepared;

performance.
List of Assessors.
1)

Ms. Aernida Abdul Kadir:

Team Leader

2)

Ms. Kamini Sooriamoorthy:

Team Member

3)

Ms. Suzalina Kamaralarifin:

Team Member

4)

Ms. Farhanah Ahmad Shah:Team Member

During the verification process, issues were raised, and clarifications were sought from the management of Sunway Berhad
relating to the accuracy of some of the information contained in the report. In response to the raised findings, theSustainability
Report was subsequently
reviewed and revised by Sunway
Berhad.
It is confirmed that changes
INTRODUCTIONLEADERSHIPSTRATEGICPRIORITIESGOALthat
1 haveGOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES

been incorporated into the final version of the report have satisfactorily addressed all issues. Based on the scope of theassessment process and evidence obtained, nothing has come to our attention that causes us to believe that Sunway
The verification
processinwas
subjected
to the following
Berhadhas not complied,
all material
respects,with thelimitations:referred assurance standard and guide. The following represents

175

ASSURANCE STATEMENTS

SIRIM QAS
International’s
opinion:• The
scope of work
did not involve verification of other information reported in Sunway Berhad Integrated Annual
TheReport
level ofdata accuracy included in Sunway Berhad Sustainability Report 2023 is fairly stated;
2023.

•

The level of disclosure of the specific sustainability performance information presented in the report was found to be
The corporate office of Sunway Berhad Group Sustainability Department, at Menara Sunway, Sunway City KL wasproperly prepared;
visited as part of this assurance engagement. The verification process did not include physical inspections of any of• The personnel responsible were able to demonstrate the origin(s) and interpretation of data contained in the report;
Sunway Berhad’s buildings, managed leased and leased assets. And,• The sustainability report provides a reasonable and balanced presentation of Sunway Berhad’s sustainability• The verification team did not verify any contractor or third-party data.
performance.
••

Conclusion
List of Assessors.
SIRIM QAS International, a Conformity Assessment Body in Malaysia, is accredited to both ISO/IEC 17021-1:2015 and1)
Ms. Aernida Abdul Kadir:
Team Leader
ISO/IEC 17065:2012 covering all our operational activities. The appointed assessors performing the assurance engagement
2)
Ms. Kamini Sooriamoorthy:
Team Member
were selected appropriately based on our internal qualifications, training and experience. The verification process is3)
Ms. Suzalina Kamaralarifin:
Team Member
reviewed by management to ensure that the approach and assurance are strictly followed and operated transparently.
4)
Ms. Farhanah Ahmad Shah:Team Member
During the verification process, issues were raised, and clarifications were sought from the management of Sunway Berhad
relating to the accuracy of some of the information contained in the report. In response to the raised findings, theStatementReport
PreparedStatement
Approved
Sustainability
wasby:
subsequently reviewed and revised by Sunway
Berhad.
It is by:confirmed that changes that havebeen incorporated into the final version of the report have satisfactorily addressed all issues. Based on the scope of theassessment process and evidence obtained, nothing has come to our attention that causes us to believe that Sunway
Berhad has notAERNIDA
complied, BINTI
in all material
standard
and guide.
The following represents
ABDULrespects,
KADIR with the referred assuranceTs.
MD ADHA
BIN RAHMATSIRIM QAS International’s opinion:

Team Leader

Senior General Manager• Management
The level of Systemdata accuracy
includedin Sunway Berhad Sustainability
Report2023Certification
is fairly stated;
Certification
Department
Management
System
Department•

TheSIRIM
level ofdisclosureof the specificsustainability performance information
presented
in the Sdn.
reportBhd
was found to be
QAS
International
Sdn. Bhd.
SIRIM QAS
International
properly prepared;
Date: 27 March 2024

Date: 1 April 2024•

The personnel responsible were able to demonstrate the origin(s) and interpretation of data contained in the report;•

The sustainability report provides a reasonable and balanced presentation of Sunway Berhad’s sustainability

Note 1: This Independent
Assurance Statement has been issued based on the content verified prior to the approval date. SIRIM QAS International
performance.
Sdn Bhd does not express an opinion on, nor guarantees the integrity and/or accuracy of the information provided with the view that the conclusion
was conducted post verification assessment, hence not verified. SIRIM QAS International shall not be responsible for any changes or additions
made after the referred date (27 March 2024).

List of Assessors.
1)

Ms. Aernida Abdul Kadir:

Team Leader

2)

Ms. Kamini Sooriamoorthy:

Team Member

3)

Ms. Suzalina Kamaralarifin:

Team Member

4)

Ms. Farhanah Ahmad Shah:Team Member

Statement Prepared by:

AERNIDA BINTI ABDUL KADIR
Team Leader
Management System Certification Department
SIRIM QAS International Sdn. Bhd.
Date: 27 March 2024

Statement Approved by:

Ts. MD ADHA BIN RAHMAT
Senior General Manager
Management System Certification Department
SIRIM QAS International Sdn. Bhd
Date: 1 April 2024

Note 1: This Independent Assurance Statement has been issued based on the content verified prior to the approval date. SIRIM QAS International
Sdn Bhd does not express an opinion on, nor guarantees the integrity and/or accuracy of the information provided with the view that the conclusion
was conducted post verification assessment, hence not verified. SIRIM QAS International shall not be responsible for any changes or additions
made after the referred date (27 March 2024).

ASSURANCE STATEMENT BY INTERNAL AUDIT DEPARTMENT
Assurance undertaken
In strengthening the credibility of the Sunway Berhad Sustainability Report 2023, selectedindicators of this Report has been subjected to an internal review by the company’s internal
auditors and has been approved by the company’s Audit Committee.
Subject matter
All Common Sustainability Matters and accompanying Indicators identified by Bursa for FY2023.
Scope
The boundary of the internal review includes all Sunway Berhad's operations in Malaysia.

176

ABBREVIATIONS
ABC
ACC
ACHS
AHU
AI
AP
ARA
ARC
BCA
BEI
BEMS
BOD
BOVEAP

CSR
CVA
DBKL
DEFRA
DOE
DOSH
EAP
eHDA
EPD
EQA
ERM
ERP
ESG

Corporate Social Responsibility
Completion and Verification Assessment
Dewan Bandaraya Kuala Lumpur
Department for Environment, Food and Rural Affairs
Department of Environment
Department of Occupational Safety and Health
Employee Assistance Programme
eHousing Development Account
Environmental Product Declaration
Environmental Quality Act
Enterprise Risk Management
Enterprise Resource Planning
Environmental, Social and Governance

IAQ
ICT
ID
IIRC
ILO
IMELC
IoT
IPCC
ISMS
ISO
ISSB
IT
JKNS

Indoor Air Quality
Information and Communications Technology
Identification
International Integrated Reporting Council
International Labour Organization
Iskandar Malaysia EcoLife Challenge
Internet of Things
Intergovernmental Panel on Climate Change
Information Security Management System
International Organisation for Standardization
International Sustainability Standards Board
Information Technology
Jabatan Kesihatan Negara Selangor

BRT
BSC
BSF

Anti-Bribery and Corruption
Autodesk Construction Cloud
Australian Council on Healthcare Standards
Air Handling Unit
Artificial Intelligence
Accounts Payable
Australasian Reporting Awards
Annual Report Competition
Singapore's Building and Construction Authority
Building Energy Intensity
Building Energy Management System
Biochemical Oxygen Demand
Board of Valuers, Appraisers, Estate Agents andProperty Managers
Bus Rapid Transit
Board Sustainability Committee
Black Soldier Fly

EU
EUI
EV

European Union
Energy Use Intensity
Electric Vehicle

JSC
JKNS
JSC

CAPA
CBAM
CCBE
CCUS
CDP

Corrective and Preventive Action
Carbon Border Adjustment Mechanism
Code of Conduct and Business and Ethics
Carbon Capture, Utilisation and Storage Technology
Carbon Disclosure Project

F&B
FIABCI
FMA
FSC
FTSE

Food and Beverage
The International Real Estate Federation
Factories and Machineries Act
Forest Stewardship Council
Financial Times Stock Exchange

KPI
KSS
L&D
LED
LEED

The Jeffrey Sachs Center on Sustainable Development
Jabatan Kesihatan Negara Selangor
The Jeffrey Sachs Center On Sustainable
Development
Key Performance Indicator
Kelab Sosial Sunway
Learning and Development
Light-Emitting Diode
Leadership in Energy and Environmental Design

CEMPIAGAIAGreen Accord Initiative Award

LFO

Light Fuel Oil

CH₄
CIDB
CIO
CIS
CISO
CO
CMM
CO2
CO2e
COD

Customers Experience Management Platforms for
Insights and Actions
MethaneConstruction Industry Development Board
Chief Information Officer
Construction Industry Standard
Chief Information Security Officer
Carbon Monoxide
Capital Markets Malaysia
Carbon Dioxide
Carbon Dioxide EquivalentChemical Oxygen Demand

GBI
GDV
GFA
GHG
GHR
GIAD
GRI
GS
HCWRI
HIRADC

LPG
LPR
LRT
LTI
LTIR
M&E
MAF
MOH
MARC
MBAM

Liquefied Petroleum Gas
License Plate Recognition
Light Rail Transit
Lost Time Injury
Lost Time Incident Rate
Mechanical and Electrical
Malaysian AIDS Foundation
Ministry of Health
Malaysian Ratings Corporation
Master Builders Association Malaysia

CPI

Corruption Perceptions Index

HIRARCMBSA

Majlis Bandaraya Shah AlamCPTED

Crime Prevention through Environmental Design

HOPE

Green Building Index
Gross Development Value
Gross Floor Area
Greenhouse Gas
Group Human ResourcesGroup Internal Audit
Global Reporting Initiative
Group Sustainability Department
High-consequence Work-related Injuries
Hazard Identification, Risk Assessment andDetermining Control
Hazard Identification, Risk Assessment and Risk
Control
Health Outreach Programme for Everyone

MBSJ

Majlis Bandaraya Subang Jaya

CRM

Customer Relationship Management

HTAR

Hospital Tengku Ampuan Rahimah

MCCG

Malaysian Code on Corporate GovernanceINTRODUCTIONLEADERSHIPSTRATEGIC PRIORITIESGOAL 1

GOAL 2

GOAL 3

GOAL 4

GOAL 5APPENDICES177

ABBREVIATIONSMGBCMalaysia Green Building Council

PPR

People Housing Program

SOPs

Standard Operating Procedures

MGTC

Malaysian Green Technology and Climate Change
CentrePR

Purchase Requisition

SOX

Sulfur Oxide

MIT

Massachusetts Institute of Technology

PRKPP

Pertubuhan Rakan Komuniti Pendidikan PerakSPT

Sustainability Performance Targets

MMLR

Main Market Listing Requirements

PV

Photovoltaic

SPV2030

Shared Prosperity Vision 2030

MOH

Ministry of Health

QA/QC

Quality Assurance and Quality Control

SQMS

Sunway Quality Merit System

MRA

Malaysia Retailers Association

QLASSIC

Quality Assessment System in Construction

SRA

Supplier Risk Assessment

MRCA

Malaysia Retail Chain Association

R&D

Research and Development

SRI

Sustainable and Responsible Investment

MRT

Mass Rapid Transit

RACAPU

Rotaract Club of Asia Pacific University

SSP

Shared Socio-economic Pathway

MSC

Management Sustainability Committee

RCP

Representative Concentration Pathway

STEM

Science, Technology, Engineering and Mathematics

MSCA

Malaysian Smart Cities Alliance

READ

Reading Enhances Aspiration and Drive

TCFD

Task Force on Climate-related Financial Disclosures

MSOSH

Malaysian Society for Occupational Safety and Health

REHDA

Real Estate and Housing Developers' Association

TNB

Tenaga Nasional Berhad

MSQH

Malaysian Society for Quality in Health

REIT

Real Estate Investment Trust

TNFD

Taskforce on Nature-related Financial Disclosures

N2O

Nitrous Oxide

ReX

Retail Extended Learning

TSA

The Salvation Army

NACRA

National Annual Corporate Report Awards

ROV

Return on Value

TSS

Total Suspended Solid

NASOM

National Autism Society of Malaysia

RSI

Red Shield Industries

UCO

Used Cooking Oil

NCOSH

National Council for Occupational Safety and Health

SAMH

Selangor & Federal Territory Association for the
Mentally Handicapped

UCSI

University College Sedaya International

NG

Natural Gas

SASB

Sustainability Accounting Standards Board

UI

User interface

NGO

Non-Governmental Organisation

SBTi

Science-Based Targets initiativeUN

United Nations

NOSH

National Occupational Safety and Health

SC

Securities Commission

UNGC

UN Global Compact

NOX

Nitrogen Oxide

SCAN

Sustainability Collaboration Alliance Network

UN-SDGs

UN Sustainable Development Goals

O3

Ozone

SCAPA

Smart City Asia Pacific Awards

UOB

United Overseas Bank

OHSE

Occupational Health, Safety and Environment

SCKL

Sunway City Kuala Lumpur

VaR

Value at Risk

OHSEMS

Occupational Health, Safety and Environment
Management System

SDGs

Sustainable Development Goals

VCP

Vitrified Clay PipeOHSMP25

Occupational Safety and Health Masterplan
2021 - 2025

SDSN

Sustainable Development Solutions Network

VOC

Volatile Organic CompoundOR

Official Receipt

SEDG

Simplified ESG Disclosure Guide

VUCA

Volatility, Uncertainty, Complexity and Ambiguity

PAWE

Pusat Aktiviti Warga Emas

SILK

Seeding Inspiration via Leadership and Knowledge

WEF-IBCWorld Economic Forum International Business Council

WWF

World Wildlife Fund

PCF

Product Carbon FootprintSJK (T)

Sekolah Jenis Kebangsaan Tamil

PDCA

Plan-Do-Check-Act

SK

Sekolah Kebangsaan

PDRM

Polis Diraja Malaysia

SLL

Sustainability-Linked Loan

PIKOM

The National Tech Association of Malaysia

SMC

Sunway Medical Centre

PLC

Public Listed Companies

SMCV

Sunway Medical Centre Velocity

PLHIV

People Living with HIV

SMEs

Small-to-Medium Enterprises

PO

Purchase Order

SMK

Sekolah Menengah Kebangsaan

PPE

Personal Protective Equipment

SO2

Sulfur Dioxide

178

REDUCING THE ENVIRONMENTAL IMPACT OF THIS REPORT

Printed with

eco ink

made with a higher percentage
of vegetable oil to reduce theemission of volatile organic
compounds (VOCs). Contains low
levels of chemicals, thus reducing
environmental pollution throughout
the printing process.

Paper and printing

waste is responsibly
handledthrough recycling and upcycling
materials in order to reduce theburden on landfills.

carbonneutral pressmachines, using
Printed with

eco-materials and managed andcertified under the

ISO 14001:2015

Environmental Management System
to minimise environmental impact.

The total carbon footprint for
one copy of the Sunway Berhad
Sustainability Report 2023 is

10.872 kg CO2e.

We are committed to reducing
the environmental impact of ourSustainability Report and willcontinue working to reduce theamount of greenhouse gases (GHG)
emitted throughout the entire design
and printing process.

Eco-design is both a principle
and an approach. It consists ofintegrating
environmental
protection criteria

over a service or a product’s life
cycle.

Paper sourced from

responsibly
managed foreststhat provide environmental benefits.
The cover is printed on FSC® Certified
Mix Credit 300 gsm Enviro Wove. The
inner pages are printed on FSC® Certified
Mix Credit 120 gsm Enviro Wove.

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