SUSTAINABILITY IN MOTIONTOWARDS A
GREENER TOMORROWSUSTAINABILITYREPORT 2023

ABOUT THIS REPORTSBS Transit Ltd is pleased to share our latest annual
Sustainability Report that documents our journey andprogress across the key focus areas of Environment,
Social responsibility, and Governance. The reportprovides an overview of the Company’s sustainability
ambitions, activities and performance for the financial
year ended on 31 December 2023.
SBS Transit understands the urgency of acting on
climate change, and as a public transport operator werecognise our role in fostering the transition towards
a low-carbon transport system in Singapore. We arecommitted to delivering a long-term sustainable value
and positive impact to our society.

CONTENTS
2
3
4
8
14
15
16
16
20
22

About SBS Transit Ltd
Our Corporate Vision, Mission,and Core Beliefs
Message from the Chairman
and Group CEO
2023 in Review
Our Approach to
Sustainability
Board Statement
Materiality Assessment andApproach
Our Sustainability Framework
Stakeholder Engagement
Sustainability and Risk
Governance

24
26
34
40
45
50

52
62
67

Driving Environmental
Stewardship to Enhance
Sustainability in Singapore
Emissions & Energy
Climate Change Adaptationand Mitigation
Resource Efficiency
Sustainability Transition
Reinforcing our Social
Responsibility to ourCustomers, Employees, andCommunities
Safety & Health
Customer Experience
Employee Care

76
83
84
95
99
103
108
111
113
115

Social Economic Contribution
Ensuring Ethical Business andStrong Governance Practices
Business Integrity andCorporate Governance
Cybersecurity, Data
Governance & Privacy
Asset Protection and Safety
Appendix 1: GRI Index
Appendix 2: SASB Index
Appendix 3: Alignment with the
UN SDG Targets
Appendix 4: TCFD
Annex A: Human Rights Policy

ABOUT THIS REPORTREPORTING FRAMEWORKThe most recent Global Reporting
Initiative (GRI) Sustainability ReportingStandards 2021 were followed in
preparing this report. The GRI Content
Index can be found on pages 102 - 106.
Likewise, this report aligns with the
Sustainability Accounting Standards
Board (SASB): Road and Rail Standards assummarised in the SASB Disclosure Index
that can be found on pages 107 - 108.

on-year comparisons where possible,
while ensuring our data has undergoneinternal assurance procedures forverifiability.

The Sustainable Development Goals of
the United Nations are also mentioned
in this report. We are committed
to the ten principles of the United
Nations Global Compact under ourparent company, ComfortDelGro
Corporation Limited (ComfortDelGro),
who is a signatory. Additionally, weare committed to the United Nations
Sustainable Development Goals(UN SDGs).

By integrating international sustainability
standards into our report, we are able tocomprehensively monitor and disclose
our strategies, initiatives, and key
performance indicators while remainingaligned with the industry and geography
in which we operate in. These standards
also provide us with guidance in setting
goals and targets for our material
topics, ensuring the continuity of
our sustainability reporting efforts.
The selection of multiple reporting
frameworks mentioned above is aimed
at helping our organisation understandand communicate our impacts in amanner that meets the requirements ofdiverse stakeholders.

Our Sustainability Report satisfies allenvironmental reporting standards set
forth by the Singapore Stock Exchange(SGX), including but not restricted to
SGX Listing Rules 711 (A) and (B). In
compliance with the SGX requirements,
we align to the recommendations as
set out by the Task Force on ClimateRelated Financial Disclosures (TCFD)
and have included disclosures relating
to this throughout the report.
In addition, to take a leading stanceand making a start, there are selecteddisclosures provided in this report thathave taken preliminary reference to theS1 and S2 disclosures published by theInternational Sustainability Standards
Board (ISSB).​We aim to provide year-

As a part of the ISSB reporting initiation,
we align to the recommendations as
set out by the TCFD, of which the IFRSFoundation will take over from the
TCFD the monitoring of companies’
press on climate-related disclosures.

REPORTING SCOPE AND PERIODThis Sustainability Report is publishedon 27 March 2024. The reportencompasses our sustainability
performance and relevant
Environmental, Social and Governance(ESG) considerations for the financial
year commencing 1st January 2023 to
31st December 2023. The Sustainability
Report supplements SBS Transit’s
Annual Report 2023 and covers thesame scope in terms of financial entities
and reporting period. Both reports canbe found on our website https://www.
sbstransit.com.sg
ASSURANCE
ComfortDelGro Group Internal Audit
has performed an internal review on
the compliance with the relevant
policies, processes and internal controls
pertaining to the data disclosed
within the Sustainability Report for
the financial year 2023. The audit
recommendations through the internal
review were taken into consideration
during the development of the
Sustainability Report. SBS Transit did
not seek external assurance within thisreporting cycle and intend to do so in
the future.
FEEDBACK
We welcome your comments andfeedback on our Sustainability Report
as we progress on our sustainability
journey. Please contact us at SBS Transit
Customer Care at 1800-287 2727 or
Sustainability@SBSTransit.com.sg
RESTATEMENT OF INFORMATION
Restatements of information havebeen included in this report, whereapplicable, to ensure consistency andenable comparability of information
between reporting periods. Detailsof these restatements can befound in the relevant sectionsof the report. Restatements of
information are primarily due toimproved data collection andcalculation methodologies, aswell as the refinement of datacollection parameters. The respective
restatements made have been
determined to be immaterial.

1

ABOUT SBS TRANSIT LTD
SBS Transit Ltd (formerly known as Singapore Bus Services“SBS”) was formed through the merger of three bus companies
in 1973, with the aim of enhancing the standards of the bus
transportation system in Singapore. By 1978, we were listedon the Singapore Exchange as Singapore Bus Service. In 2001,
we rebranded as SBS Transit to reflect our bimodal status
as both a bus and rail operator when we won the licence tooperate the North East Mass Rapid Transport (MRT) Line. In
2003, Comfort Group and DelGro Group merged to form
ComfortDelGro Corporation – one of the world’s largest landtransport companies, which SBS Transit became a part of. As
a part of an international, multimodal transport company, we
are able to leverage the Group’s extensive resources, expertise,and knowledge to effect higher levels of service, reliability, andcomfort for our Singapore commuters.
As the largest public bus operator
in Singapore, we strive to provide
world-class public transport services
that are safe, reliable, and affordable.
Today, we operate 220 bus services in
Singapore with a fleet of over 3,500
buses comprising single-deck, doubledeck, and articulated buses. We arealso operating a fleet of 32 electric2

and 25 hybrid buses. Additionally, SBS
Transit also manages two of Singapore’s
MRT lines – North East Line (NEL)
and Downtown Line (DTL). The NEL
is Singapore’s third metro line and thecountry’s first fully automated anddriverless system. Furthermore, SBS
Transit operates the Sengkang andPunggol Light Rail Transit (SPLRT) lines.

We carry millions of passengers on ourbus and rail network daily, but we believe
in being more than just a people mover.
We believe in the journey, not just thedestination. Therefore, we have invested
extensively in technology and training
to constantly improve and upgrade ourworkforce and operations to remain
relevant and cutting edge in the fastchanging transportation industry.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

OUR CORPORATE VISION,MISSION, AND CORE BELIEFSOUR VISION

CORE BELIEFS

Moving people in a safe, reliable, andaffordable way.

To achieve our
Vision and Mission,
we are guided
by the following
beliefs:

OUR MISSION

To achieve excellence for our customers,
employees, shareholders, and community.
To this end, we are committed todelivering safe and reliable services ataffordable prices, being an employer ofchoice, creating significant shareholder
value and becoming a socially responsible
corporate role model.

•
•
•
•
•
•
•

Be driven by our customers’ needs
Strive for excellence in everything
we do
Act with integrity at all times
Treat people with fairness andrespect
Maintain safety as a top priority
Collaborate with our partners for awin-win outcome
Give our shareholders a reasonable
return3

MESSAGE FROMTHE CHAIRMANAND GROUP CEO

In 2023, SBS Transit marked 50 years of providing public transport
services in Singapore. We have continuously evolved over thisperiod to serve the changing travel needs and expectations of ourpassengers. This success has inspired the current team to strive
even harder to keep our business and operations sustainable as
we steer into our next 50 years of growth.

4

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

MESSAGE FROM THE CHAIRMANAND GROUP CEO

Notably, we areworking towards
achieving net zeroenergy buildings in
2024 for some ofour premises. We arealso collaboratingwith the LTA toinstall solar panels at
the North East Line’s
Sengkang Depot and
Seletar Bus Depot.
Over the next two
years, we expect toincrease our solar
generation capacity
by some 65% tomore than 7 MWp,up from the current
4.28 MWp.

In 2023, SBS Transit marked 50 years
of providing public transport services
in Singapore. We have continuously
evolved over this period to serve thechanging travel needs and expectationsof our passengers. This success has
inspired the current team to strive
even harder to keep our business andoperations sustainable as we steer into
our next 50 years of growth.
As a leader in public transport, SBS
Transit remains fully committed to
the national goal of promoting public
transport and thereby reduce carbon
emissions as a country.
In environmental stewardship, ourstrategy has been to focus on aspects
that can directly create impactful
outcomes. One example is increasing
our renewable energy output by
installing photovoltaic systems to more
workplace locations. Notably, we areworking towards achieving net zeroenergy buildings in 2024 for some ofour premises. We are also collaboratingwith the Land Transport Authority (LTA)
to install solar panels at the North EastLine’s Sengkang Depot and Seletar Bus
Depot.

Over the next two years, we expect toincrease our solar generation capacity
by some 65% to more than 7 MWp, up
from the current 4.28 MWp.
Another example is water consumption
where we have improved water
efficiency in our bus washing
operations. By installing more pumps toincrease water recycling and adjustingwater nozzles for higher efficiency, we
have reduced fresh water consumption
by some 50% per wash at two of ourdepots. We are gratified that this projectwon recognition in the Water Efficiency
Awards presented by the Public Utilities
Board (PUB), our national water agency.
On workplace safety, we have strived
hard to ensure that all our workplaces
remain safe for our employees, and be
fully in line with the Code of Practiceissued by the Ministry of Manpower.
In 2023, our workplace injury rate was
186.2 per 100,000 employees - well
below the industry average of 660.
This was the result of renewed efforts
to truly put safety first.

5

MESSAGE FROM THE CHAIRMANAND GROUP CEO

Another key aspectof our sustainability
strategy is tocollaborate withas many local
and international
partners. These
include global
leaders such as
Engie, which
specialises in low
carbon energy andservices. Others
like Siemens
Mobility, Alstom
and SG Enable, haveopened many new
possibilities for us.

6

In the area of diversity and inclusivity,
we explored many new initiatives
and technologies in a major pushto promote safe and independentcommuting for vulnerable passengers,
including the visually impaired andthose living with dementia.

We also believe that strong governanceand stewardship - right across theorganisation - serve as the cornerstoneof our operations. We regularly assess
the effectiveness of our policies andtake measures to strengthen ourresilience against threats and risks.

As a company, we also continued tohire individuals with disabilities andprovide them meaningful jobs tocontribute to our success. Our goal
is to hire a total of 100 persons withdisabilities within the next four years –up from the current 30.

For transparency in reporting, we havepublished our inaugural Task Force on
Climate-Related Financial Disclosures(TCFD) report in November 2023, twoyears ahead of the SGX requirement.
We have also pressed ahead to report
Scope 3 emissions. We are proudthat SBS Transit was cited by the SGX
Sustainability Reporting Review (Third
Edition) as an exemplary case study insustainability disclosures.

Another key aspect of our sustainability
strategy is to collaborate with as many
local and international partners. These
include global leaders such as Engie,
which specialises in low carbon energy
and services. Others like Siemens
Mobility, Alstom and SG Enable, haveopened many new possibilities forus. Their expertise will empower ourcapabilities in specific domains in oursustainability roadmap.

In anticipation of upcoming regulatory
requirements of bodies such as the
IFRS-ISSB (International Financial
Reporting Standards - International
Sustainability Standards Board),
we have started work to adopt therecommended practices to ensure weachieve our sustainability objectives.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

MESSAGE FROM THE CHAIRMANAND GROUP CEO

Meanwhile, we won several awards
including:
•

•

•
•

Singapore Corporate SustainabilityAward Mid Cap at the Investors’
Choice Awards organised by SIAS,
the Securities Investors Association(Singapore);
bizSAFE Partner Award (RailBusiness) from the Workplace Safety
and Health Council;
Water Efficiency Award (Projects)
2024 by the PUB; andEnabling Mark Award (Silver) by
SG Enable

We also received certification in thefollowing categories:•••

Data Protection Trustmark from
Infocomm Media Development
Authority;
ISO 14001 Environmental
Management Systems;
ISO 50001 Energy Management
Systems; and•Recertification for Green Mark forSuper Low Energy (Platinum) by the
Building and Construction Authority.

Together with all our stakeholders
and partners, SBS Transit strives for asustainable future for all. We hope thatby working together purposefully, we
will leave our next generation with abetter planet.
We would like to thank our passengers
who trust us with their journeys;
our dedicated employees who keep
Singapore moving; the Land Transport
Authority, our steadfast partner inprogress; and other partners, vendors,
and shareholders for their support.

BOB TAN BENG HAICHAIRMANJEFFREY SIM
GROUP CHIEF EXECUTIVE OFFICER

We would like tothank our passengers
who trust us with
their journeys;
our dedicatedemployees who keep
Singapore moving;the Land Transport
Authority, oursteadfast partner inprogress; and otherpartners, vendors,
and shareholders fortheir support.

72023 IN REVIEWGREENHOUSE GASEMISSIONSFUELCONSUMPTION(tCO2e)(L)2023: 758,051
2022: 780,9421
2021: 792,483

SCOPE 1 & 2 FLEETEMISSIONS (tCO2e)2023: 140,251,592
2022: 134,131,446
2021: 133,538,848

ELECTRICITY
PURCHASEDFROM THE GRID
(kWh)

2023: 451,017
2022: 439,0291
2021: 595,696

GREENHOUSEGAS INTENSITY(tCO2e/S$m)

2023: 407,775,255
2022: 408,298,271
2021: 420,974,535

RENEWABLE
ELECTRICITY
GENERATED (kWh)2023: 4,322,577
2022: 4,319,802
2021: 2,393,358

2023: 496.4
2022: 515.41
2021: 604.6

1 Due to improvements in data collection and calculation, our Greenhouse Gas (GHG) emissions and fleet emissions have been restated, which resulted
in an increase by 2% and 5% respectively compared to levels previously reported.

8

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

2023 IN REVIEWWATERCONSUMPTION(megalitres)

ROAD
SAFETY2023: 1,014
2022: 1,014
2021: 1,028

Number of accidents
per 100,000km
Road fatalities

BUS FLEET

2021

2022

2023

0.1

0.1

0.1

2

3

3

EURO 5
AND ABOVE

2023: 3,572
2022: 3,562
2021: 3,548

2,515

DIESEL HYBRID/
ELECTRIC BUSES
2023: 572022: 56
2021: 55

WORKPLACE
SAFETY
Workplace injury rate per 100,000
employed persons
2021

Bus
Rail

2022

420.9 245.3
160.0 191.8

2023

188.0
181.3

9

2023 IN REVIEWWHEELCHAIR
ACCESSIBLE
BUSES
100%

FEMALEEMPLOYEES
2023: 9.3%
2022: 9.5%
2021: 9.6%

EMPLOYEE AGE> 50 YEARS OLD
2023: 40.6%
2022: 38.0%
2021: 41.5%

DONATIONS
2023: $743,547
2022: $565,600
2021: $597,000

10

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

FINANCIALPERFORMANCE AT
A GLANCE

Net revenue

S$1,527.14
millionProfit attributable
to shareholders

S$69.08
millionOperation profit

EBITDA

S$76.65

S$169.27

millionmillionEarnings per ordinary share (cents)
over region of operations

S$22.15
cents
More details on our financial performance can be found on pages
16 to 17 in SBS Transit’s Annual Report 2023.

11

AWARDS AND ACHIEVEMENTS

Environment
ISO 50001:2018 Energy Management Systems – Rail BusinessISO 14001:2015 Environmental Management Systems – Rail Business
BCA Green Mark Award Platinum (Super Low Energy) – Ulu Pandan Bus Depot
SocialAwarded ISO 45001 Occupational Health and Safety Management System (OHSMS)– Bus and Rail Business
bizSAFE Partner Award – Rail Business
bizSAFE Star – Bus and Rail Business
Workplace Safety and Health Advocate – Bus Business
Enabling Mark Award (Silver)
Progressive Wage Mark (2023)
HR Asia - Best Companies to Work for 2023
HR Asia - Digital Transformation Award 2023
SkillsFuture Employer Award (Silver)
SkillsFuture Fellowships Award
Singapore Human Resource Institute 16th Awards - Silver Award for “Learning &Development with Coaching & Mentoring”
Human Resource Excellence Awards 2023 - Bronze Award for “Excellence in
Workplace Wellbeing”
SkillsFuture National Workplace Learning Certification Award (Platinum)

12

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ACCOLADES AND AWARDS

GovernanceSingapore Corporate Sustainability Award (Mid Cap) – SIAS Investor Choice Awards 2023
Singapore Corporate Governance Award (Mid Cap) – SIAS Investor Choice Awards 2023
Shareholder Communications Excellence Award (Mid Cap)– SIAS Investor Choice Awards 2023
Most Transparent Company Award (Industrials) – SIAS Investor Choice Awards 2023
Best Annual Report Award, Gold 2023 (Companies with $300 million to less than
$1 billion in market capitalisation) – Singapore Corporate Awards
ISO 22301:2019 Business Continuity Management System– Bus and Rail BusinessISO 9001:2015 Quality Management with consistent products and services– Bus and Rail BusinessISO 55001:2014 Asset Management System– Bus and Rail Business
Data Protection Trustmark - Infocomm Media Development Authority

MEMBERSHIP OF
ASSOCIATIONSSBS Transit is affiliated with the following memberships:
Singapore•
UITP (Union Internationale des Transports Publics)•
Intelligent Transportation Society Singapore•
Singapore Human Resource Institute•Singapore National Employers Federation•••

Singapore Business Federation
Tripartite Alliance for Fair and Progressive
Employment Practices (TAFEP)
Asian Railway Operators Association

13

OUR
APPROACH TOSUSTAINABILITY

14

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

OUR APPROACH TOSUSTAINABILITYAs Singapore’s trusted leading public transport service provider, we operatewith a mandate to provide transportation that is safe, reliable, accessible
and sustainable to Singapore’s community while keeping public transport
affordable. In this regard, we are dedicated to reducing our environmental
footprint, enhancing employee and customer safety and well-being, and givingback to the community while maintaining the rigour of our governance systemand protecting our assets.
BOARD STATEMENT
As a leading public transport service
provider in Singapore, our vision is
to move people in a safe, reliable,
accessible, and sustainable way.
Importantly, we do this in a sustainable
manner which is focused on minimising
our impact on the environment,
ensuring road, commuter andworkplace safety, enhancing the wellbeing of our people and the community
as well as upkeeping the robustness of
our governance system and protecting
our assets.
Our commitment to safeguarding
the interests of our stakeholders forsustainability growth comes under
the governance of the SBS Transit’s
Board of Directors, which has identified
sustainability as a key pillar in ouroverall strategy. The Board considers
ESG issues as part of our strategy
formulation particularly in three distinct
areas:
1. Driving environmental stewardshipto enhance sustainability in
Singapore
2. Reinforcing our social
responsibilities to our customers,
employees, and communities
3. Ensuring ethical and strong
governance practices
As a public transport service provider,
we are mindful that the delivery of ourservices has a direct impact on theenvironment. To this end, we work
closely with the LTA to reduce ourcarbon footprint. We wholeheartedly
support the LTA in its commitment
to introduce greener buses, with theentire fleet of public buses running on
cleaner energy by 2040. We embracesustainability in our organisation bypractising responsible consumption andproduction; and the Risk & Sustainability
Steering Committee (RSSC) is
responsible to drive change within theorganisation for long term success.
We care for our people and the people
we serve. From the health and safetyof our employees to the safety of
all our customers, including thosefrom vulnerable populations, we areconstantly looking at ways to do better.
We have also not forgotten the sociallydisadvantaged in our community. Our
employees are committed to projects
and activities that serve our communityand help protect the environment.
ESG matters as determined by our
stakeholders and deemed to bematerial to value creation are integrated
into our balanced scorecard, which isused to set objectives, drive behaviours,
measure performance and determine
remuneration. The Board Sustainability& Service Quality Committee (SSQC)
reviews these material issues quarterly
and provides guidance to the Senior
Management team to executeinitiatives, manage and monitor theseissues closely. These material issues are
discussed and approved by the Board
annually.
We strive for transparency, accuracy,
and continuous improvement in oursustainability reporting efforts. Throughthe TCFD, the Board has consideredclimate-related risks and opportunities
in our strategic decision making and iscommitted to continually advancing inthis area. We are progressing towards
the climate reporting requirementsfrom the Accounting and Corporate
Regulatory Authority (ACRA) andSingapore Exchange Regulation (SGX
RegCo). The TCFD is incorporated into
our comprehensive sustainability report,
including some related disclosures thattake preliminary reference to someof the S1 – General Requirements forDisclosure of Sustainability-related
Financial Information and S2 – Climaterelated Disclosures of the International
Financial Reporting Standards (IFRS)
Sustainability Disclosure Standard.
This approach allows us to take aprogressive stance on reporting,reinforcing trust between SBS Transit
and our stakeholders.
With a workforce of close to 10,000
people, we are committed to nurturinga corporate culture that encourages
our employees to act ethically and witha strong sense of mission in meetingthe needs of our customers that
includes innovations and to ensuringtransparent management and fairdecision-making in this regard. Witha strong emphasis on good corporate
governance, we have enhanced the
management oversight function of theBoard of Directors by implementing
appropriate measures such as reviewingof the terms of reference of all Board
Committees and building Board
competence through relevant trainings
and workshops.

15

OUR APPROACH TOSUSTAINABILITY

MATERIALITY ASSESSMENT
AND APPROACH
During our preceding reporting period,
we conducted a thorough materiality
assessment following the guidelinesof GRI 2021, in collaboration withan independent external consultant.
The purpose of this assessment was
to identify the material topics that
hold the greatest significance for ourorganisation. In 2023, we conducted
an exercise to validate and reassess
the importance of our key material
topics. Under the current materiality

methodology, emphasis was placedon the impact of SBS Transit’s
business operations on the people,
environment, and economy. The
updated process also highlighted any
emerging sustainability issues, industry,
and market needs moving forward.
Subsequently, the reassessment ofour material topics underwent avalidation process with our Boardlevel Sustainability & Service Quality
Committee - the results of whichassisted in the prioritisation of material
ESG topics critical for our business.

In 2021, a stakeholder engagement
exercise with our internal and external
stakeholders was conducted – thesestakeholders include SBS Transit’s key
management, employees, regulatory
agencies, shareholders, unions, andsuppliers. This process aided in theidentification and validation of ourmaterial topics and further enhanced
our materiality process.

PRIORITISED LIST OF MATERIAL TOPICSENVIRONMENTAL
Driving environmental stewardship to enhance sustainability
in Singapore

Emissions & Energy
Resource Efficiency
Sustainable Transition

SOCIAL
Reinforcing our social responsibility to our customers,
employees and communities

Safety & Health
Customer Experience
Employee Care
Social economic Contribution

GOVERNANCE
Ensuring ethical business and strong governance practices

Cybersecurity, Data Governance & Privacy
Asset Protection & Safety
Business Integrity & Corporate Governance

OUR SUSTAINABILITY FRAMEWORKOur sustainability framework is constructed and designed with our material topics identified in mind and mapped withreference to the current United Nations Sustainability Development Goals (UN SDGs) to our business. We further promote
the achievement of these SDGs with established targets, commitments, and the implementation of initiatives and measures
outlined within our three key pillars below:

CORE PILLARS OF SBS TRANSIT LTD
SUSTAINABILITY FRAMEWORK
Driving environmental
stewardship to enhancesustainability in Singapore

16

Reinforcing our social
responsibilities to ourcustomers, employees,
and communities

Ensuring ethical businessand strong governancepractices

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

OUR APPROACH TOSUSTAINABILITY

Our sustainability targets and how they contribute to the United Nations Sustainability Development Goals
Overall, SBS Transit is progressing well towards achieving our short, medium and long-term targets. We have been particularly
successful in meeting targets set in accordance with our material topics relating to social and governance. While we
encountered some challenges in reaching our short-term environmental targets, we remain optimistic as we continue topartner with the LTA on various environmental initiatives.

DRIVINGENVIRONMENTAL
STEWARDSHIPTO ENHANCESUSTAINABILITY
IN SINGAPORE

MATERIAL
TOPICSSHORT-TERM TARGETS(2025-2030)

Emissions &Energy•••MEDIUM-TERM
TARGETS (2030-2050)

Energy•Consumption
 15% vs 2019 by2030•
 Solar PV
generation to 7
MWp by 2030
Scope 1 & 2 Fleet
Emission  25%•
vs 2022 by 2030•

Resource
Efficiency••

Sustainable
Transition

Water
Consumption
 15% vs 2019 by2030
 Total Annual
General Waste
Ratio to 25% by
2030

•

•

EnergyConsumption
 20% vs 2019by 2050
 Solar PV
generation to
10 MWp by
2050
Scope 1 & 2
Fleet Emission
 50% vs 2022
by 2045Net Zero
operations by
2050
Water
Consumption
 17% vs 2019by 2050
 Total Annual
General Waste
Ratio to 22% by
2050

LONG-TERM TARGETS(2050 AND BEYOND)

•

•

•

•

•

Energy•Consumption
 25% vs 2019•beyond 2050
 Solar PV
generation to•
15 MWp beyond
2050
Maintain Net
Zero operations
beyond 2050

EnergyConsumption
 9.98% vs 2019
Solar PV capacity:
4.28 MWp
Scope 1 & 2
fleet emissions: 2.73% vs 20221

Water
Consumption
 20% vs 2019beyond 2050
 Total Annual
General Waste
Ratio to 20% by
from 2050

Water
Consumption
 13.33% vs 2019
Total Annual Waste
to Landfill: 50.38%2
Achieved Water
Efficiency Building(Basic) certification
by PUB for all
premises
Maintained Ecooffice (Elite)
Certification for all
offices
1.6% Cleaner
energy bus fleet
2.35% Electricutility vehicles
Conducted 3
staff, 1 schooland 3 community
sustainability
engagement
programmes andinitiatives•

Maintain Eco-office certification for all office premises••
25% and 50%
Cleaner energy•
bus fleet by2025 and 2030
respectively•
35% Electric utility
vehicle fleet by2030
Promote green
corporate cultureinternally andcommunity
through educationand engagement
events••2023 PERFORMANCE

100% Cleaner energy bus fleet by
2050
100% Cleaner energy utility vehicle
fleet by 2050
Promote green corporate cultureinternally and community througheducation and engagement events

•

•
•

•

•
•
•

2 With data collection improvements, our 2023 data includes Open Top Container waste. Data is not available for 2021 and 2022, hence the figures in past
years have been maintained. As we look to maintain a high level of accuracy regarding data measurement, collection, and progress, moving forward, SBS
Transit will reassess our waste reduction targets with respect to the baseline year to better reflect our initiatives and objectives in waste reduction.

17

OUR APPROACH TOSUSTAINABILITY

REINFORCINGOUR SOCIALRESPONSIBILITIESTO OURCUSTOMERS,EMPLOYEES, AND
COMMUNITIESMATERIAL
TOPICSSHORT-TERM TARGETS(2025-2030)

Customerexperience••

Safety andhealth

••Employee
care

•
•

•
•

•

MEDIUM-TERM
TARGETS (2030-2050)

LONG-TERM TARGETS(2050 AND BEYOND)

2023 PERFORMANCE

Deliver high level customer service
Continuous improvements in mobility and inclusive
accessibility for communities
Zero fatalities
Maintain injury rates below national industry average•

Launched 13
initiatives•

Promote digital training
Invest in education and training opportunities to develop
our employees to achieve 40 training hours per employee
by 2030 and beyond
Employment of persons with disabilities (PWD)
Uphold diversity representation in the workplace in termsof gender, race, ability and age amongst other backgrounds
where possible and applicable
Maintain as a signatory to TAFEP•

3 Fatalities (2 notat-fault)
Kept injury rates
below national
averages for thetransportationindustry Training hours to
86.6 from 39.43 vs2022
Launched
employeeassistance app
and program, tosupport employee
wellbeing
Sharing ofproductivity gains
Performance andreliability incentives
Safety incentives
30 PWDs employed
Maintained asignatory to TAFEP
Launched a new
CSR framework
Collaborated withvarious social
service agencies
to launch 5 schooland 8 community
initiatives

•

•

•
•
•
•
•

Social•economic
contribution

18

Continuous commitment to contribute to the local
community

SBS TRANSIT LTD••

SUSTAINABILITY REPORT 2023

OUR APPROACH TOSUSTAINABILITY

MATERIAL
TOPICSSHORT-TERM TARGETS(2025-2030)

ENSURING
Cybersecurity •ETHICAL BUSINESS and data•
AND STRONG•
protection
GOVERNANCE
PRACTICES
Asset
protection
and safety••

MEDIUM-TERM
TARGETS (2030-2050)

LONG-TERM TARGETS(2050 AND BEYOND)

2023 PERFORMANCE

Maintain zero major cybersecurity breaches
Maintain zero major personal data breaches
Continuously solidify cybersecurity, data protection, andprivacy measures•

Comply with all asset maintenance audit requirements
Ensure that only approved or authorised entry is allowed atdepots••••Business
integrity and •corporate
governance ••••Maintain zero cases of corruption and fraud
Maintain zero cases of non-compliance to anti-competitive
behaviour, bribery, and corruption
Maintain high standards of transparency, accountability,
ethics, and integrity across our operations
100% of employees to undergo mandatory anti-corruption
training by 2030
Invest in new technologies to benefit the industry andcommunities
Drive innovation and change initiatives

•

•
•

•

Zero incidents
of cybersecurity
breaches
Zero incidents ofmajor personal
data breaches
Passed all audits
and compiled withthe requirements
Zero cases of
intrusion
Singapore
Corporate
Governance Award
Most Transparent
Company Award(Industrials)
Best Annual ReportAward 2023 (Gold)11 new
Memorandum ofUnderstanding
100% ofemployees
completed anticorruption training

Our targets are reviewed on an annual basis to ensure that they remain relevant and ambitious. The Risk & Sustainability
Department will conduct a review by investigating any new or updated standards or legislation, as well as consideringdevelopments in the market. If targets are identified for improvement, these will be raised to the SSQC and Board accordingly
for approval before disclosure. Our targets are regularly communicated across our operations and reflected in relevant
performance score cards to ensure appropriate measurement, monitoring, and tracking of performance is completed in atimely manner.

19

OUR APPROACH TOSUSTAINABILITYSTAKEHOLDER ENGAGEMENT
Our stakeholders represent the core of our business and hence, our approach to sustainability is firmly underpinned by our
dedication to create long-term and sustainable value for them. To foster trust and integrity, we hold regular engagementswith our stakeholders identified through our risk management process. These include authorities, customers, employees,
shareholders, partners and suppliers, the union and communities. The feedback gathered from these engagement sessions arerecorded and due consideration is given during the curation of our sustainability strategy. The various channels, priorities, andhow engagement feedback is utilised are outlined in the table below:
STAKEHOLDERSFORMS OF ENGAGEMENTSTAKEHOLDER PRIORITIESAUTHORITIES•

Quarterly Sustainability
Engagement meeting, andregulatory meetings with LTA
Regular meetings with Ministryof Transport (MoT), Public
Transport Council (PTC),
Ministry of Manpower (MoM)
and the National Environment
Agency (NEA)•

Information counters at bus
interchanges and MRT stations
Regular updates on SBS Transit
website, and social media
platforms
QR code and hotline for
queries and concerns
Annual customer satisfaction
surveys
Press releases on company
related news
Monthly sustainability
engagement campaigns
Feedback channels via email,WhatsApp chat groups andface-to-face meetings toaddress concerns feedback
and suggestions onenvironmental and social
related issues
Regular visits by Management
to the ground units

•
•
•
•

•

CUSTOMERS

•
•

•
•
•
EMPLOYEES

•
•

•

•
•
•

OUR RESPONSE TO PRIORITIESOperation key•
performance indicators
Safety and security•
Accessibility
Carbon emissions
reductions•

Review operation, safety, andsecurity performances
Provide constructive feedback when
Regulator reviews existing andimplements new policies
Set ambitious targets to reduce
consumption by identifying andimplementing initiatives to reducecarbon emissions

Reliability
Bus Captain Service
Security
Overall service
experience

Operate services well according
to planned schedules and goodschedule adherence
Adhere to robust safety standards
and stringent checks across all
operations
Conduct up-to-date training to all
Bus Captains and Customer Service
Officers to ensure the highest
standards of safety, security andservice are delivered
Organise regular training courses
and sustainability related information
engage and educate employees
Benchmark our employees’ salaries
to the market on an annual basis toensure competitiveness
Organise annual health screenings
and coaching to promote healthy
lifestyle among our employees
Organise regular webinars andprovide online resources to promoteand support employees’ mental
well-being
Provide appropriate uniforms andpersonal protection equipment toenhance workplace safety
Practise good management by
walking the ground
Commit to disseminating accurate
and pertinent information to themarket in a timely manner as part ofgood corporate governance

•

•

•

•
•
•
•

Training and skills
development
Appraisal andremuneration
Health and well-being
at work
Motivation and morale

•

•

•

•

•

•
SHAREHOLDERS •••20

Annual General Meeting
SGX announcements
Press releases••

Active and adequate
risk management
Timely and accurate
updates•

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

OUR APPROACH TOSUSTAINABILITYSTAKEHOLDERSFORMS OF ENGAGEMENTPARTNER/
SUPPLIERS••

STAKEHOLDER PRIORITIESWork closely with our Partners •and Suppliers to ensure•
the smooth delivery of ourservices•
Communicate our
expectations on ESG matters

OUR RESPONSE TO PRIORITIESFair opportunity•
Collaborative
relationship
Timely and fair payment
•

•
UNION

•
•

•
•

COMMUNITIES

•
•
•
•

Regular meetings with key
Union leaders
Regular engagement lunches
between ground managers
and Union leaders
Monthly productivity meeting
Annual Management andUnion retreat

•
•
•
•

School CARES engagement
Community outreachprogrammes
Media updates
Train Station/Bus Interchange
adoption programme

•
•
•

•
•

Job matching
Remuneration
Grievance handling
Rewards andcompensations
Prepare workforce forthe future
Improve Operation,
Safety and Security key
performance indicators
Latest technologies
Operation insights
Maintenance insights

•
•

•
•
•

Ensure fair opportunity andresponsible practices, as well as
strict adherence to our Supplier
Code of Conduct
Use of procurement software,
to work closely with suppliers to
improve processes and ensurecompliance on ESG matters.
Implementation of ESG assessmentwith 10% weightage
Work closely with Union to achieve
win-win outcomes for all
Collaborate with the Union towork with employees to improve
Operation, Safety and Security key
performance indicators

Sharing fun facts and quiz
Broadcast educational videos
Site visits

21

OUR APPROACH TOSUSTAINABILITYSUSTAINABILITY AND RISKGOVERNANCE
SUSTAINABILITY & SERVICE QUALITYCOMMITTEE
Effective leadership is instrumental
in driving sustainability initiatives
throughout the organisation. The
Board of Directors, led by our
Chairman Mr Bob Tan, underwrites
the SBS Transit sustainability efforts
advocated by SBS Transit’s dedicatedBoard-level Sustainability & Service
Quality Committee (SSQC). The
sustainability strategy undergoes
regular reviews by the SSQC ensuring
alignment of commercial andsustainability considerations for longterm profitability. Board members are
expected to exercise independentjudgement and good faith in thebest interest of the company and its
stakeholders.
The SSQC, chaired by Board Director– Prof. Lim Seh Chun, deliberates
ESG matters on a quarterly basis
including major decision areas on thesustainability strategy, target setting andreview of SBS Transit’s performanceagainst targets, and risk management.
Internal tools and processes such asdata collection systems, enterpriserisk matrices, and progress meetings
to address any specific items that
may arise, are employed by the
SSQC to allow for informed decision
making regarding the managementof sustainability-related risks andopportunities.

22

To this point, efforts may be focused
where the most impact is likely
to be achieved, while longer term
considerations are dealt with in due
course. This highlights that while
there are no explicit trade-offs in
the oversight of sustainability relatedrisks and opportunities, there is a
strategic approach as to how these are
addressed by the organisation.
In addition, the SSQC serves asa sounding board to the Senior
Management team and provides
guidance in steering SBS Transit’s
sustainability ambitions. Subsequently,
the SSQC Chairman (Prof. Lim) reports
the decisions of the committee to theBoard once deemed appropriate by
the Chairman of the Board. To ensure
effective processes in the managementof our material topics, the SSQC also
reviews SBS Transit’s processes onan annual basis and makes certain tostay up to date with current industry
standards.
Our Group CEO – Mr Jeffrey Sim,
chairs our Risk & Sustainability Steering
Committee (RSSC), comprisingeight key members of our Senior
Management team. The RSSC aids inestablishing SBS Transit’s sustainability
strategies by providing direction to theworkgroups and considering ESG issues
as part of its strategic formulation andinvestments. This includes the impact
of climate-related events.
The Head of Bus Workgroup, Mr Ivan
Tan, and Head of the Rail Workgroup,
Mr Anthony Mok, front SBS Transit’s
Bus and Rail Risk & Sustainability
Workgroups respectively. Each
Risk & Sustainability Workgroupconvenes quarterly to analyse current

consumption patterns and discusssustainability related issues impacting
operations and business development.
These workgroup heads are responsible
for monitoring and analysing trends
and proposing recommendations for
improvement to the RSSC.
Aside from the workgroups, the pillar
heads appointed for Energy, Water
and Waste pillars help to spearhead
progress and execution of pillar
projects across the business andensure issue owner accountability.
Issue owners will serve as subject
matter experts to track and share
relevant external developments aroundsustainability-related material issues,and outline roadmaps to achieve thedesired goals for each respective pillar.
This enables SBS Transit to track the
progress of the initiatives and measurestaken, and better manage and reduce
our environmental footprint fromour business activities. The dedicatedRisk & Sustainability department
provides secretariat support to the four
mentioned committees.
To establish Board capability regarding
ESG and sustainable development,
all Board members attended the‘Environmental, Social and Governance
Essentials’ training, conducted by theSingapore Institute of Directors as afoundation for the Board members todrive sustainability compliance andintegrate ESG factors into their businessstrategy. This course covers topics suchas sustainable corporate governance,
TCFD disclosures and SGX Listing
rules. This allows SBS Transit’s board
members to be cognizant of the role
they play in driving the organisation’ssustainability strategy.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

OUR APPROACH TOSUSTAINABILITYBOARD

SENIOR
MANAGEMENTSUSTAINABILITY &SERVICE QUALITYCOMMITTEE

AUDIT & RISKCOMMITTEERISK & SUSTAINABILITY STEERING COMMITTEERISK &SUSTAINABILITY
DEPARTMENTRISK & SUSTAINABILITY WORKGROUP
Bus

Rail

WORKGROUPSRISK & SUSTAINABILITY SUB-WORKGROUP
EnergyAUDIT AND RISK COMMITTEESBS Transit’s Risk Management
Framework provides a systematic
process to identify and review thenature and complexity of the risks
involved in business operations.
This aids in the prioritisation andmanagement of resources. The Groupis committed to enhance shareholder
value through sustainable growth while
taking measured and well-consideredrisks.
The Group’s approach to risk
management is governed by several key
principles:• Ensuring a continuous and iterativerisk management process: Dueto the dynamic nature of SBS
Transit’s operating environment, risk
identification, assessment, and risk
management practices are reviewed
and updated regularly to manage
risks proactively.

Water

Waste

•

Promoting risk awareness among
all employees: This is practiced
by embedding risk management
processes into day-to-day
business operations and setting
an appropriate tone at the top.
Regular exercises, continuous
education, and training, as well as
communications through various
forums on risk management
are carried out to sustain a riskinformed culture within the Group.

•

Ensuring accountability for the risk
management process: This is done
through clearly defined tasks andownership structures within risk
management process. Managers at
each level have intimate knowledgeof their businesses and takeownership of risk management.

The SBS Transit RSSC at the Grouplevel works closely with all Businesses
to ensure that risk management istaken seriously, and that the Risk
Management Framework is diligently
implemented across the Group. Key
risks for the Group, including ESG andclimate-related risks, are identified
and presented to the Audit and Risk
Committee and the Board half-yearly.
In November 2023, we also published
our TCFD report, highlighting the key
and relevant climate-related risks andopportunities to SBS Transit. Within thereport, we have also highlighted thegovernance approach to managing andoverseeing our climate-related risks
and opportunities.

23

DRIVING
ENVIRONMENTAL
STEWARDSHIPTO ENHANCESUSTAINABILITY
IN SINGAPORE

24

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREEMISSION & ENERGYRESOURCE EFFICIENCYSUSTAINABLE TRANSITION

Accelerating efforts to integrate
solutions to enhance fuel and energy
efficiency in business operations andactivities. This will also include thecommencement of our alignment to
the TCFD.

Minimising our environmental footprint andaffiliated impacts through water and waste
management.

Driving innovative solutions toprovide accessible and low carbon
transportation for all.

As Sustainability has gained significant footing amongst businesses aswell as our various stakeholders and regulators, we have geared our
initiatives towards achieving our long-term target of net zero operations
by 2050 and promoting a greener community as Singapore’s leading
public transport provider.
Aligned with the Singapore
Government’s focus on sustainability,
the Land Transport Authority’s Land
Transport Master Plan 2040 (LTMP)
outlines strategies for a cleaner andgreener public transport network. Thisplan, along with the Singapore Green
Plan 2030, establishes ambitious targets

for sustainable commuting by 2030 and
2040. Furthermore, the GreenGov.sg
report reinforces this commitment
by detailing plans to improve public
transport infrastructure and transition
to cleaner energy sources for public
buses. In resonance with the Singapore
government’s commitment tointroduce greener buses, SBS Transit
works closely with LTA to achieve ourtargets of 50% of the bus fleet runningon clean energy by 2030, and theentire fleet by 2040. We believe that
our efforts and initiatives will contributetowards enabling this change andtransition.

25

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREEMISSIONS & ENERGY
WHY THIS ISSUE IS MATERIAL
Being a public transport service
provider, we are conscious of theenvironmental impact and emissions
associated with our day-to-day
operations. We are committed toactively seeking innovative solutions tominimise our environmental footprint.
Our vision is to offer state-of-the-art
sustainable transportation options to
our customers while maintaining ourcommitment to deliver reliable andaffordable public transport services. To
achieve this, we dedicate our resources
to identifying opportunities to reduce
our emissions.
HOW WE MANAGE THIS
As a subsidiary of ComfortDelGro, we
strongly position ourselves in line with
ComfortDelGro’s commitment to the
Science Based Targets Initiative (SBTi)of absolute contraction using sector
specific decarbonisation pathways inline with 1.5°C trajectories.
We are dedicated to reducing ourenvironmental footprint by utilizing
energy in a responsible and efficientmanner. To achieve this, we are
implementing various measures, suchas integrating green and renewableenergy sources whenever feasible,
incorporating energy-saving designs
and equipment in our facilities, andanalysing consumption patterns to
identify opportunities for ongoingenhancements and preventive
maintenance, ultimately optimizing ourenergy usage.

26

To accomplish our broader energy
objectives, we will:

email messaging, and materials relating
to the reports.

a)

To further enhance our commitment
to energy efficiency, SBS Transit
will undertake an expansion in thedevelopment of solar energy projects.
The use of solar energy ultimately
results in a reduced demand on
traditional sources of energy, suchas grid electricity generated from
non-renewable sources. Leveraging
the successes of our solar initiatives
in previous years, SBS Transit aims toprogressively scale up our solar energy
projects to increase our generation
capacity.

b)
c)

d)

Identify areas of significant energy
consumption and implement
effective energy usage practices inthese areas;
Develop plans and targets to better
manage energy consumption;
Review energy consumption
data and progress of energy
conservation projects every
quarter; andTake necessary actions to comply
with all legal requirements,
procedures and instructions.

Both SBS Transit’s Bus and Rail Energy
Efficiency Workgroups are accountablefor guiding our initiatives regarding
energy consumption in line with our
climate commitments. The Workgroups
meet regularly to track and review
SBS Transit’s energy performance, as
well as monitor the progress of theenergy saving initiatives implemented.
The Workgroups strive to improveenergy efficiency and reduce affiliatedwastage with a key focus on energy
consumptions by rail tractions, andair-conditioners, as they constitutethe bulk of our energy usage. A
monthly energy consumption andenergy efficiency trending report isgenerated to measure the successes ofour energy saving initiatives. In doing
so, we can detect issues early on anddeploy any necessary energy curbing
initiatives which allow us to achieve
our emission reduction goals. We keep
our stakeholders engaged and wellinformed of ongoing initiatives andactions through quarterly briefings,

OUR GREEN INITIATIVES
Energy Efficiency at our Premises
In our commitment to reducing ourenvironmental impact and energy
costs, we're actively optimising energy
usage across our premises.
This includes initiatives like adjusting
Air-handling unit (AHU) systems basedon passenger flow at NEL and DTL
stations, replacing air conditioners
with more efficient units at bus
locations (saving an estimated 12,000
kWh annually), and implementing
energy audits. DTL's recent in-depth
level-3 audit led to immediate chiller
optimisation and air-conditioning
adjustments, projected to save 570,000
kWh monthly. Similarly, an audit at
NEL stations identified a need for asset
replacement due to limited further
optimisation potential and declining
efficiency.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

Solar Energy Generations at Depots
and Interchanges
Currently, solar energy is generated
at 3 premises: Ulu Pandan Bus Depot,
Yio Chu Kang Bus Interchange andGali Batu Train Depot. The generation
capacity of our solar energy projects
has doubled since 2019, demonstrating
SBS Transit’s commitment to increasing
the availability of renewable energy.

SOLAR GENERATED (KWH)

2019 (BASELINE)

2021

2022

2023

Ulu Pandan Bus Depot
Yio Chu Kang Bus Interchange
Gali Batu Train Depot
Total

860, 690
1,203,000
2,063,690

860,036
199,322
1,334,000
2,393,358

810,664
185,879
3,323,259
4,319,802

806,385
182,666
3,333,526
4,322,577

Supporting the Shift to Environmentally
Friendly Buses in Singapore
SBS Transit continues to work
closely with the LTA to support theimplementation of the LTMP 2040,
aiming to transition the bus fleet tocleaner energy buses by 2040. To date,
we have integrated 32 electric and 25
hybrid buses into our operations withplans to introduce more over the next
few years. To ensure compliance with
NEA and EU emission standards up to
Euro 6, our current diesel buses use
high-performance fuel with additives
to minimise exhaust emissions. To
maintain optimal fleet performance, we
prioritise preventive maintenance andsend buses for rigorous inspections on
a bi-annual basis.
Optimising Train Deployment forEnergy Savings
SBS Transit is conducting an ongoingtrial to optimise train schedules, trip
times, and dwell times to improve
deployment and match customer travel
patterns. This not only reduces wasted
resources and optimises train usage
compared to fixed schedules, but also
explores capturing regenerative braking
energy for significant fleet-wide
energy savings.

27

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

Building and Construction Authority (BCA) Green Mark Award Platinum
In 2023, SBS Transit has been recertified with the BCA Green Mark Award Platinum
SUPER LOW ENERGY award for Ulu Pandan Bus Depot through:•A fully natural ventilated bus parking area•

Photovoltaic solar system with a capacity of 700 kWp•

Extensive use of energy efficient light-emitting diode (LED) fittings for the entire depot•

Energy efficient lifts integrated with a Variable Voltage Variable Frequency drive systemand sleep mode function•

NEWater System as alternative water source for non-portable uses such as bus washing•

Extensive use of water efficient fittings with rated Excellent () under the
PUB Water Efficiency Labelling Scheme•

Use of refrigerants that are less damaging to the ozone layer

NEWater Facility at Ulu Pandan Bus Depot

28

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

Use of Telematics System (iSafe) toPromote Eco Driving
The iSafe system, implemented by SBS
Transit in October 2020, combines two
sensing components on buses - the
SAGE telematics system providing realtime feedback on negative driving habits
and Mobileye offering a comprehensive
view of driver behaviour. This system
focuses on monitoring driver behaviour
and identifying instances of excessive
idling and revving to promote safe andeco-friendly driving practices. Throughimmediate alerts, Bus Captains areencouraged to avoid inefficient driving
habits.
The information gathered is analysed
by Interchange Managers through theiSafe Portal and to assess the driving
proficiency of each driver, enablingthem to recognise strengths and areas
needing improvement. Bus Captains
can also track their performanceusing the iLink mobile application.
Leveraging on the iSafe data and safety
records, we have introduced SBS
Transit iLearn, to identify Bus Captains
who need additional corrective andpreventive trainings to improve theirdriving techniques. The adoption ofthese systems has not only resulted
in a reduction in accident rates overtime but has also brought aboutenhancements in fuel economy andefficiency in fuel consumption.

TECHNOLOGY EMPLOYEDWITHIN THE iSAFE SYSTEMREVVINGBRAKINGACCELERATIONSPEEDING
IDLINGCORNERING
SAGE

Headway Warning and Monitoring
Forward Collision Warning
Lane Departure Warning
Pedestrian Warning

iSAFE Portal for Interchange Managers to track
the performance of Bus Captains

29

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

Digitalising Training with the Bus Bridging Navigator Application
As Singapore’s largest public bus operator, SBS Transit, keeps the nation moving with over 3,500 buses
serving 220 routes. During train disruptions, our Bus Captains activate special bridging routes to ensure
seamless connectivity. As these disruptions are infrequent, annual refresher training equips Bus Captains
with the necessary familiarity of bridging routes. To further minimise fuel emissions and enhance training
quality, SBS Transit developed the innovative Bus Bridging Navigator Application, reducing the need forin-person on-site training. When fully implemented by Q1 2024, this initiative is expected to deliver up to
80% fuel savings from bridging bus route training.

30

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREOUR PERFORMANCETo assess our environmental impact, we
conducted a comprehensive review ofour greenhouse gas emissions in 2023.
This inventory, aligned with the GHG
Protocol, accounts for all our Singapore
operations under our operational
control.
Despite ongoing efforts to improveenergy efficiency and reduce emissions,our 2023 Scope 1 and Scope 2

emissions saw a year-on-year increaseof 1.7% and 2.9% respectively. This is
attributed to increased operations,improved calculation methods anda more refined emissions boundary,which now includes all entities andassets under our operational control.
Previously categorised as Scope
3 (Upstream Leased Assets), theseemissions are now reflected in Scope 1
and 2, providing a more comprehensive
picture of our environmental impact.

To assess our total environmental
impact, we went beyond Scopes 1 and
2 and conducted a detailed analysisof Scope 3 emissions following the
GHG Protocol. This analysis focusedon the categories most relevant to ouroperations.

SCOPE 3 EMISSIONS PROFILE
1.7% 1.3% 0.7%
2.1%
0.1%
4.6%

26.7%

183,281 tCO2e

62.8%

Improved data collection has allowed
us to refine our Scope 3 reporting by
calculating emissions for previously
screened Categories 6 (business travel)and 13 (downstream leased assets) in
2023. This methodology will continue
for these categories.
To achieve our energy saving targets
and realise our absolute reduction
target of 25% lower Scope 1 and 2
fleet emissions by 2030, our Bus
Operations prioritise fuel reduction
through optimizing bus schedules,
promoting eco-driving behaviours,
and deploying buses based on its fuelefficiency. By strategically deploying
our most fuel-efficient models on
high-mileage routes, we aim to improveoverall fuel efficiency and minimise
environmental impact. This approachis regularly reviewed and updated inline with changes in our bus fleet andservice offerings to ensure long-termsustainability. In addition, we have

• Upstream fuel and energy-related emissions• Purchased goods & services• Employee commute• Capital goods• Downstream leased assets• Upstream transportation and distribution• Business travel• End-of-life treatment of sold products• Waste generated in operations

developed a data analytics tool to trackthe deployment and fuel consumptionof our buses since September 2022
to enhance monitoring. The progressof emission targets is monitored andreported to the Board for review.

by 2024. On top of this, we will beembarking on the installation of solar
panels at four other premises in 2024.
These initiatives are expected to meet
our short-term target of achieving
7 MWp generation capacity by 2030.

In a testament to our commitment
to transparency and accountability,
SBS Transit was recognized by the
SGX Sustainability Reporting Review
2023 as a frontrunner for its Scope
3 disclosures. The report offers acomprehensive analysis of Singapore'slisted issuers' sustainability reporting
practices, serves as a valuable resource
for companies to benchmark theirperformance, identify improvement
areas, and share best practices.

To further improve energy management
and achieve a reduction in
consumption for Rail, we are looking
to implement an energy dashboard to
track the electricity usage of our tunnel
ventilation systems and environmental
control systems to ensure efficient
power utilisation. Additionally, we will
explore innovative cooling solutions tominimise electricity consumption for air
conditioning in stations and depots.

LOOKING FORWARD
SBS Transit will continue its
collaborative efforts with LTA on the
installation of solar panels, including at
Seletar Bus Depot and Sengkang Depot

As we continue to transition to lowcarbon transport solutions and reduce
our carbon emissions, we are exploring
the feasibility of using carbon credits tooffset our residual emissions at selected
locations.

31

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREGRI 302-1: Energy Consumption within the Organisation
TR-RO-11a.3, TR0401-03: Total Fuel Consumed
FUEL TYPE (LITRES)

2019 (BASELINE)

2021

2022

2023

% CHANGE FROMBASELINE YEAR

Non-Renewable Fuels (Diesel)

152,176,790(99.999%)
3,145(0.001%)

134,131,446(99.998% of
total fuel use)
2,481
(0.002% of
total fuel use)

140,251,592(99.999% of
total fuel use)
1,873
(0.001% of
total fuel use)

-8%

Non-Renewable Fuels (Petrol)

133,538,848(99.997% of
total fuel use)
3,588
(0.003% of
total fuel use)

% CHANGE FROMBASELINE YEAR-40%

GRI 302-1: Electricity Consumption
ENERGY TYPE (kWh)2019 (BASELINE)

2021

2022

2023

Electricity Purchased3

452,960,274

420,974,535

2,149,746
3,863,716

408,298,271(Of which 1.33%
is consumed bytenants)
4,108,822
4,417,239

407,775,255-10%(Of which 1.43%
is consumed bytenants)
4,106,206
123%
4,548,126-8%

Renewable Electricity Consumed 1,839,993
Cooling Consumption (krWh)
4,946,368

GRI 302-1: Electricity Sold
ENERGY TYPE (kWh)2019 (BASELINE)

2021

2022

2023

% CHANGE FROMBASELINE YEARElectricity Sold

223,696

243,612210,981

216,365-3%

2019 (BASELINE)

2021

2022

2023

% CHANGE FROMBASELINE YEAR

313,424

322,788272,160

269,708-14%

105,367

101,875

88,51991,841-13%

GRI 302-3: Energy Intensity
ENERGY INTENSITY TYPE

Total Electricity Intensity(kWh/S$M Revenue)
Total Fuel Intensity(litres/S$M Revenue)

All types of energy within the organisation have been factored into the calculation of the intensity ratios presented.

332

Due to improvements in data collection, tenant consumption data can be obtained for 2022 onwards. Tenant consumption of electricity purchased is 1.33%(5,446,768 kWh) and 1.43% (5,849,623 kWh) for 2022 and 2023 respectively and has been included in our overall consumption for comparative purposes,
taking a conservative approach.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREGRI 305-1: Direct (Scope 1) GHG Emissions4
GRI 305-2: Energy Indirect (Scope 2) GHG Emissions
GRI 305-3: Other indirect (Scope 3) GHG Emissions5
GHG EMISSIONS(tCO2e)

2021

20226

2023

Scope 1
(Direct Emissions)
Scope 2
(Indirect Emissions from Electricity)
Scope 3
(Indirect Emissions)

380,194(48% of total emissions)
173,334(22% of total emissions)
238,955(30% of total emissions)

397,731(51% of total emissions)
165,229(21% of total emission)
217,982(28% of total emissions)404,531(53% of total emissions)
170,239(23% of total emissions)
183,281(24% of total emissions)

Scope 1 includes CO2, CH4 & N2
SCOPE 3 CATEGORYSCREENED OR
CALCULATEDMETHODOLOGY

2023 EMISSIONS(tCO2e)1. Purchased Goods & Services

Calculated

GHG Protocol: Spend-based method 49,031

2. Capital Goods
3. Upstream Fuel & Energy Related Emissions
4. Upstream Transportation and Distribution

Calculated
Calculated
Screened

5. WasteCalculated

6. Business Travel

Calculated

7. Employee Commute

Screened

12. End-of-life Treatment of Sold Products

Calculated

13. Downstream Leased

Calculated

GHG Protocol: Spend-based method
GHG Protocol: Average-data method
Calculated estimation based on
spend based screening
GHG Protocol: Waste-type specificmethodGHG Protocol: Distance-based
methodCalculated estimation based on
employee headcount intensity
GHG Protocol: Waste-type specificmethodGHG Protocol: Asset-specificmethod (buildings) & Lessee-specificmethod (vehicles)

3,106
115,084
3,924
112
1,212
8,353
9
2,450

GRI 305-4: GHG Emissions Intensity7
EMISSIONS INTENSITY(tCO2e/S$M/REVENUE)

2021

2022

2023

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

422.4
604.6

371.5
515.4

376.4
496.4

4
5
6

7

All GHG emissions calculations were completed in accordance with the GHG Protocol. Our emissions were calculated using a mix of US EPA, DEFRA 2022
and 2023 and EMA emission factors, where applicable.
All GHG emissions are calculated in carbon equivalent (CO2e), and this also includes all appropriate GHG such as methane (CH4) and nitrous oxide (N2O).
With an improvement in our data collection and calculation, our Scope 1 GHG emissions have been restated to include refrigerant emissions. This has
resulted in a 2% increase in overall 2022 GHG emissions compared to the level previously reported. The improvement in tenant emissions calculation,
resulted in a shift from Scope 2 emissions to Scope 3 emissions compared to previously reported figures.
Due to the restatements of the GHG emissions, emissions intensity figures for 2022 have been updated accordingly.

33

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

CLIMATE CHANGE ADAPTATION
AND MITIGATION
WHY THIS ISSUE IS MATERIAL
The World Economic Forum’s Global
Risks Report 2023 outlines theenvironmental threats over the next two
years, such as natural disasters, climatechange challenges, environmental
damage incidents, and resource crises,with a longer-term risk of biodiversity
loss and ecosystem collapse in the next
decade. The report emphasised theneed for collective action to prepare for
future crises and create a more stableworld. In addressing climate changerisks, SBS Transit has undertaken ascreening exercise to identify the key
climate risks impacting our operating
environment.

HOW WE MANAGE THISSBS Transit has pledged its support for
the recommendations by the TCFD
and voluntarily disclosed its climaterelated financial disclosures in four
key areas (i. governance, ii. strategy,iii. risk management, and iv. metricand targets) as recommended by the
TCFD. A standalone report has been
published in November 2023, providing
information and greater understanding
on our management strategies
relating to climate-related risks andopportunities to our stakeholders.
To understand the climate-relatedrisks and opportunities associated withSBS Transit within specific timeframes
under two climate scenarios, we
conducted a screening exercise

dedicated to identifying climate-relatedrisks and opportunities. Through thisscreening process, we managed to
pinpoint potential financial risks andopportunities applicable to SBS Transit.
Additionally, this assessment facilitatedthe identification of potential financial
risks that were subsequently quantified
in the scenario analysis. The detailed
parameters and scope of analysis done
are presented in the table below(Table 1).

TABLE 1: SCOPE AND PARAMETERS OF CLIMATE-RELATED RISK AND OPPORTUNITY SCREENING
PARAMETERSSCOPECountries

Singapore

Baseline year
Timeframe2022• Short-term: up to 2030
• Medium-term: up to 2040
• Long-term: up to 2050
• 1.5oC warming (NGFS Net-Zero by 2050, IEA NZE 2050 & RCP 2.6)
• > 3oC warming (NGFS Current Policies, IEA STEPS & RCP 8.5)
Transition risks
Physical risks• Carbon pricing• Floods• Changing customer expectations• Heatwaves (Rising mean temperatures)• Low carbon economy transition• Storms and cyclones
policies & regulations• Wildfires• Reputational risks• Rising sea levels• Technology shifts• Droughts (Water scarcity)

Scenarios explored
Risks

34

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

The comprehensive climate scenario analysis was conducted using two distinct scenarios: a 1.5°C warming scenario and a>3°C warming scenario. The 1.5°C scenario, known as the orderly scenario, assumes the implementation of climate policies
and significant decarbonization efforts. On the other hand, the >3°C scenario, referred to as the hot house scenario, assumes
limited and inadequate climate policies and actions to address the impacts of climate change (as shown in Figure 2).

FIGURE 2: CLIMATE SCENARIOS EXPLOREDSCENARIO 2: HOT HOUSE SCENARIO (LIMITED TO>3°C WARMING, RCP 8.5)

GtCo2eGtCo2eSCENARIO 1: ORDERLY SCENARIO (LIMITED TO
1.5°C WARMING, RCP 2.6)

Year

Year

Orderly scenarios display the assumption that climate
policies and actions are introduced and adopted
early on and become gradually more stringent. In
this scenario, according to the Network for Greening
the Financial System (NGFS), the physical risks are
relatively subdued but the transition risks are expected
to be relatively higher.

Hot house world scenarios display the assumptionthat climate policies are implemented in somejurisdictions, but overall global efforts are insufficientto halt significant global warming. In this case,physical risks are expected to be high whereastransition risks are expected to be lower.

Physical risks in this scenario are relatively subdued
as policies and measures have been introduced tomitigate and adapt to the intensifying climate change.
As policies and measures are introduced early,transition risks are expected to be relatively higher.

Physical risks are expected to be high as policies andmeasures are uneven and insufficient to mitigate
and adapt to the intensifying climate risks such asincreased frequency of extreme weather patterns. On
the other hand, as there are staggered efforts on thepolicy front, transition risks are expected to be lower.

35

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

The different short, medium and long-term timeframes defined serve as a guide in our target setting and strategic decision
making. The time horizons selected for this exercise were leveraged from our risk management time horizons, that are usedin strategic planning. This enables us to effectively prioritise and select appropriate interventions for key sustainability relatedrisks and opportunities that may arise in the given time horizons, while also enabling us to future-proof our actions.
The analysis utilised 2022 as the baseline year, incorporating our most recent financial data at the time the analysis was
conducted. The full process of the climate risk scenario analysis is summarised in the illustration below (Figure 3).

FIGURE 3: FOUR STEPS OF CLIMATE SCENARIO ANALYSISSTEP 1

STEP 2

STEP 3

STEP 4

Identify the fulllist of potential
climate-relatedrisks andopportunities as
per the TCFD

Climaterelated risk andopportunity
screening
exercise

Mapping ofpotential impacts
stemming fromthe screened andshortlisted risks
and opportunities

Quantitativeand qualitative
climate scenario
analysis

The screening analysis considered both transition risks and opportunities, as well as physical risks and opportunities
over the time horizons within each scenario. Examples of climate-related risks were taken from Table 1 of TCFD’s Final
Recommendations Report.
Transition risks emerge from actions associated with transitioning towards a low-carbon economy. These risks can arise fromnewly implemented climate policies and regulations, the adoption of low-carbon technologies, the implementation of carbon
pricing mechanisms, or shifts in consumer preferences and market sentiments.
Physical risks, on the other hand, result from the direct consequences of climate change. These risks can be chronic,
occurring gradually over time (e.g., increasing temperatures or rising sea levels), or acute, manifesting as extreme events (e.g.,
floods, storms, or wildfires).

36

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

The outcomes of the screening exercise are summarised in Figure 4, which highlights the potential risk levels. The figure
presents only the selected climate-related risks that are likely to have a moderate or high impact on our business operations
and financials. It is important to note that certain physical and transition risks, such as storms and typhoons, which haveminimal or negligible effects on SBS Transit’s operations within the specified timeframes and climate scenarios, have not been
included in the presentation of results.

FIGURE 4: CLIMATE-RELATED RISK SCREENING RESULTS

TRANSITIONPHYSICALSINGAPORE
1.5°C warming

Heatwaves (rising mean temperatures)>3°C warming

FloodsRising sea levels

Droughts/ Water scarcity
Heatwaves (rising mean temperatures)

1.5°C warming

Carbon pricing
Technology shifts
Policies and regulations

Changing customer expectations
Reputational risks>3°C warming

Carbon pricing
Technology shifts
Policies and regulations

Changing customer expectations
Reputational risks

LegendPotential impact magnitude*:Moderate risk
High risk*Magnitude is determined through well referenced literature and data sets on climate risk indicators and is determined through observed and projected trends inphysical risks from the Climate Analytics’ Climate Impact Explorer and the World Bank Climate Change Knowledge Portal.

The outcomes of the scenario analysis is the basis of SBS Transit’s overarching sustainability strategy, and any key takeaways
have been implemented into our business unit’s operational strategies for effective management of relevant climate-relatedrisks and opportunities.

37

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREOUR PERFORMANCE
Based on the mapped risks, wewere able to perform an in-depth
quantitative climate scenario analysis
to identify the potential financial
exposure to climate-related risks
and opportunities and strengthen
our understanding of the expectedfinancial impacts to our business aswell as our business’ resilience to theidentified risks (Step 4 in Figure 3). It
must be noted that the analysis’ resultsfor physical risks were determined on
the assumption that no action wasundertaken by SBS Transit to mitigate
and adapt to the pertinent climate risks.
The results also do not differentiate
between business units.
To assess the extent of financial impactof physical climate risks to our business,the scenario analysis modelled how
vulnerable our assets are to extreme
weather conditions.

This exercise allows SBS Transit toassess the resilience of our existing
decarbonisation strategy, determining
additional areas that require
improvement to mitigate future risks.
Additional resilience measures will be
evaluated and implemented according
to the relevance and magnitude of risks.
Overall, in the assessment of both
physical and transition risks, it wasdetermined that some risks apply
directly to SBS Transit as ‘first-order’risks, which are expected to have a
direct and material impact on thebusiness. For example, physical risks
such as floods can cause damage
to our property. On the other hand,‘second-order’ risks have a moreindirect impact and are experienced
by SBS Transit through cost passthrough. For example, SBS Transit does
not experience direct implicationsof carbon taxes. Due to the nature
our operations, however, the indirect

impact of increasing carbon taxes may
be felt as the electricity prices continue
to rise in the future. As carbon taxes do
not directly affect SBS Transit currently
and remain as a second-order risk, thetransition risk of rising carbon prices
is excluded from the overall direct
financial impact diagram below (Figure5). However, as this risk is relevant
when talking about transitioning to alower carbon economy, it is explored
separately under a ‘what if’ scenario in
the Transition Risks section below.
Through the scenario analysis, we canconclude that unmitigated climate risks
result in potential additional financial
impact for the respective year.
Among the quantified physical risks,
costs of higher spending on cooling
due to rising temperatures appears tobe the most significant8 first-order riskin terms of potential additional financial
impact in all timeframes and scenarios.

FIGURE 5: PROPORTION OF ADDITIONAL FINANCIAL IMPACT BY CLIMATE RISK 9, 10
16.12% 1.01% 0.01%>3DS 2050

82.86%>3DS 2040

77.59%>3DS 2030

57.45%

1.5DS 2050

61.21%

37.19%

1.59% 0.01%

1.5DS 2040

62.86%

37.13%

0.00% 0.01%

1.5DS 2030

52.45%

0%10%

0.82% 0.01%

21.58%

40.12%

2.41% 0.02%

44.92%

20%

30%

40%

Productivity loss cost to manpower due to heat stress
Cost of higher cooling spend

50%

60%

2.61% 0.02%

70%

80%

90%

100%

Productivity loss cost to manpower due to flash floods
Increase in repair and maintenance costs due to flash floods

8

Risk impacts estimated based on our current inputs are considered to be majorly financially material if the financial impact is >5% of SBS Transit’s 3-year
average EBITDA (2020, 2021 and 2022).
9 Impact from carbon costs is not considered in the total additional financial impacts as it is an indirect impact and is explored separately. The total financial
impact thus consists of the physical risk impacts only.
10 This study estimates the annual additional and proportionate financial impacts for a single year and does not model the rate of change of impacts across2022 and 2050 (i.e., impacts are not cumulative). Therefore, should a physical climate risk event occur, the impact would be larger. Refer to Appendix 2 of the
TCFD report for more information.

38

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

Nevertheless, transition risks are still
considered to be potentially impactful.
Potential carbon prices in the formof carbon taxes presently remain
a second-order risk to SBS Transit,
and they may account for a large
proportion of the additional financial
costs in future. The impact fromcarbon tax has been modelled on a‘what if’ scenario basis, i.e. if carbon
taxes were applicable to SBS Transit,
the potential impact was quantified. If
left unmitigated, carbon taxes could
approximately account for 47% to 61%
and 23% to 31% of SBS Transit’s total
financial impact caused by climaterelated risk under the 1.5°C and >3°C
scenarios respectively.
For a more detailed explanation oneach quantified risk, please refer to our2023 TCFD report here.11
LOOKING FORWARD
The climate scenario analysis
represents the initial phase inenhancing our comprehension of
the challenges confronting ouroperations. SBS Transit is committed
to proficiently reduce and adjust tothese physical climate risks. We have
implemented essential frameworks,
standard operating procedures, and
our Business Continuity Management
Policy to ready ourselves for potential
business disruptions like flash floods
and increased average temperatures.
Climate related plans such as hazecontingency plans are developed to
manage the impact of climate change.
Individual locations develop theirbusiness continuity plans to manage
any potential climate impact which
they are to review and update their

11plans on an annual basis. Our BusinessContinuity Management efforts havebeen validated by our ISO 22301
certification where external auditors
would benchmark our business
continuity management efforts against
the ISO standards. Strategies within our
Business Continuity Management Policy
to manage sustainability-related risks
and opportunities include conducting
annual Table-Top and Ground
Deployment Exercises to practice andvalidate our Business Continuity Plans
are in place as well as training andfamiliarising staff with their respective
Incident Management Plans or throughthe Rail Emergency Preparedness (REP)
training road map. These resiliencestrategies and frameworks are tested
regularly to affirm the efficacy of the
mitigating measures we have put
in place. Moving forward, we strive
to constantly evolve our standard
operating procedures with the risks andopportunities identified.

All assumptions and limitations related to the assessment of climate risk can be found in the Appendix of our 2023 TCFD report accordingly.

39

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

Tunnel Cleaning Wagon (TCW) Engineering Consist at NELRESOURCE EFFICIENCY
We focus on optimising resource
efficiency by assessing the influence of
our water usage, materials efficiency,
and disposal methods. This section
outlines the initiatives undertaken tominimise consumption and implement
strategies for waste and water
reduction, reuse, and recycling.
WATER
WHY THIS ISSUE IS MATERIAL
We acknowledge fresh water as oneof earth’s finite and indispensable
natural resources and recognise theurgency to preserve its accessibility.
The precarious levels of fresh water
availability is influenced not just by
the impacts of climate change, butalso the escalating requirements ofan expanding economy. We seek topreserve the sustainability of water
as a crucial resource and hence have
implemented effective management
and usage optimisation strategies, alongwith education of our stakeholders toengage in responsible consumption ofwater to fulfil our sustainability goals.
HOW WE MANAGE THIS
Water is extensively used for day-today tasks at SBS Transit such as cleaningvehicles and premises, operating
sanitary facilities, and supporting chilledwater systems for air-conditioning. The
water supply at our facilities is frommunicipal and NEWater sources.

40

We ensure that all wastewater
generated is directed to governmentoperated water reclamation projects
for proper treatment. In addition, ourWater Management Workgroup actively
oversees and manages the water usage
across our operations, actively pursuingwater conservation and recycling
initiatives.
In line with our Water Policy, we arecommitted to intensifying our water
conservation endeavours throughvarious means. This includes theinstallation of water-efficient taps
and fittings with at least 2 ticks at all
locations under the Water Efficiency
Labelling Scheme. Additionally, we
analyse consumption patterns to
identify areas for improvement. We
strive to continuously refine ourpractices to enhance the efficiency of
our water usage.
OUR INITIATIVES
Recycling Condensate Waterfrom Air Handling Units
In response to Singapore’s limited
water resources and rising average
daily temperature causing an increasing
demand for air-conditioning, a project
was undertaken to collect water
condensate from AHUs and reuse it
for the condensate supply line. Thisinitiative was fully implemented at
13 NEL stations, that will see annual
water savings of approximately 32.5
megalitres.

Optimising Track andTunnel Washing Efficiency
In our ongoing efforts to reduce water
consumption, we continuously analyseand explore opportunities to enhance
our operational efficiency. Throughthorough engineering studies and trials,
we have optimised the track and tunnel
washing schedules for NEL, resulting
in an estimated saving of 3 megalitres.
This initiative will be implemented at
DTL by Q1 of 2024, as we continue toprioritise water conservation.
Enhancing the Efficiency of theAutomatic Bus Wash Systems
All depots are fitted with the Automatic
Bus Wash Systems (ABWS) that improveoverall water efficiency and minimises
water consumption through a water
recycling system. To further reducewater usage, targeted improvements
were made to increase the volume ofcaptured recycled water as well as theefficiency of the final rinse process with
upgraded nozzles. These measuresdirectly translated to a more efficientwash process and a reduction in ourwater consumption.
In recognition of the substantial water
efficiency gains achieved, this initiative
was proudly awarded the Water
Efficiency Awards (Projects) 2024 by
the PUB.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREOUR PERFORMANCE AND LOOKING FORWARD
From our efforts to implement water conservation measures and initiatives in 2023, the water consumption figures stayed
relatively stable, with a slight reduction of consumption compared to 2022, despite the rise in our operational capacities.
We remain committed to lowering water usage by refining our processes, such as adjusting nozzles to control and optimisewater flow and improving data accuracy through the installation of smart water meters at our rail stations. Additionally, plans
are in place to expand our water catchment structures to enhance their capacity for recycling purposes.
GRI 303-3 & GRI 303-5: Water Withdrawn by Source, and Total Water Consumption
2019(Baseline)

1,140

30

2021

931

97

1,028

2022

927

87

1,014

2023

939

75

1,014

1,170

• Utilities (Municipal)• Utilities (SG: NEWater)
SGX Core Metrics: Water Consumption Intensity
WATER INTENSITY(MEGALITRES/S$M REVENUE)

2019 (BASELINE)

2021

2022

2023

Total Water Consumption

0.81

0.78

0.67

0.66

WASTE MANAGEMENT AND
CIRCULARITY

health concerns, pollution, and othernegative socio-environmental impacts.

WHY THIS ISSUE IS MATERIAL
As a nation with limited land resources,
effective waste management is a
crucial concern, as emphasised in the
Singapore Green Plan 2030. Inadequate
waste management can result indiverse environmental repercussions.
SBS Transit is conscious of our waste
impact and has implemented freshmeasures to minimise waste generationand enhance recycling endeavours.

HOW WE MANAGE THISSBS Transit primarily generates wastefrom vehicle replacement parts andgeneral waste. The Waste Workgroup isdedicated to overseeing and ensuring
proper handling, disposal, recycling,
and reduction of waste through avariety of initiatives and measures.
This includes active monitoring ofwaste management and generation indaily operations. The Workgroup alsoseeks to facilitate the exchange of bestpractices among departments andbusiness units, initiating improvements
where deemed necessary.

In the context of waste management,
it’s crucial to consider methodsof waste disposal, recycling, andopportunities for reduction. We
believe efforts should be directed
towards minimising waste generation
by implementing changes in work
processes and optimising waste
collection. Proper management ofwaste and end-of-life considerations
are vital, as unchecked waste canrapidly accumulate and potentiallyworsen issues such as land scarcity,

SembWaste and BNL Waste
Management handles the collection ofgeneral waste and mixed recyclables,
while specific recyclables are collectedby recycling companies approved by
the NEA.
Our commitment extends to reducing
the overall waste generated by

implementing the waste hierarchy
endorsed by the NEA. We aim tointegrate the 3Rs waste management
system at every stage of our operations
wherever possible, in line with our
Waste Policy.
The elements of the waste andrecycling management hierarchy are
outlined as follows:•••

Reduce – reduce waste generationand implement lean purchasingsystems
Reuse – reuse any discarded items
in a way that is the same or similar
to what it was originally intended
Recycle – recover used products
and reprocess them to make new
products

To achieve our waste objectives, we have
implemented several policies, including
a review process before purchase to
avoid unnecessary wastage and thedeployment of condition monitoring
systems to optimise and maximise thereplacement of spare parts.

41

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREOUR INITIATIVESSBS Transit is dedicated to contributing towards the ambitions set by the Singapore government within the Singapore
Green Plan, which aims to reduce waste sent to landfills by 20% by 2026, and with the Zero Waste Masterplan which sets anadditional target to further reduce the amount to 30% by 2030 from 2019 baseline figures.

REDUCEPUSHING THE ENVELOPE FOR PARTS & COMPONENTS LIFE
Our waste reduction programme prioritises extending parts and component lifespans. A systematic review
process, combining field data, engineering assessments, and Maintenance Failure Review Board approval, identifies
opportunities for either lifespan extension or transitioning to condition-based replacements. This rigorous approachensures safety and operational integrity while achieving substantial annual material savings (51.1 tonnes in 2023).
This is in addition to the Point machine condition monitoring system that provides real-time supervision,
pre-empting faults before a serious failure can occur. When the monitored data deviates from the thresholdparameters set, an automatic alert will immediately be sent to our maintenance team, optimising frequency of parts
replacement, and reducing parts waste. A full rollout for NEL will be completed by December 2024, with DTL slated
to complete installation at terminal stations by Q4 2024.
3D ADDITIVE MANUFACTURING
This year, we embarked on the adoption of Additive
Manufacturing (AM), allowing for on-demand 3D printing fortrain parts. This will contribute towards reduced inventory
storage and material wastage, shortened wait times, lower
transportation costs, and decreased carbon emissions, allwhile upholding reliability and performance standards. We
have completed several in-house AM projects this year which
reduces material wastage while improving system reliability
and reducing maintenance effort. Moving forward, SBS Transit
will be working with LTA on the Joint Industrial Programme,
which brings together the AM capabilities of original equipment
manufacturers and National Additive Manufacturing Innovation
Cluster to expand the AM adoption for Land Transport Industry.
Rail Guard Switch BlockWith AM, the new Switch Block has an improved
installation design that will reduce the failure rate andcontribute an estimated saving of 50 manhours per
year on maintenance effort.
Switch Point Dust Cover
The newly designed dust cover using AM is not only
recyclable, but stronger and more durable. Hence,
reducing failure rates and material wastage due toregular changeouts.
Contactor Coil Nucleus
We collaborated with Alstom to 3D print and certify astronger metallic part to replace the failed coil nucleusof the NEL trains. This reduced lead time and provided
a new life for existing contactors, minimizing material
wastage.

42

The 3D printed coil nucleus in black (on the right) has
undergone more than 16,000 stress tests, lasting much
longer than the original part.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

REUSE
REUSING SERVICEABLE COMPONENTS
IN CCTV SYSTEMS
To minimise waste, SBS Transit redeployed
serviceable CCTV components from 247 retiring
buses to other buses. Reusing these components
reduces the need for virgin materials in our ecosystem and lowers the environmental impact of
our operations by diverting an estimated 1,008kg
of waste from disposal.

DONATION OF DOUBLE DECKER BUS TO
ITE COLLEGE WEST AS A LEARNING LAB
Demonstrating our commitment to bothsustainability and social responsibility, wetransformed a decommissioned double-decker
bus into a state-of-the-art training classroom
for ITE College West’s Bus Engineering Lab. By
refurbishing both the upper and lower decks, wecreated a conducive learning environment for
students. This initiative not only contributed totheir educational experience but also gave the bus
a second life, diverting it from the scrapyard.

The upper deck of the bus has been converted into a training classroom
equipped with working tables, TV screens and power-points, providing a
conducive learning environment for up to 20 students.

Specific sections of the lower deck are fitted with acrylic panels for
insights into various bus components.

TYRE RETREAD PROGRAMME
Whilst ensuring the roadworthiness and qualityof our buses remain a key priority for SBS Transit,
we concurrently strive towards circularity by
maximising our resources. As part of this effort,
we continued our tyre retreading programme
which involves retreading our tires twice before
decommissioning them. In 2023, we were able toreuse over 21,200 tires resulting in a reduction of
1,166 tonnes of tire waste.
Tyre retreading process

RECYCLEBATTERY AND OIL RECYCLING
This year, we have continued to advance our battery recycling programme,
which is supervised by our licensed NEA-appointed recycling companies.
In 2023, we successfully recycled 241 tonnes of batteries, ensuring
responsible handling and preparation for resale for export to countries likeSouth Korea and India, where the batteries are processed for metals andmetal compounds. In addition, our technicians and maintenance engineers
undergo training to ensure proper management and disposal of engine
and transmission oils in a responsible manner. This training covers safe use,
handling, and disposal of hazardous fluids using Material Safety Data Sheets
during regular safety toolbox meetings. Within this year, a total of 262 tonnesof oil has been successfully recycled.

43

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPOREOUR PERFORMANCE ANDLOOKING FORWARD
In 2023, we documented a cumulated
waste volume of 6,461 MT, which
is an increase from the 2022 levels
by 1,510 MT. Out of the cumulated
waste volume, 50.4% was directed todisposal. This increase could be due tothe expansion of our operations from2022, as well as the inclusion of OpenTop Container waste attributed to an
improvement in data collection andmeasurement methodologies.

We recognise that more can be done to
reduce the amount of waste generated,and hence will be looking into better
identifying waste sources and types toimprove current waste processes andstrategically target specific streams ofwaste. We will also look into innovative
ways of reducing, reusing and recycling
in order to reduce the amount of waste
directed to disposal and our impact on
the environment.

GRI 306-3: Waste Generated
TOTAL WASTE GENERATED(METRIC TONS)

2021

2022 (BASELINE)

2023

Hazardous
Non-Hazardous
Total

504
580
1,084

1,336
3,615
4,951

1,346
5,11512
6,461

2021

2022 (BASELINE)

2023

498

1,331

1,343

580
1,467

604
1,252

645
1,218

GRI 306-4: Waste Diverted from Disposal
WASTE DIVERTED FROM DISPOSAL(METRIC TONS)

Hazardous Waste
Recycled
Non-Hazardous Waste
Recycled
ReusedAll hazardous waste diverted from disposal were recycled, none are reused
GRI 306-5: Waste Directed to Disposal
WASTE DIRECTED TO DISPOSAL(METRIC TONS)

Hazardous Waste
Incineration(without energy recovery)
Non-Hazardous Waste
Incineration(without energy recovery)

2021

2022 (BASELINE)

2023

6

5

3

-

1,759

3,25212

All waste directed to disposal were incinerated, none directed to landfill

12 Due to an improvement in data methodologies, classification and calculation methods, our waste data for 2023 includes Open Top Container waste.
This resulted in an increase of 1,269 MT from the original figure derived. Data is not available for 2021 and 2022, hence the figures in past years have been
maintained. As we look to maintain a high level of accuracy regarding data measurement, collection, and progress, moving forward, SBS Transit will reassess
our waste reduction targets with respect to the baseline year to better reflect our initiatives and objectives in waste reduction.

44

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORESUSTAINABLE TRANSITION
WHY THIS ISSUE IS MATERIAL
Aligned with Singapore’s Green Plan,
the LTA has significantly increased
investments in infrastructure
deployment and capability
development to reduce reliance on
fossil fuels and internal combustion
engine vehicles. The ultimate objective
is to reduce land transport emissions
by 80% by 2050. Encouraging the useof public transport plays a vital role inachieving this target. As the backboneof Singapore’s transport system, public
transport is the most sustainable modeof motorised transportation whencompared to cars and motorcycles.

PER

/KM

On a per passenger-kilometre basis, a
car consumes nine times the energy ofa bus and 12 times the energy of a train.
In line with the Singapore government’s
sustainability objectives, SBS Transit
recognises the significance ofsustainability education and engagement
for its employees, commuters, and the
public. With engagement efforts toincrease the environmental awarenessof our stakeholders, we aim to fostera culture that values sustainability
while instilling a sense of ownershipand responsibility. This also cultivates
an environment of collaboration andcooperation, enabling employees towork together towards a shared goal.

=

1x ENERGYCONSUMED/

9x ENERGYOF BUS

HOW WE MANAGE THISAt SBS Transit, our goal is to offer
dependable and easily accessible
public transportation that prioritises
climate-friendly options. To fulfil
our sustainability commitments
and meet our targets throughout
the organisation, we emphasise theimportance of adopting a sustainability
mindset from our frontline staff
to our head office. We believe inengaging our customers on thisjourney, encouraging them to choosesustainable options by utilizing public
transportation.
Our main objective is to foster agreen corporate culture across all
departments, ensuring that ouremployees are aware of the actions
they can take on a daily basis to think,act, and operate in a sustainable
manner.

12x ENERGY
OF TRAINOUR INITIATIVES

Growing with our Electric Fleet
To support the LTA’s decarbonisation plan to electrify
50% of the public bus fleet by 2030 and transition theentire fleet to clean energy by 2040, we are actively
providing training programmes to our technicians
to be equipped in handling high voltage vehicles
safely. Since 2022, 65 of our technical staff have beencertified under the National Electric Vehicles Specialist Safety course. This course equips individuals withskills to maintain and service electric and diesel hybrid
vehicles safely. Prior to this, they attained the Certificate of Competency at the Expert level in a coursethat we had jointly developed with the ITE College
West on handling high voltage buses. The rest of our
480 technicians will continue to be put through thebasic module of this course to equip them with basic
knowledge of working with these systems.
With a fleet of 32 electric and 25 hybrid buses, SBS
Transit collaborates closely with the LTA to increase
the number of electric public buses serving Singapore,aligning with LTA’s goal of achieving a fully clean-energy powered public bus fleet by 2040.

45

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

Continuous Development of our Rail Network
In 2023, six new trains were introduced to our
NEL fleet, with two of the new trains equippedwith sensors to monitor track conditions
during operations. This addition would allow
SBS Transit to manage an increase in passenger
capacity on the NEL, especially with the opening of the Punggol Coast station on the NEL
in 2024. Our expansion plans aim to improve
convenience of our commuters, increase
public transport usage and reduce reliance on
private transportation, in line with Singapore’s
Green Plan and sustainability strategies. We
constantly monitor environmental and social
impacts of our expansion plans, focusing on
emissions, water usage, and waste generation
to mitigate any negative effects.
We continue to collaborate with the LTA toseamlessly integrate greener vehicles into our
fleet through proactive monitoring and feedback of the current electric fleet, meticulously
monitoring their performance and investingin the development of charging schedules toensure smooth operations and minimal downtime. This multi-pronged approach positions
SBS Transit as a leader in sustainable public
transport, paving the way for a cleaner andmore efficient future.

Walk, Cycle, Ride Campaign –Partnership with AnyWheel
To further support LTA’s Walk, Cycle, Ride
campaign, we partnered with AnyWheel,a last-mile transport solution, to display
bicycle availability near bus stops in realtime through our app. This also provides aneasy access link that directs app users to the
AnyWheel app for searching and unlocking
bicycles during their journey.

46

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

Introducing Public Transport as a Greener
Alternative
In 2023, we partnered with Methodist Girls’
School to support their Green Commute initiative, which aimed to inspire students to adopt
sustainable practices by promoting the use of
the MRT as their preferred mode of transportation. For four consecutive Mondays, startingfrom 27th February 2023, students travelled
to school from the Sixth Avenue and Beauty
World stations. Parent chaperones and staff
members were present at the stations, withsome accompanying the younger students
on their journey. The event allowed students
to explore new ways to get to school, whilein parallel, educated them on the benefits oftaking greener transportation.
The Methodist Girls’ School students queueing in line to wait for their train

47

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORE

MAINTAINING OUR ENVIRONMENTAL
ENGAGEMENT EFFORTS
At SBS Transit, we understandthe importance of educating our
stakeholders about preserving natural
resources for a sustainable future. We
promote environmental awareness andconservation through social media,

traditional communication, and staff
involvement in organizing activities.
We use electronic direct mails tohighlight the importance of natural
resource preservation within ourcompany and share them on ourinternal display boards and social
media platforms.

Engaging & Training our Staff
Building upon the efforts of previous years, we havecontinued to organise quarterly sustainability sharing
sessions where we educate our colleagues on relevant
topics like waste reduction, energy conservation, water
efficiency, carbon emissions reduction, and sustainablesourcing. By increasing staff participation and ownership,these sessions contribute to a more cohesive and engaged
workplace.

In October 2023, we launched the first session of
our Lunch Time Talk series where external subject
matter experts are invited to share their insights
on sustainability-related topics. The talk was wellreceived by staff, who appreciated the opportunity
to learn more about sustainability and how they canmake a positive impact in the workplace and in theirpersonal lives.

Quarterly sustainability sharing sessions connect everyday topics like inflation to eco-friendly habits.

48

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

DRIVING ENVIRONMENTAL STEWARDSHIPTO ENHANCE SUSTAINABILITY IN SINGAPORESG Clean Day Largest Clean-Up
In a demonstration of our commitment tocommunity service and sustainability, 250 of ourstaff were part of the record-breaking SG Clean
Day event on 13th May 2023, joining over 4,000
volunteers to clean up public spaces. Organised
by Public Hygiene Council, this engagement
reminded us that every action, no matter how
small, can make a significant impact in building
a cleaner and greener future.

We have also continued to organise
our monthly Take Public Transport
to Work campaign, which aims toencourage employees to utilise
public transportation for a minimumof one day during the final weekof each month. In 2023, with over
1,300 employees participating in thisinitiative we avoided an estimated20.55 tonnes of carbon dioxide
emissions.
By engaging staff in these initiatives,the company is working towards
building a sustainable corporate
culture that is committed toenvironmental stewardship.

OUR PERFORMANCE
AND LOOKING FORWARD
SBS Transit is dedicated to consistently
delivering dependable and accessible
public transportation services that caterto the needs of all users while offering
environmentally friendly transport
options. As part of our commitment

to a sustainable transition, we adhere
to all applicable environmental laws
and regulations in Singapore. In thefiscal year 2023, we are proud to reportthat we maintained a flawless recordof compliance, with zero instances of
non-compliance with environmental
laws and regulations. This achievement

highlights our unwavering commitment
to environmental stewardship andsustainability, ensuring that we operate
in a manner that is both responsible
and in harmony with our natural
surroundings.

49

REINFORCINGOUR SOCIALRESPONSIBILITYTO OURCUSTOMERS,EMPLOYEES, AND
COMMUNITIES50

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESSOCIAL ECONOMIC
CONTRIBUTION

SAFETY & HEALTHCUSTOMER EXPERIENCEEMPLOYEE CARE

Prioritising healthand safety for all our
stakeholders across ouroperations and services.

Maintaining customer
satisfaction and experiencethrough reliable andinclusive services.

Ensuring employee wellbeing Facilitating positive impacts toand development throughthe community and broader
training opportunities andsociety.
overall diversity and inclusion.

As a symbol of our unwavering commitment to delivering safe, reliable,
accessible, and sustainable public transport, we are guided by our CARES
5.0 framework which recognises SBS Transit’s priority in caring for ourcustomers, staff, partners, communities, and the environment.
We Care for ourCustomers

We Care for our
PeopleWe Care for ourPartners

We Care for our
Communities

We Care for our
Future51

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESFirst launched in 2008, the CARES framework provided comprehensive training to all employees to enhance customer
service standards. The programme has seen great success in improving customer satisfaction levels significantly, with a 328%
increase in customer compliments and a notable rise in the compliment-to-complaint ratio from 0.67 to 10.17.
In response to the changing landscape of public transport and our goal of establishing a sustainable partnership with the
LTA, CARES 5.0 was launched to broaden its focus beyond customer service excellence. Key enhancements to our CARES
framework include fostering positive relationships with colleagues, engaging with communities and partners effectively, andpromoting environmentally responsible practices.
The updated CARES 5.0 Charter serves as a renewed commitment to caring for the Singapore public transport system,encompassing not just customers but also staff, partners, communities, and the environment. Launched in celebration of 50
years of dedicated service in Singapore, CARES 5.0 is at the core of our operations and demonstrates our enduring dedication
to keeping Singapore’s public transport system efficient.
SAFETY AND HEALTH
Ensuring the well-being and safetyof our customers, employees andcontractors continues to be a primary
focus for SBS Transit. In this segment,
we outline the measures we have
implemented to protect the health andsafety of our customers, employees,
and contractors.

HOW WE MANAGE THISSBS Transit’s Safety and Health Policyemphasises the importance in ensuring
overall safety throughout our train andbus systems and facilities, with a focus
on overseeing the well-being of ourcustomers. We actively involve our
stakeholders to keep them informed
about any corrective actions taken or
updates aimed at preventing breaches
in safety.

CUSTOMER SAFETY & HEALTH
WHY THIS ISSUE IS MATERIAL
We strive to provide a safe, secure,and dependable public transportation
service as a testament to our reliability
as a transport service provider. We
prioritise the well-being of ourcustomers by closely overseeing
our operations, maintaining highstandards, monitoring our services, andimplementing preventive measures tominimise the risk of accidents. Despite
the easing of Covid-19 restrictions, we
persist in maintaining the cleanliness of
our facilities to allow our customers totravel with confidence and an ease of
mind.

52

To demonstrate our dedication
to create and sustain a secureenvironment for our customers, ourBus and Rail Safety Teams convenemonthly Management Meetings toreview and analyse the safety statistics.
These meetings involve carefulmonitoring of significant incidents
or accidents, including a formal
examination of actions resulting frominvestigations, and implementing
appropriate mitigation measures.
The Safety Focus Group serves as aplatform for our Bus Captains to holdregular meetings with InterchangeManagers, supervisors, or service
mentors to discuss and update on
safety issues. Bus Captains who havebeen recently involved in accidents
are mandated to attend Focus
Groups organised by their respective
Interchange Group’s mentors. The
representatives from National Transport
Workers' Union (NTWU) also actively
participate in the focus group to offer
assistance and support to Bus Captains,
and to ensure that safety remains a toppriority.

A thorough investigation is conducted
to identify both immediate andunderlying causes of any accidents
or near misses that occur involving
our stakeholders. This includes our
employees, contractors, customers,
and the public. Subsequently,
remediation measures are devised
to prevent the recurrence of such
accidents. Over the years, ourmitigation measures to prevent
accidents have included operatingprocess enhancements, reinforcementof rules, stringent departmental work
instructions, and updates to training
courses incorporating lessons learnt
from past incidents.
We maintain open communication
with our customers through the SBSTransit Customer Care hotline or email.
Our Customer Care Officers respondto customers providing safety-related
feedback. Consequently, these officers
assess and address passenger feedback
with the collaboration and advice of
our Safety, Operations and Engineering
departments facilitated through the
Feedback Management Portal.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESOUR INITIATIVES
Prioritizing the health and safety of ourcustomers and passengers, we have
implemented a data-driven approach
to identify and mitigate hazards andrisks through targeted initiatives, as
exemplified below.
Escalator Safety Enhancements
In the first quarter of 2023, welaunched escalator safety messages
in various languages including
English, Chinese, and dialects suchas Cantonese, Hokkien, and Teochew
to target the elderly. These messages
emphasised the importance of holding
onto the handrail for safety. Speakers
were installed in stations with higher
accident rates such as Kovan, Hougang,
and Boon Keng. To further enhancesafety, we introduced enhanced popup emergency stop buttons in April
2023, making them easier to spot anduse during emergencies. For improved
passenger safety, 13 escalators acrossfour DTL stations were upgraded tooperate at dual speeds in 2023. In
total, 53 dual speed escalators havebeen modified in 13 stations till date.
During off-peak hours, these escalators
run slower at 0.5 m/s, minimizing therisk of accidents, demonstrating ourcontinuous commitment to prioritizing
passenger safety on our escalators.
Reducing Blind Spots with theDigital Side Mirror
To enhance bus safety, SBS Transit ispiloting a Digital Side Mirror systemthat utilises high-definition cameras
and interior displays. This innovativetechnology provides drivers with awider field of vision, eliminates glare,
and automatically adjusts brightness
for optimal visibility in both day andDigital side mirror installed on buses toreduce blind spots

Enhanced pop-up emergency stop button
signs to improve it’s visibility

night conditions, ultimately reducing
accidents caused by blind spots.
“No-Falls-On-Board” (NFOB) Flyer
Distributions at Bus Stops Near
Polyclinic
To reach out to our vulnerable
commuters, such as senior citizens
and passengers with mobility aids, SBS
Transit distributed NFOB flyers at bus
stops near polyclinics across the island.

Dual speed escalators were
progressively installed

On top of our regular roadshows at bus
interchanges, this targeted approachallows us to focus our outreach to
specific commuter demographics
such as to senior citizens, persons withdisabilities, and pregnant women.
During each distribution, the NFOB
team handed out tissue packs and flyers
with “NFOB messages” engaging over
1,300 individuals on the importance of
onboard safety.

Flyer distribution at bus stops near Toa Payoh polyclinic

53

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESRoad Safety & Accident
Prevention Campaign
In 2023, SBS Transit has continued its
efforts to promote safety messages
to our customers. We take pridein being the first Public Transport
Operator (PTO) to collaborate with the
Traffic Police (TP) and KK Women’s &Children’s Hospital (KKH) in launchingthe “Be Safe, Be Seen” Road Safety
Campaign on 28th March 2023, at Toa
Payoh HDB Hub. The Guest of Honour
for the event was Associate Professor
Dr. Muhammad Faishal Ibrahim,

Minister of State for the Ministryof Home Affairs, and the Ministryof National Development, with
Mr. Saktiandi Supaat, Member ofParliament (Bishan-Toa Payoh GRC) and
Chairman of the Transport Government
Parliamentary Committee as theSpecial Guest.
The campaign targeted Vulnerable
Road Users (VRUs), including cyclists,
motorcyclists, e-scooter riders, andothers, and raised awareness among
VRUs about the blind spots thatBus Captains experience while driving on
the road. At the same time, we educated
VRUs about the potential dangers of
being in these blind spots. Members of
the public had the opportunity to be in
the Bus Captain's seat to experience theblind spot’s firsthand.
To spread this initiative wider, roadsafety messages were prominently
displayed on the left, right, and rear
portions of the 15 buses from six
services throughout the island for aperiod of 3 months to remind VRUs.

Bus Captain demonstrating to member of public the blind spots observed

Associate Professor Dr. Muhammad Faishal Ibrahim, Mr Saktiandi Supaat, Together with SBS Transit team, KKH and NTWU Representatives
Unveiling the Bus Emblazoned with the “Be Safe, Be Seen” Safety Message.

54

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESOUR PERFORMANCE ANDLOOKING FORWARD
In 2023, upon our assessment of
the health and safety impact of all
our significant product and service
categories, there were no incidents
of non-compliance with regulations
resulting in a fine, penalty or warningwith regards to infringements tohealth and safety. We are pleased
to also report that there were zeroincidence involving customer andpassenger health or injuries due to ourmaintenance works.

However, we had a total of threefatal traffic accidents. Of these, one
was deemed to be an at-fault traffic
accident by our Bus Captain and two
not-at fault as they were collisions byother road users. SBS Transit has since
stepped-up comprehensive measures
to prevent future occurrences.
These include sharing the case fordriver awareness, enhanced training
programmes, stricter enforcement
checks, and a focus on defensive
driving skills.

This commitment to ongoing safety
education and enforcement aims tocultivate a culture of safe driving withminimal accidents, ultimately benefiting
passengers and the wider community.
At SBS Transit, our goal is to minimise
the number of at-fault traffic accidents
and strive for zero incidents in thefollowing areas:•••

Mainline service collision
Mainline service derailment
Fire incidents in tunnel

BUS - ROAD & passenger safety
2021

2022

2023

Road & Passenger fatalities

2

Passenger injuries – including 3rd party(Rate per million passengers)
Number of bus accidents per 100,000km

278 (0.47)

3(inclusive of 2
not-at-fault cases)
289 (0.46)

3(inclusive of 2
not-at-fault cases)
367 (0.42)

0.1

0.1

0.1

EMPLOYEE AND CONTRACTORSAFETY & HEALTH
WHY THIS ISSUE IS MATERIAL
Safeguarding the well-being of ourstaff and contractors stands as ourforemost concern as a provider ofpublic transportation services. Failure tofollow safety and health guidelines may
result in negative impacts on our staff,
contractors, customers, communities,
and overall reputation.
HOW WE MANAGE THIS
Every employee at SBS Transit has apart to play in maintaining a safe work
environment. Our management teamis responsible for ensuring the safetyof our employees and contractors by
enforcing compliance with relevant
rules and regulations, such as the
Workplace Safety and Health Act.
The management team promotes
communication among all parties
involved to address and resolve any
potential safety issues. Department
heads and managers are responsiblefor identifying and controlling
potential hazards through regular risk
assessments and safety inspections.
They must also comply with legal
requirements and procedures. All safetyincidents involving staff, contractors,
and the public are thoroughly
investigated, and appropriate

corrective measures are taken whennecessary. Our ‘Just Culture’ creates
an environment where employees
can freely report errors and nearmisses without fear of punishment,
this prevents future errors and fosters
shared responsibility.
Risk assessment and hazard
identification are performed tominimise any potential threats frommaterialising in the workplace At SBS
Transit, this is conducted throughsafety incident reviews, in Rail and
Bus Business Meetings and the Safety
Steering Committee Meeting. The
feedback gathered from these reviews
are monitored and in-depth analysis are
conducted in areas assessed to be highrisk. Control measures are establishedto prevent and address the recurrenceof such incidents.
We have implemented a Safety and
Health policy, which outlines ourforemost priorities in relation tooperational and workplace health andsafety for employees and contractors.
This includes adherence to statutory
and licensing requirements, preventing
loss of lives and injuries, fostering aculture where health and safety isparamount, and encouraging worker
participation. SBS Transit also ensuresthat all personnel, including both

employees and contractors, receive
the necessary training with regards toidentifying, assessing, and eliminating
potential hazards as they carry out their
day-to-day duties.
STRENGTHENING OUR
OCCUPATIONAL HEALTH AND
SAFETY MANAGEMENT SYSTEMSSBS Transit’s health and safety
management system is awarded with
the ISO 45001 Occupational Healthand Safety Management System
certification, affirming our complete
adherence to the Workplace Safety
and Health (WSH) Act and the Ministryof Manpower’s Approved Codeof Practice. This underscores ourcommitment to fostering health andsafety through the implementation of
a comprehensive management systemthat adeptly handles all potential risks
and hazards. All employees with the
exception of contractors, are coveredby our health and safety management
system.
The WSH Risk Management Procedure
identifies and addresses risks relating
to safety and health through risk
assessments and the implementationof corresponding risk control measures
before the go-ahead is given for any
work done.

55REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESAll workplaces must conduct thoroughrisk assessments for their work activities
and processes in alignment with the
WSH (Risk Management) Regulations.
Regular risk assessments are conducted
to identify potential hazards in theworkplace. This involves examining
tasks, equipment, chemicals, andprocesses to pinpoint potential risks toemployee safety. Hazard identification
enables SBS Transit to set-up proactive
measures to mitigate any potential risks.
Our Safety Management System
undergoes a comprehensive review
annually. This review occurs during theannual management review meeting,following both internal and external
certification audits. This processensures continuous improvement andstrengthens our confidence in theeffectiveness of our safety measuresfurther bolstered by regular updates tosafety instructions and procedures. The
annual internal audits are conductedby department teams specialising inauditing the implementation of andcompliance to the integrated (ISO 9001,
ISO45001 and ISO55001) management
system. This year, the internal audits
took place in July 2023.

Accredited external certification
bodies conduct the annual external
audits, which include onsite physicalworkplace assessments. We also
conduct internal inspections andsafety observations to identify andmitigate potential workplace hazards.
All department heads, managers,
executives, and Workplace Safety and
Health Officers perform monthly safety
inspections, while Senior Management
and union representatives conduct
quarterly safety walkabouts.

Overall, the implementation of the
BIDAR system underscores SBS Transit’s
commitment to stringent safetymeasures, ensuring that all external
entities adhere to safety protocols
and standards before conducting any
hazardous work activities on SBS Transit
premises. This proactive approach
not only safeguards the well-being ofindividuals working within the depots
but also contributes to a culture ofsafety and compliance within theorganization.

Our Hazard Incident Report System andIncident Reporting and Investigation
Reports Procedure adopts the People
Environment Equipment Procedures
Organisation methodology toinvestigate all incident reports. Thismethodology identifies breaches via
a Reason Model Analysis on active
failures, which mostly concern humanerrors together with environmental
risks or other triggering events. SBSTransit has also implemented the Bus
Interchange Depot Access Request(BIDAR) System, it serves as anelectronic Access Permit designed forexternal entities such as contractors,
vendors, and other third parties. Thissystem is an essential prerequisite forgaining entry into SBS Transit premises
before commencing any hazardous
work activities.

OUR INITIATIVES
Safety Champion Retreat 2023
To celebrate the dedication andinvaluable contributions of our Safety
Champions, SBS Transit hosted the firstof-its-kind Safety Champion Retreat
in December. Held at Holiday Inn
Hotel @ Orchard, the retreat brought
together 35 champions from both Bus
and Rail businesses for an enrichingexperience. The event provided aplatform for them to share their yearlong accomplishments and insights,
fostering knowledge exchange andcollaboration across operations. Thisinitiative sets a remarkable precedent inrecognising and honouring the crucialrole Safety Champions play in ensuring
staff and passenger safety.

Safety Champion Retreat 2023

56

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESRail Safety Symposium
Our inaugural Rail Safety Symposium,
themed “One Rail Safety Culture –People First” was held in November
2023, to showcase our Rail Business’
focus on safety excellence andto create a cross-learning andcollaborative platform with ourpartners. The symposium highlighted
our safety initiatives through theshowcase of the latest safety
technological innovations such as the
Virtual Reality Railway Safety Trainer.
More than 200 guests consisting ofbusiness partners, LTA, WSHC, SISO,
NTUC, NTWU, and other public
transport operators with Senior Ministerof State, Amy Koh as the Guest of
Honour were in attendance.

Rail Safety Symposium

Virtual Reality Railway Safety Trainer
The SBS Transit Rail Training Institute(RTI) developed a cutting-edge Virtual
Reality (VR) railway safety trainer. This
immersive program allows trainees tonavigate realistic underground railway
tunnel environments and practice
crucial safety procedures, without thelimits of track access after operational
hours. An estimated 250 staff will
undergo training with the VR trainer
annually.
The VR trainer offers a safe andcontrolled environment for trainees
to learn vital skills like hazard
identification, emergency response,and proper radio communication.
Instructors can monitor trainees’ focus
and provide feedback using visualtracking, while voice recognition helps
ensure trainees master the correct
protocols for radio communication.
This innovative approach enhances
safety awareness and prepares railway
professionals for real-world situations.

Employee trying out the VR Reality Safety Trainer

Wearable Mechanical Exoskeleton
To provide a safer work environment,
we introduced an exoskeleton systemat our train depots to minimise thephysical strain associated with overhead
fittings on the train undercarriage. The
exoskeletons are lightweight wearable
mechanical devices designed tosupport one’s upper arms and neck,alleviating joint and muscle strain.

The lightweight exoskeleton helps support the employee while carrying out repairs

57

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIES“Spot, Stop and Report!” Campaign“Spot, Stop and Report!” Campaign
It is imperative that a proactive andpre-emptive approach is taken towards
safety. At the launch of theNational
Trades Union Congress (NTUC) “Spot,
Stop and Report” campaign on
22nd September 2023 at Sengkang
NEL Depot, supported by SBS Transit,
our management team signed a pledgecommitting to support our workers’
right to call for a “stop-work order” ifthey deem any work unsafe, as well
as a programme to help employees
take ownership of their safety. This
momentous occasion firmly establishes
SBS Transit as a leader in fostering andpromoting a culture of transparent
reporting within the industry.
Emergency Preparedness Exercise
In 2023, we conducted four emergency
preparedness exercises for bus
operations and services in Boon Lay
Bus Interchange, Bedok Interchange,
Bukit Batok Bus Depot, and Hougang
Bus Interchange as well as 19 exercises
at various MRT stations like Serangoon
Station, Outram Park Station, Beauty
World Station etc. These exercises seek
to hone the readiness of our staff inmanaging unexpected scenarios suchas bomb threats, multi-line service
disruptions, or armed knife attacks.

58

Through these exercises,
our safety teams are able to frequently
review the actions taken to manage
the scenarios. Any recommendations
or improvements discovered throughthe exercise will be incorporated into
our emergency preparedness actionplans. These scenarios built up staff
confidence and knowledge to perform
timely and effective actions to manage
any potential similar real-life incidents.
Beyond collaborating with external
agencies like Singapore Civil Defence

Force and LTA on emergency drills,
SBS Transit actively engages thewider community in its emergency
preparedness exercises. In May 2023,
students from Nan Hua High School
experienced a stimulated train fault
requiring students to evacuate via
the detrainment door, walk along the
tracks, and climb an emergency shaft
to reach street level. These exercises
not only help validate our contingency
plans and emergency response but
also equip participants with valuableknowledge and experience.

Nan Hua High School students participating in an emergency preparedness exercise

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIES

Mr. Lee Yam Lim, Head Downtown Line, second from the right at the bizSAFE Partner Awards 2023

OUR PERFORMANCE ANDLOOKING FORWARD
SBS Transit’s unwavering commitment
to health and safety is evident throughour achievements. We successfully
retained the ISO 45001 OHSMS
certification, attained bizSAFE Star andWorkplace Safety and Health (WSH)
Advocate status for our Bus Business,and, most notably, our Rail Businessearned the prestigious bizSAFE Partner
Award 2023 as the sole public transport
operator. These recognitions standas a testament to our dedication to
upholding the highest safety standards
across all our operations.
At SBS Transit, we place a strongemphasis on the prevention of
workplace incidents and prioritise thehealth and safety of our employees.
We are fully committed to regularly
reviewing and enhancing our safety
management systems to ensureongoing improvement. As part of our
Safety and Health Policy, we adhere
strictly to all applicable health andsafety regulations and are dedicated totaking corrective actions in the event of
any incident occurrences.

From 2023 onwards, the SSQC took
up an additional role to provide
oversight of all safety and healthrelated matters in the organisation.
The committee reviewed the policies
and practices established by theindividual business units, assessed thesafety & health target, and measured
the performance against the targets
to ensure the organisation’s strategicplans and business goals are adequately
considered. The committee also
monitored and considered emerging
safety & health trends and issues
that might have strategic, business,and reputational implications to thecompany, as well as received periodic
reports from the management orexternal parties on safety and health
topics and made recommendations to
the Board as necessary.
The three high-consequence injuries
identified for SBS Transit includes (1)slips, trips, and falls, (2) injuries due totraffic accident, and (3) injuries due tomisstep. These hazards are determinedthrough statistic records, regular
workplace inspections, and incident
investigation reports.

Slip, trips and falls, and injuries due
to misstep are attributed to personal
negligence and lack of situationalawareness. On the other hand, injuries
due to traffic accidents are largely
attributed to the failure of complianceto standard operating procedures,personal negligence, and otherfactors denoted through investigative
outcomes. To minimise and eliminate
the occurrences of these risks, we
continually enhance our awarenessand educational efforts, and carry out
enforcement of standard operatingprocedure compliance.
In 2023, Bus and Rail saw a decline
in workplace accidents, leading
to reductions in Work Injury Rates
and recordable work-related injury
rates. These results demonstrate theeffectiveness of ongoing efforts toprioritise staff safety and minimise
workplace injuries.
We will continue to improve ourpolicies and initiatives over the coming
years to provide a safe working
environment, and strive to achieve zero
injury amongst our workforces.

59

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESGRI 403-9: Work-Related Injuries
SASB Standards Road and Rail Transportation: TR-RO320a.1 & TR-RA320a.1
WORK-RELATED INJURIESFOR ALL EMPLOYEESFOR WORKERS WHO ARE NOT EMPLOYEESBUT WHOSE WORK AND/OR WORKPLACE IS
CONTROLLED BY THE ORGANISATION

Number of fatalities from work-related
injuries
Number of high-consequence work-related
injuries
Number of recordable work-related injuries
Main types of work-related injury
Number of hours worked
Rate of fatalities from work-related injuries

0

0

0

0

24
Slips, trips and falls
27,552,232
03
Slips, trips and falls
11,610,441
0

0

0

0.87

0.26

Occupational Health & Safety Rates13
Rate of high-consequence work-related
injuries
Rate of recordable work-related injuries14

GRI 403-9: Recordable Work-Related Injury for All Employees15
BUS

Number
Rate

RAIL

2021

2022

2023

2021

202216

2023

38
1.83

25
1.22

20
0.70

6
0.71

7
1.21

7
0.86

Work-Related Injury Rate (WIR) per 100,000 Employed Persons
WIR PER 100,000 EMPLOYEES17

2021

2022

2023

Bus
Rail

420.9
160.0

245.3
191.818

188.0
181.3

13 Multiplier used to calculate occupational health and safety rates is 1,000,000
14 The calculation of the rate of work-related injuries is based on the formula of (number of injuries / numbers of man hours per region) x 1,000,000 man hours
worked.
15 The calculation of the rate of work-related injuries is based on the formula of (number of injuries / numbers of man hours per region) x 1,000,000 man hours
worked. The total number of man hours for 2023 Bus employees is 21,798,120 and Rail 5,754,112 hours, while Bus contractors is 6,912,000 and Rail 2,378,569
hours.
16 An increase in 2022 Rail non-fatal injury numbers from 4 to 7 resulted in an increase in recordable work-related injury rate from 0.69 to 1.21.
17 The calculation of WIR is based on the formula of (number of fatal and non-fatal injuries / numbers of employees) x 1,000. In 2023, employed persons andcontractors for Bus and Rail were 10,638 and 3,860 respectively.
18 Due to the restatements of non-fatal injury numbers, Rail WIR have been updated accordingly.

60

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESGRI 403-10: Work-Related Ill Health
WORK-RELATED INJURIESFOR ALL EMPLOYEES

Number of fatalities from work-related ill0healthNumber of recordable work-related ill health 0

FOR WORKERS WHO ARE NOT EMPLOYEESBUT WHOSE WORK AND/OR WORKPLACE IS
CONTROLLED BY THE ORGANISATION

00

SASB Standards Road Transportation:
TR-RO-540a.1: Accident & Safety Management
ACCIDENT & SAFETY MANAGEMENTTOTAL RECORDABLE INCIDENT RATE(TRIR)19

TOTAL FATALITY RATE

Direct employees
Contract employees

0.18
0

0
0

19 The calculation of total recordable incident rate is based on the formula of (number of total recordable incidents x 1,000,000)/ man hours worked. The
calculation of total fatality rate is based on the formula of (number of total fatality x 1,000,000)/ man hours worked.

61

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESCUSTOMER EXPERIENCE
Our business philosophy revolves
around prioritising our customers’
needs, with a commitment to delivering
excellent customer experiences.
This segment emphasises ourongoing initiatives to improve service
quality, enhance customer care andrelationships, and promote inclusivity
and accessibility.

Managing customer experiences
across our operations involves regular
discussions among Senior Management
and regular communication withall department heads. We conduct
monthly management meetings andquarterly staff engagements for both
Bus and Rail Operations to present
initiatives and address issues. SBSTransit monitors customer satisfaction
through independent customer
satisfaction surveys conducted.

QUALITY OF SERVICE
WHY THIS ISSUE IS MATERIAL
Our business is built on delivering
delightful service to our customers,
embodying our business ethos of“Putting customers first”. We arecommitted to deliver a reliable andexcellent customer experience, aligningwith the goal of advancing Singapore’s
sustainable transition and reducing
carbon emissions through increased
public transportation ridership.
This year, while maintaining ourcommitment to reliability and delivering
a positive customer experience,
we have also prioritised enhancing
the customer experience to further
increase public preference for public
transport.
HOW WE MANAGE THIS
Customer complaints, compliments
and feedback are handled by ourCustomer Care Team while strategic
initiatives to improve customer
experience are managed by the
Customer Experience Team; bothof which are under the Customer
Experience and Communications
department. The respective Bus andRail Customer Experience departments
execute initiatives focused on
customer experience directly linked tooperational aspects impacting on-theground customer service.

The quality of our service rendered istracked through the following criteria:
1. Compliments and commendations
2. Complaints
3. Feedback received through ourvarious channels including our
website, mobile app, Facebook
page, emails, customer care hotline
and passenger service teams
Our customer satisfaction is tracked via
the following criteria:
1. Annual independent commissioned
surveys
2. Online quarterly satisfaction surveys
Common feedback received throughour customer feedback channels relates
to our Bus Captains customer service,driving behaviours and rail station
infrastructure and facilities.

All feedback is carefully analysed before
being routed to relevant departments
for investigation. For valid complaints,
we ensure actionable insights are
implemented and a response outlining
the corrective actions taken is provided
to feedback providers.
OUR INITIATIVES
Waymap-SG Navigation Application
SBS Transit partnered with Londonbased Waymap to launch Waymap-SG,
an audio-based wayfinding app forthe visually impaired that functions
without the need for GPS, WiFi or
Bluetooth signals. The first of its
kind in the Asia-Pacific, it calibrates
continuously with the user’s walking
gait and speed to offer a personalised
experience. With the involvementof Guide Dogs Singapore and theSingapore Association of the VisuallyHandicapped, the app was fine tuned
to be more user-friendly before it
was launched to the community
for use. SBS Transit also signed a
Memorandum of Understanding (MoU)
with Waymap to solidify our continuous
commitment to co-create innovative
smartphone navigation solutions for amore inclusive and accessible public
transportation system.

Waymap-SG was officially launched by Mr Baey Yam Keng, Senior Parliamentary Secretary for the
Ministry of Transport and the Ministry of Sustainability and the Environment at Tampines MRT Station.

62

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESCARES Training
The SBS Transit CARES training
programme, aligned with the CARES
5.0 Charter, uses hands-on learning
to reinforce service standards andinclusivity, particularly with diverse
communities and customers. The
programme heavily focuses on
inclusivity, partnering with SG Enable
having trained over 6,500 employees
through immersive learning experiencesat the Enabling Village. This equips
employees to better assist passengers
with various needs, fostering empathy
and knowledge to create a truly
inclusive and accessible public
transport experience for everyone.
OUR PERFORMANCE ANDLOOKING FORWARD
In 2023, we saw a 17.1% increasein the number of compliments andcommendations received and a 6.8%
decrease in the number of complaints
received. This affirms the effectivenessof our customer experience initiatives
and staff training programmes.
Set to launch in the second half of2024, SBS Transit and EnterpriseSingapore have joined forces toestablish the SBS Transit Mobility
Innovation Centre (MINNOVA).

MINNOVA will focus on co-creating
innovative mobility solutions toaddress transportation challenges in
Singapore and beyond. This initiative
allows SBS Transit to work with local
SMEs and start-ups on mobility-related
solutions in the areas of sustainability,
automation, safety and security.
We remain committed to delivering
positive customer experiences as they
travel with SBS Transit.
CUSTOMER CARE AND RELATIONSHIP
WHY THIS ISSUE IS MATERIAL
We are dedicated in providing excellent
customer care to ensure a positive
experience for all our customers.
Building lasting relationships is essential
to the core of our business. It is crucial
that we establish strong connections
which will in turn, contribute to theimprovement of our brand.
HOW WE MANAGE THIS
As a provider of public transportation
services, it is important for us toaddress the travel requirements ofour customers to ensure excellent
customer care. By paying attention to
the needs of our customers, we canformulate solutions and implement
initiatives to improve their overall
travel experience. Our objective
extends to cultivating a compassionate
community, encouraging customers
to support each other through acts ofkindness and consideration.
To achieve our customer care goals,
our Customer Experience Taskforce
coordinates monthly meetings
involving interchange managers andkey stakeholders such as the Customer
Experience teams and the Training
department. These meetings arefocused on resolving and preventing
instances of subpar customer
experiences both on buses and at
our bus interchanges. Additionally,
Senior Management, Heads ofdepartments, depot heads, and theCustomer Experience teams participate
in monthly meetings to assess andevaluate our performance in service
delivery and customer service. These
management checkpoints along withregular staff engagement sessions, playa vital role in keeping our workforce
engaged and well informed about
the various initiatives and measures
implemented to enhance customer
care and relationships.

63

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESOUR INITIATIVES
Nursing RoomStarting from December 2023, SBS
Transit is conducting a trial of a nursing
room at DTL Tampines Station to caterto the needs of caregivers with young
children.
By bridging the gap between transport
nodes and family-friendly facilities,
we aim to make public transportation
more accessible and accommodating
for families. This is an important step
towards creating a more inclusive andsupportive environment for parents andtheir children during their journeys.
National Kindness Award – Transport
Gold 2023
We take great pride in celebrating theaccomplishments of 246 exceptional
employees who have been recognisedwith the National Kindness Award- Transport Gold by the Singapore
Kindness Movement this year. These
individuals have been commended
for their outstanding acts of kindness,
which range from administering lifesaving cardiopulmonary resuscitation(CPR) to unconscious passengers,
to simple gestures of consideration,such as patiently waiting for elderly
passengers. Their actions are not
only inspiring but also demonstrates
that even in our daily operations, wehave the power to make a positive
difference.

Nursing room located at DTL Tampines Station

Among the recipients, seven others
including Bus Captain Jiao Junli and
Senior Bus Captain Sugumaran received
the Outstanding Award for theirremarkable contributions. Bus Captain
Jiao showcased service excellence in
two separate incidents. In one instance,
he attended to an elderly woman who
had fallen while alighting from thebus, providing her with the necessary
assistance. In another incident, hedemonstrated exceptional courage andskill by performing CPR on an elderly
woman who had collapsed at a bus
stop.

Senior Bus Captain Sugumaran
exemplified unwavering dedication
when he assisted an elderly lady with an
injured arm by helping her carry a heavy
box onto his bus. Going above andbeyond his duty, he took the initiative
to inquire about her destination andensured that he assisted her in safely
carrying the box off the bus.
These exemplary acts of kindness andselflessness highlight the exceptional
character of our employees. Theiractions not only showcase theircommitment to service but also
reinforce our belief in the positive
impact we can make within ourcommunities.

National Kindness Award – Transport Gold 2023

64

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESCUSTOMER INCLUSIVENESS
AND ACCESSIBILITY
WHY THIS ISSUE IS MATERIAL
We pride ourselves as Singapore’s
trusted public transport provider and
we are steadfast in our commitment toestablishing an inclusive environment.
Our goal is to ensure that passengers
with special needs and disabilities cantravel confidently on our buses andtrains. Currently, almost one-fifth ofSingapore’s population is aged 65 andabove, and it is anticipated to double
in the next 15 years. Recognising thegrowing number of elderly passengers,
we understand the importance offacilitating safe and independent
travel for our vulnerable commuters.
To achieve this, we are actively
implementing measures and initiatives
focused on enhancing inclusivity andaccessibility on our public transport
network.
HOW WE MANAGE THIS
In partnership with Social Service
Agencies (SSAs), we launched various
initiatives to support passengers
with disabilities and vulnerable
communities. This collaboration aimed
to understand the challenges facedby these communities in using public
transport and develop solutions for amore inclusive system. By engaging
in discussions with SSAs and theirbeneficiaries, we identified specificneeds and explored initiatives toenhance their travel experiences. This
collaborative effort resulted in thedevelopment of our comprehensive“Travel with Confidence” umbrella
programme, comprising various
initiatives geared towards fostering
inclusive and accessible travel.
We actively support commuters withdisabilities and continuously seek toco-design inclusive mobility solutions.
Regular quarterly reviews and meetings
with the Board’s Service Quality
Committee were instituted to assess
the initiatives’ overall effectiveness.

Launch of the “Find Your Way” Initiative at Hougang Bus Interchange

OUR INITIATIVES
Find Your Way
Since launching the "Find Your Way"
initiative at two locations in 2022,
SBS Transit partnered with Dementia
Singapore to significantly expand it in
2023. This program empowers elderly
passengers and those with dementia
to navigate bus interchanges and MRT
stations independently. Seven new
locations – three interchanges and four
MRT stations – were included. Vibrantmurals depicting familiar, nostalgic
items in color-coded zones adorn
these stations, providing visual cuesthat aid recognition and memory.

Caring Commuter Champion Training
In 2023, we strengthened ourcommitment to fostering a consideratecommuting environment for all
passengers, by integrating PTC’s Caring
Commuter Champion learning modules
into our revamped CARES 5.0 training
program. This initiative empowered
our staff to become certified Caring
Commuter Champions, equippingthem with the skills and knowledge
to promote a positive and supportive
commuting experience for everyone.
We are proud to announce that over
5,000 SBS Transit staff are certified
Caring Commuter Champions.

Additionally, strategically placed
directional floor stickers guidepassengers along their desired paths.
This initiative is set to encompass afurther 18 locations in its second phase,solidifying SBS Transit's dedication tofostering an inclusive and supportive
environment. With "Find Your Way,"
passengers can navigate public transportwith greater confidence and ease.

65

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESAs part of the SBS Transit x Metta School Familiarisation Tours, about 70 Metta School students explored the Downtown Line train network.

Familiarisation Journeys with
Travel Buddy
In 2023, we continued to expand theTravel Buddy initiative launched in the
fourth quarter of 2022, where trained
staff accompany PWDs during theirjourneys to promote independence
and alleviate travel-related anxieties.
We have collaborated with Metta
School, Muscular Dystrophy Association
Singapore, and Singapore National
Stroke Association to organisefamiliarisation journeys for the
beneficiaries of these organisations on
our public transport network.
These trial sessions are designed to help
these vulnerable group of passengers
gradually build confidence andindependence in navigating the bus andrail network. By providing them withsupervised support and guidance, we
aim to empower them to overcome any
travel-related challenges they mightface. Through these familiarization
journeys, our beneficiaries gained hands
on experience in understanding signs,
system maps, using top-up machines
and proper travel etiquette. We strive tocreate a more inclusive and supportive
environment for PWDs, enablingthem to travel with greater ease andindependence.

66

Caring Commuter Week:“Care-in-Transit”
During Caring Commuter Week 2023
in November, SBS Transit partneredwith various SSAs to organise “Carein-Transit” roadshows at our bus
interchanges and MRT stations topromote a caring and inclusive
commuting culture.
Together with Dementia Singapore,
SPD, Guide Dogs Singapore,
Singapore Association for the VisuallyHandicapped, Muscular Dystrophy
Association Singapore, Singapore
Association for The Deaf, St Andrew’s
Autism Centre and Thye Hua Kwan
Moral Charities, we shared with

commuters how they can be a
caring commuter to help those inneed and equipped them with usefulpractical tips. We also conductedsimulated activities to help them better
understand the challenges faced bypassengers with disabilities.
OUR PERFORMANCE
As we look to a future with increasingly
inclusive communities and commute,
SBS Transit will continue to focus on
enhancing accessibility throughout
our business and actively pursue
opportunities for innovation andincorporate technological solutions into
our services.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESEMPLOYEE CARE
We place emphasis on employee wellbeing to foster a positive workplaceculture, which is instrumental in raisingproductivity, boosting employee
engagement and increasing retention
rates. This section focuses on initiatives
undertaken by SBS Transit to upholdour commitment to employee care,including training and fair workplace
initiatives implemented.
WELL-BEING AND WORK LIFE
HARMONYWHY THIS ISSUE IS MATERIAL
Mental wellness and the quality of lifeof our employees is of paramountimportance at SBS Transit. Their healthand work-life harmony are crucial
for the success and sustainability of
our operations. We understand theimportance of a physically and mentally
healthy workforce in achieving ourbusiness goals in delivering reliable,

safe and secure public transport
services. We are therefore dedicated tosupporting employees in overcoming
any professional or personal challenges
they may face.
HOW WE MANAGE THISAt SBS Transit, we prioritise theoverall well-being of our employees,
emphasising physical and mental
health, and social wellness. We offer
complimentary annual health screening
programmes and follow-up coaching/intervention to ensure and maintain ahealthy and happy workforce. In 2023,
we expanded our mental well-being
initiatives beyond hosting regularwebinars and providing self-help
resources. We are in the process of
migrating to ThoughtFull, an applicationthat offers a unique blend of self-paced
learning tools and daily bite-sizedcoaching with certified professionals,
empowering our employees toproactively manage their mental health.
In addition, we are collaborating with

NTUC Club under its UPlay programme
to provide our employees with accessto diverse social and recreational
offerings which they can leverage tospend quality time with their family andfriends.
These initiatives are evaluated andtheir success is measured through key
metrics, such as retention numbers
and Employee Engagement Survey
scores. Research studies have shownthat higher engagement survey
scores indicate that employees arelikely to be twice as productive andsatisfied. Additionally, this year, SBS
Transit was recognised by both local
and regional HR bodies with related
awards, reflecting our commitment
towards maintaining high standards for
employee satisfaction and engagement,
reinforcing our status as an employer ofchoice.

Full-time Employee Benefits
Health Care
Insurance
Leave
TravelOthersIn-patient, out-patient general practitioner, annual health screening
Group Personal Accident Insurance, Ex-Gratia payment upon death
Annual, childcare, compassionate, maternity, matrimonial, national service,paternity, elder-care, sick and shared parental leave transport
Free travel on local public transport
Retirement benefits for non-executives
Work from home arrangements

67

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESOUR INITIATIVES
Total Workplace Safety and Health(TWSH) Programme
We take a holistic approach to
employee well-being, recognising theconnection between mental healthand a safe work environment. Our
comprehensive TWSH programme
includes initiatives like mental wellness
webinars and awareness programmes,
alongside engaging activities like safety
quizzes and contests with themes suchas Health can be Fun, Sleep Right, Live
Bright, Spot the Hazards Contest. By
incorporating external speakers in ourannual Safety and Health Awareness
Programme & Education programme,
we ensure access to a wide range ofexpertise.
SBS Transit Education Award
Since 1987, SBS Transit has been
giving out Education Awards on anannual basis. The awards recognises
the academic and extracurricularachievements of our employees’
children through supporting theireducational outlay.
In doing so, we hope to motivate andinspire the children of our dedicatedworkforce to excel in their educational
pursuits and consider joining SBS
Transit. In 2023, we were pleased
to acknowledge the exceptional
achievements of over 70 recipients who
demonstrated academic excellence
and a commitment to co-curricular
activities.
Improving Employee Well-being
through Enhanced Support
Programmes
In our ongoing pursuit of providing
comprehensive support for our
employees’ well-being, SBS Transit
has transitioned from Intellect toThoughtFull, an advanced Employee
Assistance Programme. This userfriendly mobile application offers
a wider range of mental wellness
resources, including:•In-person counselling sessions foreach employee•
Personal well-being tracker tomonitor progress and personalise
the experience•
Educational wellness webinars
covering diverse topics relevant tomental health68

Senior Bus Captain Lee Boon Yee and his son, Lee Wai Seng, a recipient of the
SBS Transit Education Award

ThoughtFull’s comprehensive features
empower our employees to proactively
manage their mental well-being andbuild resilience. This aligns with ourcommitment to fostering a supportive
work environment where individuals
can thrive and contribute their best.
Collaboration with NTUC ClubIn October 2023, SBS Transit has signed
an MoU with NTUC Club to adopt
UPlay, a phygital (physical + digital)
concierge of social and recreation
activities for our staff. The convenienceof UPlay will enable SBS Transit’s staff
to easily find and book recreational
activities, allowing them to unwind
and spend quality time with theirfamilies and friends. With the adoptionof UPlay, SBS Transit aims to expand
its recreational offerings beyond its
existing chalets at Downtown East.
This move aligns with the company’scommitment to maintaining a healthy
workforce and promoting work-life
harmony.

OUR PERFORMANCE ANDLOOKING FORWARD
Over the years, SBS Transit has been
consistently acknowledged for its
commitment to the well-being of its
employees. In August 2023, we were
honoured with the Bronze Award for“Excellence in Workplace Wellbeing”
at the Human Resource ExcellenceAwards. This recognition highlights ourstrong HR strategy and the measures
we have implemented to ensure thephysical and mental well-being of ourstaff.
In November 2023, SBS Transit wasonce again awarded “Best Companies
to Work for 2023” by HR Asia. This
prestigious award reaffirms ourdedication to employee engagement
and fostering excellent workplacecultures among companies acrossAsia. At the same event, we were also
honoured with the HR Asia Digital
Transformation Award. This award
recognises our efforts to enhanceinteraction and improve the employee
experience through the effective use oftechnology.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESDIVERSITY, EQUAL OPPORTUNITY,
HUMAN RIGHTS, AND FAIR LABOUR
WHY THIS ISSUE IS MATERIAL
We firmly support diversity andinclusivity at SBS Transit, as we
recognise that embracing new andvaried viewpoints in our organisational
strategies, discussions, meetings, andsolutions enhances our overall service
offerings. A well-rounded workforce
with diverse talents enables us to better
understand the diverse needs of ourcustomers and industry requirements.
HOW WE MANAGE THISSBS Transit maintains a fair andsupportive work environment,
upholding anti-discrimination policies
that prohibit bias against age, gender,
marital status, sexual orientation,
disability, race, colour, nationality,
ethnicity, religion, or political affiliation.
These policies extend across ouroperational and hiring practices toensure we cultivate a workforce culture
where diversity is the norm.

Inclusive employment
of PWDs at SBS Transit

EMPLOY

Our dedication to TAFEP of which
we have been a member since 2018,
and the adoption of six Tripartite
Standards (including one on
Recruitment Practices), testifies to ourcomprehensive diversity and inclusion
policies.
Aligned with the employment policy
adopted from our parent company,
ComfortDelGro, we strictly oppose
discrimination, favouritism or bias
against employees or job applicantswith physical or mental disabilities,
or from different ethnic religious
backgrounds.
This year, we updated our 3E
framework (Employ, Educate,Empower) to further support PWDs.
Starting with the ‘Employ’ pillar,
we have increased the number of
PWDs from 4 in 2022 to 30 in 2023,
and invested in wheelchair-friendly
workplace infrastructural changes.
For our ‘Educate’ pillar, this year,
100 supervisors and staff have attended

OUR 3EFRAMEWORK

workshops organised by SG Enable on
topics such as job accommodationand positive behaviour support at theworkplace. We continue to enrol our
employees, in particular supervisorsand managers to ensure that we
cultivate a supportive and inclusive
environment. Lastly, for the ‘Empower’pillar, we support social enterprises
and SSAs who employ PWDs such as
Bizlink and MINDS, so that we indirectly
support PWDs. Through our partnershipwith MINDS, we will be creating
employment opportunities for theirclients by involving them in backend
cleaning at bus and rail depots.
Through this approach, we strive tocreate an inclusive workplace and aim
to gradually integrate PWDs into various
suitable roles. In line with Singapore’s
goal of having 40% of workingage PWDs employed by 2030, we
committed a total of $885,250 to fundour updated 3E initiatives.

EDUCATE

Education of employees
and the public on disability
inclusion to foster a more
inclusive workplace culture

EMPOWER

Indirect employment of PWDs throughprocurement of services and goods

69

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESOUR PERFORMANCE ANDLOOKING FORWARD
Gender and Ethnic Diversity
SBS Transit is dedicated to ensuring
equal opportunities for all employees,
irrespective of gender and ethnicity,in accordance with government
regulations and human rights policies.
We ensure that job opportunities do not
specify age, race, gender, or religion
requirements as part of our recruitment
practices. Committed to diversity,
equity, and inclusion (DEI), we actively
work within our traditionally maledominated industry to increase female
participation across all levels, aligningwith our DEI Policy. This year, weachieved 33.33% female representation
at the Board level, exceeding the target
set by Singapore’s Council for Board
Diversity.

As part of our commitment, we haveupdated our DEI policy outlining
the mandatory requirement for all
employees to undergo DEI Policy
awareness training.
The training aims to enrich our
employees understanding of theirindividual responsibilities, and equips
them with effective strategies toaddress challenges related to diversity.
SBS Transit aims to foster a workplaceculture where every individual feels
valued, respected, and included. By
recognising and appreciating diverse
perspectives, experiences, andbackgrounds, we can collectively work
towards building a more pleasant andinclusive workplace for all employees.
Recruitment, Selection and Promotion
At SBS Transit, we foster career growththrough annual performance reviews
that assess both contributions andcapabilities. Promotions are meritbased, ensuring recognition for highachievers.
As a TAFEP member, our recruitment
and selection processes identifies
individuals with the right combinationof skills, knowledge, experience, andvalues aligned with SBS Transit’s culture,vision, and beliefs.
Employees are encouraged to reportany discrimination or malpracticeto our Management, the Union, or
relevant employment authorities. They
could also choose to raise incidents
surrounding inappropriate businessconduct via our Whistleblowing
channel, which ensures confidentiality
for those raising concerns on ethicalbehaviour or inappropriate businessconduct, protecting them within legal
limits.

ABSOLUTE

Senior Management
Management
Professionals
Non-executive
Overall workforce (excluding Board)

70

PERCENTAGE

MEN

WOMEN

MEN

WOMEN

54
134
598
8,247
9,033

6
37
120
766
929

90.0%
78.4%
83.3%
91.5%
90.7%

10.0%
21.6%
16.7%
8.5%
9.3%

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESRemuneration
Our compensation evaluationconsiders factors such as grade,
position, experience, taking into
consideration current market wage
trends. Employee performance isassessed and scored based on mutuallyagreed key performance indicators(KPIs), refrencing the Balanced
Scorecard (BSC), to ensure fairness andtransparency. Sustainability initiatives
are integrated into performanceassessments reflected within the KPIs.
For instance, the driving habits of
Bus Captains are monitored throughtelematics to promote eco-friendly
practices. Individuals that violate theset limits would be counselled or facepenalties affecting performance scores,
impacting annual increments, andbonuses.
To align with our ESG impact
goals, remuneration of the
Senior Management is linked toperformance in areas involving
any milestones achieved insustainability. The Nominating andRemuneration Committee (NRC)
approves the remuneration for the
Senior Management, and above.
Yearly reviews and updates are
performed to address gaps within our
remuneration processes. In addition,
we have continued to engage external
consultants to conduct benchmarking
exercise for the annual totalcompensation package of Department
Heads and above since 2020.

Flexible Work Arrangement
SBS Transit encourages a healthybalance between their profession andpersonal lives for its employees throughflexible work policies as outlined in the
Employee Handbook. These policies
outline alternative work arrangements
to accommodate families or caregiving
responsibilities, as well as cultural andreligious commitments. Managers are
urged to support any team members
in need of flexible arrangements,
including job redesign or remote work.
Equal Employment Opportunity
We urge our leaders to prioritise
diversity and inclusivity in their dailyroles, aiming for zero discrimination
cases within our organisation. Weemphasise effective communication
among our employees regardless ofrank and encourage reporting of any
discriminatory acts. We are pleased
to report zero formal complaints of
discrimination in 2023.
Human Rights & Fair Labour
Adhering to the human and labour
rights regulations is crucial at SBS
Transit, as it is a cornerstone of ourlabour relations and overall employee
and operational management. In 2023,
75.12% of our workforce was covered
by Collective Agreements. Our Human
Rights Policy, detailed in Annex A,

highlights our commitment to fair
employment practices, freedom of
association, collective bargaining rights,
ethical labour practices, safe working
conditions, diversity, and inclusion.
To underscore the significance ofhuman rights and fair labour practices,
we conduct employee training on
relevant policies and procedures,
ensuring full compliance withregulations. Our goal is to instil astrong awareness on the importance ofpromoting fair labour practices among
our employees.
To align with industry standards, we’ve
adjusted Bus Captain contracts froma 48-hour workweek (including paid
meal and rest breaks) to a standard
44-hour workweek. This is based on
the recommendation of a Tripartite
Taskforce, chaired by MoM with PTO
and NTWU representatives, establishing
key employment terms for the affected
employees. The key employment items
include working hours, retirement, andreemployment policies, among others.
Therefore, we worked with our Legalteam and leveraged the support fromNTWU on the necessities required in
briefing our Bus Captains regarding theshift to 44 hours per week. This has
been implemented from 2023.

In 2023, SBS Transit received
the Progressive Wage Mark
(PWM), recognising our effort
to pay progressive wages to ouremployees. PWM signifies that wehave implemented a wage structurethat goes beyond minimum wage
requirements and ensures that ourworkers receive fair and sustainable
compensation that are commensuratewith their skills and experience. We
firmly believe that fair wages are an
integral part of creating a productive
and motivated workforce, and we arededicated to upholding these principles
to benefit both our employees and thecommunities we serve.

71

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESOUR PERFORMANCEGRI 2-7: Employees20 , 405-1: Diversity of Governance Bodies and Employees
EMPLOYEE TYPE

MALE

Governance Bodies
8 (67%)
Full-Time Employees
7,941 (90%)
1,092 (94%)
Part-Time Employees
163 (71%)
53 (79%)Board Member
Permanent
Contract
Non-Guaranteed Hours
Temporary Employee

FEMALE

TOTAL

4 (33%)

12863 (10%)66 (6%)

8,804
1,158

65 (29%)14 (21%)228
67<30 YEARS OLD

30-50 YEARS OLD>50 YEARS OLD

TOTAL

0
0
0
63 (8.8%)638 (7.1%)
701 (7%)2 (16.7%)
16 (26.7%)
85 (49.7%)385 (53.6%)
4,731 (52.5%)
5,217 (52.4%)

10 (83.3%)
44 (73.3%)
86 (50.3%)
270 (37.6%)
3,644 (40.4%)
4,044 (40.6%)

12
60
171
718
9,013
9,962

RATE OFNEW HIRESNUMBER OF
TURNOVERSRATE OFTURNOVER

0.11
0.11
0.11

1,093
119
1,212

0.12
0.13
0.12

0.36
0.11
0.06
0.11

105
586
521
1,212

0.15
0.11
0.13
0.12

Governance Bodies
Senior Management
Management
Professionals
Non-Executives
Total

GRI 401-1: New Employee Hires and Employee Turnover
EMPLOYEE TYPE

CURRENTEMPLOYEES

Male
Female
Total

9,033
929
9,962

<30 years
30-50 years>50 years
Total

701
5,217
4,044
9,962

NUMBER OF NEW
HIRESGender
977
101
1,078
Age Group
255
584
239
1,078

SASB Road Transportation Standards: TR-RO-320a.2
Number of total voluntary and involuntary turnover rate for all employees
Voluntary
Involuntary

6.70%
5.49%

20 All our employees and workforce are in Singapore, the number of employees presented represents the company’s workforce as of the close of the reporting
period.

72

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESGRI 401-3: Parental Leave (Childcare Leave)
2023

Total number of employees that were entitled to parental leave
Total number of employees that took parental leave
Total number of employees that returned to work in the reporting
period after parental leave ended
Return to work rate of employees that took parental leave
Total number of employees that returned to work after parental leave
ended that were still employed 12 months after their return to work
Retention rate of employees that took parental leave

MALE

FEMALE

6,980
269

586
18

269

18

100%

100%

260

15

96.65%

83.33%MALE

FEMALE

1
1

0.87
0.83

1
1

0.97
0.95

1
1

1
0.90

1
1

1.03
0.96

GRI 405-2: Ratio of Basic Salary and Remuneration of Women to Men
Senior Management
Basic SalaryRemuneration
Management
Basic SalaryRemuneration
Professionals
Basic SalaryRemuneration
Non-Executives
Basic SalaryRemuneration

GRI 2-21: Annual Total Compensation Ratio
Ratio of highest paid : median value
Percentage increase in annual compensation for organisation’s highest
paid individual
Median percentage increase in annual compensation for all employees(excluding the highest-paid individual)
Ratio of percentage increase in highest paid : median value

13.26 : 1
3.67%
6.25%
0.56 : 1

73

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESEMPLOYEE TRAINING,UPSKILLING AND DEVELOPMENT
WHY THIS ISSUE IS MATERIAL
We believe that the development of ourworkforce drives our successes as anorganisation and is essential to achieve
our business objectives. In the dynamic
public transportation industry, we arededicated in providing our employeeswith the essential skills and knowledge
needed for their growth and success.
HOW WE MANAGE THIS
To support our employees’ career goals,
we offer a diverse range of training
programmes that provide the technicalskills and knowledge necessary forsuccess in their respective roles. Apartfrom CARES Training programme heldin conjunction with SG Enable, we
include modules within our Caring
Commuter eTraining, with close to
6,000 of our employees completing
each module. We also organised anenabling training for hiring managers
and colleagues in late 2023.
To facilitate career progression, we
encourage our employees to discuss
their career aspirations and training
requirements during their annual
performance evaluations. Feedback
gathered from these sessions allow us
to continually improve our employee
training programmes. Our technicalteams also conduct an annual Individual
Development Plan exercise, suggesting
related courses based on corporateseniority and job responsibilities.
Reporting Officers will utilise thesetemplates to guide training discussions
during performance appraisals, assistingin the formulation of our training
schedule and strategy.
OUR INITIATIVES
Robotic Dog Revolutionises
Train Inspections
To address the ever-present challenge
of increasing productivity and alleviate
manpower shortages, an AI-enabled
robotic dog, named AVATAR (Advanced
Video Analytics Train Assessment
Robot) will be deployed at the
Sengkang Depot.

such as identification of components
with physical defects, and detecting
missing screws and panels on theunderside of train carriages. By utilising
this robotic dog, the time required
for train inspections can be reduced
significantly. Besides reducing the needfor manpower, using robotics will help
support older employees in the courseof their work.
By streamlining the train inspection
process and improving accuracy, thisinitiative has contributed to the smooth
operation of the train system while
maximizing the productivity of depot
personnel.
Upskilling our Employees
At SBS Transit, we understand the valueof our employees and acknowledge
that they are our most valuable assets.
We believe that providing continuous
learning opportunities within our
workplace is crucial for our employees
to gain the confidence they need to
excel in their roles. While we alreadyhave an established mentorshipprogramme in place for our Bus
Captains, we are constantly seeking
additional programmes to further invest
in our people’s development.
To achieve this, we have formed
partnerships with the Institute for Adult
Learning, Singapore University of Social
Sciences (SUSS) and LearningHUB,
NTUC. Through this collaboration, we
have introduced a structured training
programme specifically designed
for Senior Bus Captains at SUSS.
Upon successful completion of thisprogram, participants are accredited
as certified trainers and facilitators.
This accreditation not only enhances
their skill set but also provides a clear
pathway for career progression,
including the opportunity to become
driving instructors.

Rail Development Manpower Package
Training
The Rail Manpower Development
Package (RMDP), was launched in
November 2019 by LTA to support
and accelerate rail workforce
transformation. This is in preparation
for the future rail network that will belarger and more complex, coupled withmanpower challenges as the industry
continues to expand with the planning
Jurong Rail Line and Cross-Island Line.
The RMDP training compliments
our Rail Transformation strategy thataims to build new capabilities in ourorganisation and continue to increase
productivity through the adoptionof technology and data analytics. To
date, over 1,813 rail employees havecompleted more than 13,000 training
places in emerging technologies andskillsets, such as data and statisticalanalytics, as well as condition-based
monitoring.

AVATAR, the AI-enabled robotic dog

By offering this comprehensive training
programme, we aim to equip our Senior
Bus Captains with the necessary skills
and knowledge to not only excel in
their current roles but also to pave theway for further career advancement
within our organisation.

AVATAR will augment our techniciansin conducting train inspections,focusing on visual inspection tasks

74

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESEnabling Training to Promote
Inclusive Hiring Practices
As part of our ongoing commitment toinclusive hiring, more than a hundredstaff have received training througha dedicated programme, aimed athiring managers and colleagues of
PWDs. At SBS Transit, we recognise theimportance of creating an inclusive
working environment and fostering
effective communication with PWDs
whom we employ. This training equips
hiring managers and colleagues with
the necessary knowledge and skills
to facilitate the smooth integration of
PWDs into the workplace.
OUR PERFORMANCE ANDLOOKING FORWARD
In 2023, the employee average training
hours have been recorded as 86.6
hours, up from 39.4 hours in 2022.
The average training hours for 2023,
encompasses On the Job Training(OJT), academic learning sponsoredby the company (e.g. MBA, Degrees,
Diplomas) and conferences, which wewere unable to consider within our
calculations in the previous years due
to data unavailability.
Our employees participate in anannual performance evaluation andprofessional development session
with their supervisors. This comprisesof sessions focusing on assessing
the individual employee’s skills andaccomplishments, connecting themto the company’s objectives, andsupporting their personal career goals.
For Bus Captains, their performanceis assessed based on scores clocked
throughout the year. On top of thesesessions, our senior management
undergo a more comprehensive review
that includes considerations of specificperformance tasks and objectives.

Additionally, Mr. Loo Wooi Leong
received the Superstar individual award
for his outstanding performance. We
are proud of the achievements of ourteams and individuals, as they serve
as a testament to our ongoing pursuitof excellence in providing reliable andefficient public transportation services.
This year marked the launch of theinaugural Singapore RailTech Grand
Challenge, where our rail technicians
collaborated with SMRT and ITE
students in mixed teams. We arethrilled to announce that we emerged
victorious in all three rail systems signalling, power, and rolling stock.
The exceptional achievements of our
Bus and Rail champions exemplify ourunwavering commitment to mastering
the latest technical skills and knowledge
in their respective domains. By
continuously enhancing our expertise,
we strive to deliver a seamless andenjoyable travel experience for ourpassengers.
In appreciation of our comprehensive
training and employee development
programmes, SBS Transit has beenhonoured with the prestigious National
Workplace Learning Certification
Platinum Award, bestowed by
SkillsFuture Singapore (SSG). Thisdistinction is granted to organisations
that demonstrated exceptional
performance in adhering to rigorous
standards based on research of

workplace learning best practices in
Singapore, Germany, and Switzerland.
The Platinum Award is the highest
level of recognition among the fourlevels of awards, and it acknowledges
our commitment to fostering arobust workplace learning culture,competency management, andcontinuous learning.
SBS Transit was also recognised with
the SkillsFuture Employer Award (Silver)in November 2023. This esteemedaccolade celebrates our dedication to
the growth and development of ouremployees, as well as our commitment
to cultivating a culture of lifelong
learning within the organisation.
In May 2023, SBS Transit was honoured
with the Enabling Mark (Silver)Award. This award acknowledges
our efforts in promoting disabilityinclusive employment and recognises
organisations and individuals for theirexemplary practices, outcomes, andcommitment to creating an inclusive
workplace.
These accolades underscore SBSTransit’s unwavering dedication toproviding exceptional training anddevelopment opportunities while
fostering an inclusive and supportive
work environment. We are proud to berecognised for our efforts in enhancing
workplace learning, nurturing employee
growth, and championing diversity andinclusivity in our workforce.

In addition, we successfully defended
our Champion and First Runner-Up
titles for the third consecutive year at
the annual Singapore BusTech Grand
Challenge. The Soon Lee Bus Depot
team emerged as the Champion, while
the Bedok North Bus Depot teamsecured the First Runner-Up position.

Technical Specialist Leong Soon Lung and Senior Leading Hand Ruslan Bin Ahmat from Soon Lee Bus
Depot was awarded the Champion award at the Singapore BusTech Grand Challenge

75

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESGRI 404-1: Training hours
TOTAL NUMBER
OF EMPLOYEES

FemaleMale
Total
Senior Management
Management
Professionals
Non-executives
Total
SOCIAL ECONOMIC
CONTRIBUTION
WHY THIS ISSUE IS MATERIALSBS Transit remains dedicated to social
responsibility and fostering strong
connections with the communities weserve. We believe giving back is integral
to our ethos, driving us to go beyond
providing public transport to make apositive social impact.
HOW WE MANAGE THISAt SBS Transit, we are constantly
looking for ways to support vulnerable
groups of our community. Over the
past year, we have been doing sothrough free rides, cash sponsorships,
donations, and offer free advertising
spaces on electronic displays at bus
interchanges. We also organise various
community activities to maximise oursocial impact and constantly seeking
for new ways to make a positive
contribution to society.

TOTAL NUMBER
OF TRAINING HOURSAVERAGETRAINING HOURS

62,634
799,777
862,411

67.4
88.5
86.6

828
10,33360,807790,443
862,411

13.8
60.4
84.7
87.7
86.6

Gender
929
9,033
9,962
Employee Category
60
171
718
9,013
9,962

OUR INITIATIVES
Launch of the SBS Transit
CSR Framework
SBS Transit has introduced a new
Corporate Social Responsibility (CSR)
framework, also known as C2E2. This
framework reflects our dedication tocreating a positive influence on thesociety we serve and the environment
in which we operate. Aligned with
our CARES values, C2E2 focuseson philanthropy, sustainability,community engagement, andemployee volunteerism. It serves as
an extension of our existing efforts in
ESG and reinforces our commitment tosustainability.

C2E2 stands for Corporate
Philanthropy, Community Engagement,
Employee Volunteerism, andEnvironment Stewardship. Eachcomponent plays a crucial role
within our CSR initiatives. Corporate
Philanthropy involves supporting
charitable causes and organisations
through financial contributions andresources. Community Engagement
emphasises collaborating with local
communities to address their needs
and contribute to their development.
Employee Volunteerism encourages
and supports our employees inengaging in volunteer activities
that benefit the community. Lastly,
Environment Stewardship focuses

We proactively communicate andupdate our stakeholders on our socialand economic contributions throughvarious channels such as Board reports,
meetings, annual reports, social media,
and management meetings.

76

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIES

on our responsibility to protect andpreserve the environment throughsustainable practices and initiatives.
By implementing the C2E2 framework,
we aim to enhance our CSR efforts andmake a meaningful impact on society
and the environment. It provides a
structured approach that aligns withour core values and enables us tocontribute to philanthropic causes,
engage with communities, empower
our employees to volunteer, andprioritise environmental sustainability.
Surplus Bread Collection from Rental
Vendors for Donation to Social
Services
This year, we partnered with our bakery
tenants across multiple locations fora Bread Run programme, led by Foodfrom the Heart (Singapore). Under thisinitiative, the excess bread which would
have otherwise been discarded werepersonally picked up by staff volunteers
after work and dropped off at threethese families face in accessing
Sentosa, SBS Transit stepped forward,
extending its resources and expertiseto support this worthy cause. This actof generosity ensured these families
could experience a day of respite andexploration at Sentosa's Southern
Islands.

Picking up surplus breadnursing homes across the island. Overa three-day period, we managed to
distribute 450 buns in total to theelderly beneficiaries.
Transport Partner for Sentosa
Cares Week
As part of Sentosa Cares Week, SBS
Transit played a key role by providing
transportation for disadvantaged
families. Recognising the challenges

CARES Community Bus
In November 2023, we launched our
first CARES Community Bus, where
we provide passengers with special
needs, elderly and patients undergoingrehabilitation, a safe and controlledenvironment to learn how to travel
independently and with confidence.
The bus can be used for familiarisation
and rehabilitation training, learningjourneys, public bus orientation tours,
experiential learning, and excursions forbeneficiaries. The CARES Community
Bus is another example of ourcommitment to better serve, engage,
and reach out to customers who
require special care and attention.

The CARES Community Bus was launched at the Public Transport Workers’ Appreciation and Caring Carnival at One Punggol by then Acting Minister forTransport, Mr Chee Hong Tat.

77

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESGiving Vanishing Trades a New HomeAt SBS Transit, we strongly believe
in making a positive impact on
our community and serving withcompassion. When we became awareof Mr. Moorthy’s concerns about the
future of his traditional Kachang Puteh
pushcart business due to the upcoming
redevelopment of Peace Centre in
April 2023, we offered him a one-year
rent-free space at our Toa Payoh Bus
Interchange, complete with a speciallydesigned pushcart.
Recognising that Mr. Moorthy is one of
the last remaining individuals carrying
on the legacy of the Kachang Puteh
trade, we wanted to ensure that hecould continue his family’s tradition.
By providing him with a dedicatedspace at our modern, air-conditioned
interchange, we not only offer him
stability but also add a vibrant andcolourful element to the bustlingenvironment.

This initiative reflects our commitment
to supporting local businesses andpreserving cultural heritage. We aredelighted to have Mr. Moorthy at ourinterchange, where he can continue
to serve his delicious snacks andcontribute to the unique atmosphere of
our community.

OTHER NOTABLE COMMUNITY ENGAGEMENT ACTIVITIESSchool Talks
We conducted several talks in schools educating
young students on a safe and gracious commuting
culture.

Learning Journeys with SBS Transit
This year, we organised learning journeys for school
students across Singapore to introduce our bus andtrain operations. In addition, we hosted our very first
Job Shadowing Day for students from Pathlight School,
in collaboration with SG Enable. The students were
engaged in hands-on activities like disassembling andreassembling the train overflow valve and tried out our
train stimulator.

78

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESCollaborating with Children’s Cancer Foundation
In 2023, we have also hosted the children fromthe Children’s Cancer Foundation at our Gali Batu
Depot as a day trip, educating them on our transportsystems.

Kindness Month
450 students across 31 schools showed theirappreciation to our Bus Captains, Interchange
and Station staff through handwritten notes
and thoughtfully curated gifts.

Joy Box Initiative
We partnered with Tampines
Changkat Community
Club to bring gifts and joy
to beneficiaries over the
Christmas festive season.

79

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIES

Celebrating 50 Years of Connecting Singapore
2023 marked a significant milestone for SBS Transit as we celebrated 50 years of travelling together,moving Singapore safely and reliably. To commemorate this special occasion, we came together to lookback on our legacy, connect with our customers and celebrate our dedicated staff in a series of speciallycurated initiatives that marked the occasion.
Through the Decades: A Look Back at 50 years
Public transport has undergone a remarkabletransformation since our humble beginnings. From
introducing the first air-conditioned bus service in 1984,
to the recent integration of electric buses equipped with
innovative passenger information displays, we continue to
evolve alongside Singapore’s needs.
To reflect on our journey and how far we’ve come, SBS
Transit curated a roving heritage exhibition that travelled
to six different interchanges and MRT stations. Featuringa collection of vintage memorabilia, from ticketingmachines to old bus guides, the exhibition offered a
glimpse into the captivating journey of public transport.
Generations came together to share memories andrecount stories, fostering a sense of community andnostalgia.

Ng Hai Huee
Senior Bus Captain,
48 years with SBS Transit

Veteran Bus Captain Ng Hai Huee, a dedicated SBS
Transit employee, has witnessed the company’s
remarkable transformation over five decades.
Her commitment extends beyond driving duties,
fostering lasting connections with passengers.
She has witnessed the growth of families acrossgenerations, from customers she became friends
with years ago to her own family who grew up
alongside her journey on the road.

80

Foo Say Pong
Head of Downtown Line
Rolling Stock,
23 years with SBS Transit
Fresh out of school, Foo Say Pong played a crucialrole in developing the world’s first driverless trainsystem. Driven by the challenge of unforeseen
circumstances like staff shortages, Foo and his
team faced tight criteria, project delays, andcontinuous learning through global collaborations.
Despite these challenges, their perseverance led
to the successful launch of the North-East Line, afuture-proof solution with international recognition
for its reliability.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIESMarking a Milestone: 50 Years of Connecting You
For the past five decades, we have connected billions of customers on their daily journeys. Their stories
are our stories, and their success fuels ours. As we celebrate this landmark achievement, we express
our deepest gratitude to the community we serve. We’ve launched various initiatives and actively
participated in others, striving to give back and making a lasting positive impact.

Fundraising for Community Chest
SBS Transit successfully raised a total of $350,000 for communities in need through a virtual run event. The
company generously pledged to donate to the fundraiser and matched public donations received via Giving.sg.
This impressive sum was further increased by donations contributed by our partners and vendors in support of thismeaningful cause. To kick off the challenge, over 2,500 participants comprising of LTA, union leaders, Community
Chest, staff and more, participated in the physical flag-off.
In addition, SBS Transit and Community Chest signed a MoU, committing the donation of $750,000 over three years
as part of our corporate philanthropy towards Community Chest’s supported programmes.

Spreading Kindness
on the Move –Thank-a-Commuter!
Appreciation can go a long way inmaking someone’s day. As part ofour 50th celebrations, our frontline staff were empowered to gifta surprise token to customers who
made their day or exhibited caring
commuter habits, such as giving up
their seats or moving in.

Delivering Groceries and Smiles to Residents
In partnership with NTWU, we spearheaded the distribution of grocery
hampers to less fortunate families in Radin Mas SMC and Tampines GRC.
40 volunteers went door-to-door to distribute 300 thoughtfully packed carepackages filled with goodies and groceries to residents in need. In exchange,
we received wide smiles, warm welcomes, and heartfelt gratitude.
As part of our commitment to social impact and public transport accessibility,
we marked the monumental celebration by signing MoUs with key partners
like Community Chest, SG Enable and Singapore Land Authority.

81

REINFORCING OUR SOCIAL RESPONSIBILITYTO OUR CUSTOMERS, EMPLOYEES, AND COMMUNITIES

Celebrating Our People: 50 Years Driving Progress
Our people at SBS Transit are the heart and soul of our mission: moving people in a safe, reliable, andaffordable way. Each day, they work tirelessly behind the scenes to ensure our bus and rail services run
smoothly. Our 50th celebrations highlighted and celebrated not just our staff, but their families as well.
Family Day @ Singapore Discovery
CenterTo celebrate our incredible staff andtheir families, we hosted a special Family
Day at the Singapore Discovery Center.
Filled with engaging carnival games,
delicious food, and performances by
the talented SBS Transit Staff Band, theevent provided a wonderful opportunity
for staff to connect with their loved ones
and colleagues, all while celebrating ourcompany’s 50th anniversary.

Capturing our Journey throughthe “Our Photo Story” Contest
To commemorate our 50th
anniversary, we launched a photostory contest open to both staff andmembers of the public. We invited
participants to share their favorite
memories or experiences onboard an SBS Transit bus or train,creating a captivating collection ofstories that encapsulate the humanconnection and shared history
integral to our journey.
Taufik Laili, Downtown Line Technician

It has been a decade here with SBS Transit Downtown Line. My team and I haveovercome many challenges and created many great memories together as afamily. This is not just a workforce, it’s our second home.
Happy 50th Anniversary, SBS Transit!

OUR PERFORMANCE ANDLOOKING FORWARD
As a public transport operator, weare deeply committed to serving the
public every day by providing safe,
reliable, accessible and sustainablepublic transportation. We believe
this responsibility extends beyond
our core services, and we strive
to go above and beyond by givingback to the community. 2023
saw a significant increase in our

82

dedication to community impact, withmore time and resources invested thanever before.
In celebration of our 50th anniversary,
we curated a series of initiatives
that connected us with customers,celebrated our staff, and reflectedon our legacy. Additionally, we
actively engaged the community
through various means, including
school talks on safe and courteous
behaviour, learning journeys,

job shadowing programmes, andkindness initiatives. To solidify ourcommitment to accessible andinclusive public transport for all, we
signed key MoUs with esteemed
partners. Looking ahead, we remain
steadfast in our commitment
to community impact andengagement, continuously seeking
ways to improve and build stronger
connections with the people weserve.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ENSURINGETHICAL BUSINESSAND STRONG
GOVERNANCE
PRACTICES83

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESBUSINESS INTEGRITY &CORPORATE GOVERNANCECYBERSECURITY & DATA PRIVACYASSET PROTECTION & SAFETY

Upholding integrity and ethicalpractices across all layers of businesspractices through compliance andresponsible affiliations

Reinforcing all protective andcompliance processes to prevent threats
and breaches to our cybersecurity anddata.

Fortifying safeguards to manageand protect assets within theorganisation’s responsibility.

BUSINESS INTEGRITY ANDCORPORATE GOVERNANCECORPORATE GOVERNANCE
WHY THIS ISSUE IS MATERIAL
Our company prioritises a robust
corporate governance framework.
This framework safeguards the longterm interests of our shareholders
by ensuring decisions align with thecompany’s and stakeholders’ wellbeing. We are committed to ethicaloperations, full legal and regulatorycompliance, and upholding the highest
standards. Our governance practices
strictly adhere to the Monetary
Authority of Singapore (MAS) 2018
Code of Corporate Governance, which
serves as our foundational guidefor achieving and maintaining good
corporate governance.

84

HOW WE MANAGE THIS
The Board of Directors are the stewardsof the Company’s long-term value
and sustainable growth. They set thestrategic direction, oversee all aspectsof the Group’s business, and holdexecutive management accountable for
performance. Board members must act
independently, prioritise the company’s
and its stakeholders’ best interests, andalways approach their duties with goodfaith.
SBS Transit’s Senior Management
provides quarterly reports to theBoard regarding the management andperformance of the organisation’s
ESG material topics. This includes
discussions and reviews on
developments, strategies or policies
on the management of the economy,
environment, and people.

Any significant concerns from the SSQC
will be raised to the Board during thesemeetings.
The Board is responsible for reviewing
SBS Transit’s Sustainability Report,
which encompasses our materiality
assessment and sustainability targets.
Sustainability targets are regularly
reviewed and agreed upon during
Board meetings. Furthermore, ESG
considerations have been integrated
into Senior Management compensation
to instill accountability for positive
ESG outcomes that benefits both ourshareholders and stake holders. In
2023, ESG targets accounted for 20% of
the annual BSC. To reflect our growing
ESG focus, these targets will increase to
25% in 2024.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

The NRC carefully considers
various aspects of diversity whenreviewing Board composition andsuccession planning, ensuring that all
appointments and re-appointments are
based on merit.
In the process of nominating andselecting Board members, the NRC
thoroughly assesses the size andcomposition of the Board to ensure a
suitable balance and diversity of skills,
knowledge, experiences, age, gender,and other aspects of diversity within
the Board. In assessing the balanceand diversity of skills within the Board,
the NRC takes into consideration
various experiences or attributes ofthe existing Board members and thecandidates, including experiences orskills in sustainability, diversity, equity
and inclusion, cybersecurity, corporate
governance, legal and regulatory.
Additionally, the NRC considers thepromotion of tripartism, valuing
experience from labour, government,
and business sectors, to foster wellrounded constructive discussions andeffective decision-making.

conflict or appear to conflict with theinterests of the Group. If the Directors
have a conflict of interest or a potential
conflict of interest on any matter, theymust promptly declare their interest
at a Board meeting or provide written
notice to the Board and the Company.
They should recuse themselves fromparticipating in discussions or decisions
related to the matter.
In cases where the Chairman
has a conflict of interest, such as
remuneration or re-election, they also
are to recuse themselves from thediscussion or decision. The remaining
Directors may elect someone fromamong themselves to preside over the
discussion and lead decision-making.
The Group has established a
Whistleblowing Policy that allows
employees and external parties to raise
concerns to the Board. If shareholders
have concerns that cannot be
addressed through normal channelsof communication with the Chairman
or Management, they can reach out tothe Chairperson of the Audit and Risk
Committee (ARC).

SBS Transit implemented its formal
Board Diversity Policy in 2019, andrevised it in 2022 to include a specificguideline that at least one female
director sits on each Board Committee.
In particular, the guideline also
extends to the NRC, ensuring thatdue consideration is given to ensure
female candidates are included in thenomination process. As of 2023, wehave one female director in the NRC.

As of December 31, 2023, the Board
consisted of 12 Directors, with58.3% being independent directors,
surpassing the requirements of the SGX
Listing Rules and MAS’s Code. Whenappointing Directors, SBS Transit looks
for individuals who have demonstrated
integrity, expertise, business acumen, ashareholder orientation, and a genuineinterest in the Group.

Upon their appointment, Directors
receive a copy of the relevant Board
terms of reference, which outlines theirauthority, duties, and responsibilities.
All appointed directors are required
to avoid any situations where theirpersonal or business interests may

The Directors undergo a yearly
Board Performance Assessment,
which evaluates individual and peer
performance. It assesses both theeffectiveness of the Board as a whole,and the individual performances ofeach Board Committee and individual

Director. The NRC is delegated by the
Board to develop and maintain a formal
performance evaluation framework toassess and evaluate the effectiveness of
the Board, the Board Committees andindividual Directors. Factors consideredin evaluating the contributions andperformance of each Director include
attendance at meetings, insights andcontributions in specialised areas,
maintenance of independence,
strategic networking, availability for
guidance and advice outside of formal
Board and Board Committee meetings,
and participation in corporate activities.
The performance assessment of
the SSQC includes a review of theimplementation of the SBS Transit’s
sustainability strategy, including
materiality assessment, review
of compliance with policies, andalignment of sustainable development
policies with laws and regulations,as well as review of Management’s
commitment and appropriate allocationof resources to achieving the desired
outcomes of SBS Transit’s sustainability
strategy. Board meetings take place
on a quarterly basis, during which
discussions are held regarding SBS
Transit’s impact on the economy,
environment, and society. This
includes deliberations on due diligenceprocesses. The Chairman of the ARC
and the SSQC provide reports to
the Board, seeking approval before
implementing any policies or initiatives.
Once approved, these initiatives, if
required, will be communicated to
the Regulator and shared with staff
through circulars, app messages, andbriefings. In 2023, SBS Transit did not
identify any critical concerns, and as aresult, no concerns were raised to theBoard during that period. For further
information, please refer to Appendix 1:
GRI Index, GRI2-16.

85

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICES

Ensuring Effective Management of
Sustainability Matters through our
Board Training Programme
To ensure our Directors possess thenecessary expertise and understandingof sustainable development and its
relevance to SBS Transit’s operations, aspart of our Board Training Programme,
all our directors have undergone acomprehensive one-time training onsustainability (Environment, Social andGovernance Essentials). This training
equips them with the knowledge
needed to effectively navigate andincorporate sustainable practices
within our organisation. In 2024, theentire Board will undergo a training
programme titled; Sustainable Urban
Transport Planning and Strategies,

curated by LTA that will cover topics
clean energy strategy and green
initiatives.
In the spirit of continuous
improvement, the Board has decided
that members should notify theManagement of any training modules
or programmes that are suitable
and appropriate for governanceand sustainability of the Company’sbusiness, so that they can be taken
into consideration in the crafting of
the Board Training Programme, and be
made available to Directors.

duties available to Directors on ad-hoc
basis. In 2023, the programme “Climate
Reporting Fundamentals” organised by
SGX, to help listed companies prepare
for climate reporting requirements,
was made available to our Directors,
and our newly appointed Director
and member of Sustainability
Committee, Dr Christina Lim attended
the programme. This demonstrates
our management’s dedication andcommitment to transparency andproviding accurate and comprehensive
reporting of our climate-related
activities.

The company secretariat will maketopical training programmes which are
relevant to Directors’ discharge of theirOUR PERFORMANCEGRI 2-9: Governance Structure and Composition
Board Composition
Percentage of independent non-executive director
Percentage of non-independent non-executive director
Percentage of non-independent executive director
Board Diversity
Women
Men
Directors’ Length of Service
Served > 9 years
Served < 9 years
Management Diversity
Women
Men

(7) 58.3%(3) 25.0%(2) 16.7%(4) 33.3%(8) 66.7%(1) 8.3%(11) 91.7%(6) 10.0%(54) 90.0%

The members of our Board of Directors can be found on our website here:
https://www.sbstransit.com.sg/home/boardofdirectors

86

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESGRI 2-9: Competencies of the Board Relevant to the Impacts of the Oorganisation
EXPERIENCE, EXPERTISE,
OR ATTRIBUTE

Accounting & financeBusiness and management
Industry
Strategic planning
Customer experience
Trade union
Human resource
management
Legal and regulatory

Bob TanCheng
Siak Kian












Lee Sok
Koon









Lim Seh
Chun








Lim Tien
Hock

Tan Kim
Siew





























Yu Ching
Man

Jeffrey
Sim

Christina
Lim





















































IT & Cybersecurity
Corporate governanceDiversity equity andinclusion

Susan
Kong




Engineering

Sustainability

Chua Mui
Hoong



Communications

Risk management

Government

Training and education

Desmond
Choo





















LOOKING FORWARD
As a firm believer of an industry with equal opportunity, we remain committed to promoting diversity and inclusion within ourmanagement team and Board.
REGULATORY & COMPLIANCE,ANTI-CORRUPTION & ANTI-BRIBERYWHY THIS ISSUE IS MATERIALSBS Transit places significant emphasison adhering to laws and regulations,particularly within our industry, which
is subjected to rigorous oversight. We
are dedicated to upholding a culture of
integrity, where any form of fraudulent
or corrupt activities is strictly forbidden
and will not be tolerated.
HOW WE MANAGE THIS
To ensure compliance with regulations,
we have implemented a Code ofBusiness Conduct that outlines
the principles and policies that all
employees and third parties acting on
behalf of the company must adhere to.

The Code includes strict anti-corruption
and anti-bribery measures, with a zerotolerance approach towards fraud andimproper use of monetary favours,
gifts, or entertainment. Employees
are strongly encouraged to avoid any
situations that may give rise to actual,potential, or perceived conflicts ofinterest. If there is a potential conflictof interest, employees are required
to disclose it to their immediate
supervisors and recuse themselves fromthe decision-making process.
Our Current Processes toPrevent Corruption
To ensure all employees uphold
our Code of Business Conduct, anannual refresher training is mandated.
This annual process culminateswith a compliance declaration, andrequirement for employees to promptly
report any investigations or charges
posed against them by the authorities.
To ensure our supply chain partners
maintain the same level of rigour
we set internally, our suppliers are
required to comply with our Supplier
Code of Conduct. If our suppliers
are found to have participated in any
fraudulent activity, corrupt conduct ordemonstrate non-compliance to our
Code of Conduct, we will cease future
engagements with them. Our GroupInternal Audit team conducts regular
audits and provide assurance to theoperational integrity of related Code of
Conduct and anti-corruption.

87

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICES

Whistleblowing Policy
Our Whistleblowing Policy provides
clear and accessible channels for
employees to confidentially reportconcerns or grievances regarding
possible financial improprieties orother improper business conduct.
Detailed instructions on how to raisesuch concerns are outlined in our
Company Handbook. Incidents canalso be reported directly throughthe company’s intranet link to the
Chairperson of the Audit and Risk
Committee and/or the Group Chief
Internal Audit Officer (GCIAO). All
reported cases are promptly andthoroughly investigated and addressed.
All whistleblowing incidents and cases
reported are recorded by the GCIAO
and reported to the Audit and Risk
Committee, which is responsible
for oversight and monitoring ofwhistleblowing.
Conflict of Interest
Our efforts to uphold business integrity
is also underpinned by our Group’s
Conflict of Interest policy. This policy
aims to foster a culture of ethics andintegrity where all representativesof the Group are guided by a set of
guidelines for gifts. These guidelines
set out the Group’s intolerance for
improper use of gifts or entertainment
to gain special advantage in a business
relationship which include solicitationof gifts or entertainment, seeking
favours or preferential terms for
personal benefit from any business
partners. Employees are therefore notpermitted to offer or accept any gifts orentertainment without the authorisationof their supervisions. Business gifts
and entertainment presented on theGroup’s behalf must be consistent
with our highest standards of ethicalbusiness practice and any applicablelaws and regulations and only for theachievement of business goals andobjectives. In any instance, employees
are empowered and encouraged todeclare to Human Resources (HR), any
circumstances, updates, and situations
which may arise to a potential conflictof interest at any time during theiremployment.

88

All new employees hired must make adeclaration of any conflict of interest
to HR upon onboarding. Declarations
made are reported to respective directsuperiors, the CEO of the Business
Unit and Group Chief HR Officer.
Additionally, all staff involved inonboarding suppliers, raising purchaserequisition, tender evaluation, tenderaward are reminded to make suchdeclarations as well. To ensure thecontinual awareness of avoiding
conflicts of interest and maintaining
fair business dealings by our staff, wehave an annual declaration exercise
in which all the relevant employees
must diligently and duly complete a
mandatory annual declaration.
Our procurement team makes anannual declaration on conflicts ofinterest and is required to attend aworkshop on “Procurement Fraud
Prevention and Detection” within theirfirst two years of service.

In 2023, there were 7 whistleblowing
cases reported via our whistleblowing
channel to the ARC, of which, 1 case
was assigned to be investigatedby Group Internal Audit. Upon
investigation, the allegation for this casewas unsubstantiated. The remaining
6 cases were relating to operational
matters that were investigated andresolved by the management.
SBS Transit continues to uphold astringent policy of zero tolerance
towards fraud and corruption. We
expect all employees to adhere tohigh standards of professionalism andintegrity. We remain committed tocompliance with applicable regulatory
requirements related to anti-corruption
and anti-bribery practices. Furthermore,
we seek to continuously enhance
our internal controls and compliancemeasures to prevent future cases ofcorruption and fraud.

OUR PERFORMANCE ANDLOOKING FORWARD
SBS Transit maintained a clean record ofcompliance with laws and regulationsin 2023, with no instances of noncompliance leading to sanctions,fines, or legal actions against theCompany related to anti-competitive
behaviour, violations of anti-trust laws,
or monopoly legislation. For moredetailed information, please refer toAppendix 1: GRI Index, GRI2-27, 206-1,
and Appendix 2: SASB Index, SASB RailTransportation TR-RA-520a.1.
We are proud to have upheld ourrobust anti-bribery and corruption
policies, and in 2023, there has been
zero cases of corruption, incidents
where employees were dismissed or
disciplined for corruption or any legal
action taken against SBS Transit or
our employees by the authorities inconnection with corrupt practices orbribery in the pursuit of SBS Transit’s
interest. In addition, there has also
been zero incidents of contracts withbusiness partners terminated or not
renewed due to violations related tocorruption.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESGRI 205-1: Operations Assessed for Risk Related to Corruption
Total number of operations
Total operations assessed for risks relating to corruption
Percentage of operations assessed for risks relating to corruption

All
All
100 %

GRI 205-2: Communication and Training about Anti-Corruption Policies and Procedures

Total number
Percentage that theorganisation’s anti-corruption
policies and procedures havebeen communicated toPercentage that received training
on anti-corruption

GOVERNANCE
BODY

SENIOR
MANAGEMENTMANAGEMENTPROFESSIONALSNON-EXECUTIVES

12

60

171

718

9,013

100%

100%

100%

100%

100%

92%21

100%

100%

100%

100%

GRI 205-2: Communication and Training about Anti-Corruption Policies and Procedures
Total number of business partners
Total number of business partners that the organisation
anti-corruption policies and procedures have been communicated toTotal percentage of business partners that the organisation
anti-corruption policies and procedures have been communicated to

1,302
1,302
100%

21 As of 31 December 2023, all members of the governance body except Dr Christina Lim have completed anti-corruption training. Dr Lim joined the board in
October 2023 and is scheduled to complete the training before her first-year anniversary.

89

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESRISK MANAGEMENT &TRANSPARENCY
WHY THIS ISSUE IS MATERIAL
Effective risk management is essential
to our business strategy as it provides us
with the capability to identify, analyse,
and proactively address potential
threats to our business and operations.
Within our risk management approach,we consider ESG factors as well asclimate-related risks. By recognisingthese risks early on, we can takeappropriate measures to mitigate andminimise uncertainties and their impact
on SBS Transit. This contributes towards
our goals of delivering safe and reliable
services at an affordable price, being an
employer of choice, creating significant
shareholder’s value, and a socially
responsible corporate role model.
HOW WE MANAGE THIS
Given the importance of risk
management, the SBS Transit RSSC
provides the guidance to all business
units to ensure the implementationof the Risk Management Frameworkacross the organisation. The RSSC,
led by the Group CEO and comprising
members from business and division
heads, provides bi-annual reports onenterprise risks to the ARC and theBoard.

2.

3.

Our risk management process
involves conducting risk screening(as performed in the climate scenario
analysis), risk inventories, prioritisingrisks, identifying both key and emerging
risks, and developing appropriate risk
controls and action plans. The identified
risks, along with their indicators andaction plans, are regularly reviewed andreported by the risk owners.

1.

90

4.
5.

Most Transparent Company Award(Industrials) – SIAS Investor Choice
Awards 2023
Best Annual Report Award (Gold) –The Singapore Corporate Awards

SBS Transit maintained its strong
performance in the 2023 Singapore
Governance and Transparency Index,
which assesses the transparency,
accessibility, timeliness, and qualityof corporate governance practices
and disclosures of listed companies.
With a score of 83 points, SBS Transit
secured the 19th position (top 4%),demonstrating its commitment to good
governance and transparency.
LOOKING FORWARD
Moving forward, we will strive to upholdour dedication to assess, report, andenhance our risk management system.
We will persist in the development andexecution of mitigation and actionplans to safeguard our operations,services, and financial performance.

OUR PERFORMANCEIn recognition of our governance andsustainability disclosures, SBS Transit
achieved the following awards in 2023:
1.
2.

To maintain effective risk management
practices, our Internal and External
Auditors conduct regular reviews. Any
instances of non-compliance andrecommendations for enhancementof internal controls are reported to the
ARC. SBS Transit’s risk management
approach is based on the following
fundamental principles:

Assign clear ownership andaccountability for risk management
processes to the respective riskowners. Managers at all levels mustpossess a deep understanding of
their respective business areas
and assume responsibility for risk
management. Senior management
retains overall stewardship of therisk management function.
Regularly review and update risk
identification, assessment, and risk
management practices every six
months to proactively address risks.

3.

Singapore Corporate SustainabilityAward (Mid Cap) – SIAS Investor
Choice Awards 2023
Singapore Corporate GovernanceAward (Mid Cap) – SIAS Investor
Choice Awards 2023
Shareholder Communications
Excellence Award (Mid Cap) – SIAS
Investor Choice Awards 2023

Foster and promote risk awarenessamong our employees byintegrating risk management
processes into daily business
operations and establishing amanagement-level commitment.
Regular exercises, continuous
education and training, as well as
communications through various
forums on risk management
are carried out to sustain a riskinformed and risk-aware company
culture.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESRESPONSIBLE SUPPLY CHAIN& PARTNERSHIP

fundamental values in SBS Transit’s
business practices.

WHY THIS ISSUE IS MATERIAL
Maintaining alignment between
the standards of our supply chain
partners and our internal standardsof transparency, compliance, social
responsibility, and environmental
sustainability is of utmost importance tous. We proactively oversee our supply
chain by implementing new initiatives
and measures to ensure responsible
partnership management.

In addition, SBS Transit has in placean ESG assessment. This assessment
has been made mandatory for all
suppliers participating in tenders
valued at $500,000 or above. The ESG
assessment evaluates our suppliers
based on their policies, achievements,
and disclosures, and will flag out any
non-compliance with the relevant ESG
standards.

HOW WE MANAGE THISSBS Transit mandates that all suppliers
are to declare their adherence to
our Supplier Code of Conduct. This
code outlines our expectations forcompliance with laws and regulations,fair business practices, ethicalconduct, social responsibility, andenvironmental sustainability. In 2023,
we enhanced the Supplier Code of
Conduct to strengthen the humanand labour rights, business practices,
ethics, and risk management aspects.
By requiring suppliers to comply withthese standards, we ensure that theiroperations are conducted with integrity,transparency, and honesty, which are

Early Payment Programme
To strengthen our supplier relationships
for a sustainable and resilient supply
chain, we partnered with C2FO, a global
leader in working capital solutions, tolaunch our Early Payment Programme
in March 2023.
The programme allows our suppliers
to receive early payment on theirapproved invoices in exchange for a
discount. This convenient platform
can be accessed at any time and gives
suppliers control over when theyreceive their payments. This increases
the supplier’s working capital, improvetheir financial metrics and to manage
their supply chain risk better.

OUR PERFORMANCE ANDLOOKING FORWARD
In 2023, we established relationships
with a total of 1,302 suppliers22, with149 being new suppliers. To ensurealignment with SBS Transit’s standards
and code of conduct 96.8% (1,261)
underwent screening based on
environmental and social criteria. For
more details, please refer to Appendix 1:
GRI Index, GRI 308 and 414.
As part of our commitment to
upholding the Supplier Code of
Conduct, we onboarded all suppliers
through our procurement system. Thisapproach enables us to effectively
communicate our complianceexpectations regarding the relevantlaws, regulations, and policies within
our operating environment. We makecertain to engage only with suppliers
who demonstrate compliance with ourpolicies.

22 Excludes intercompany and public service suppliers

91

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICES

R&D, TECHNOLOGY,
AND INNOVATION
WHY THIS ISSUE IS MATERIAL
Our commitment to deliver
outstanding public transport services
is demonstrated through ourongoing investments in research anddevelopment (R&D), technology, andinnovation. By constantly striving
to exceed the expectations of ourcustomers, we aim to establish public
transport as the preferred mode of
travel for all. This approach enables
us to enhance the efficiency andsustainability of our operations, while
also maintaining our competitive
advantage.
HOW WE MANAGE THIS
To enhance productivity and streamline
our existing systems, we haveundertaken a digitalisation initiative totransition from manual processes. The
Bus Future Systems and Technology
team along with the Rail Technologies
workgroup regularly convene meetings
to discuss the performance of systems
and solutions that are being tested or
implemented. In addition, we ensurethat our stakeholders are regularly
updated on the progress of these
initiatives.
In 2023, we signed 11 MoUs tocollaborate on developing capabilities
that will benefit not only our company
but also our customers and the wider
industry.

92

We continued to collaborate with
the National University of Singapore(NUS) on innovative solutions for the
public transport industry, focusing ontechnological advancements for SBS
Transit’s operations. Some ongoingprojects include data-driven inventory
optimization and emission accounting
for our bus depot. NUS mentors
support the progress of these projects
and provide training opportunities forour staff, with a goal to enhance safety,
reliability, efficiency, and passenger
experience through data analytics,
robotics, and 5G applications.

To further advance our researchand development, technology, andinnovation efforts, we present SBS
Transit’s technology roadmap to theBoard annually. This roadmap outlines
the key technological investments weplan to make over the next five years,
with the aim of improving efficiency
and performance. Along with thelaunch of MINNOVA, planned forsecond half of 2024, we are committed
to leverage on technologies and findnovel ways to tackle problems within
Singapore’s mobility ecosystem.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESOUR INITIATIVES
Keeping abreast with the latest technology and innovations, we work closely with industry partners and technology vendors in thefollowing areas:

Digitalisation
In our pursuit of operational efficiency and processoptimization, SBS Transit has undertaken various efforts
to enhance our operations. In 2023, we implemented
several noteworthy initiatives and measures, including:
1.

2.
3.

4.

Enhancing our multi-function track trolley, theworld’s first integrated motorised set-up, to improveupon our inspection and measurement capabilities,
with measurements digitally formatted.
For enhanced safety, our buses now feature
handbrake audio alerts that warn Bus Captains when
exiting with the parking brake disengaged.
Implementing the Track Access Management System(TAMS), our in-house solution developed to digitalise
track access management and improve overall
efficiency and workplace safety. In 2023, TAMS was
fully implemented for DTL while installation at NEL
will be completed by Q2 2024.
Trial of Artie, our service ambassador robot, atseveral bus interchanges to advise and assist
passengers with journey planning.

Condition Monitoring and Data Analytics
In 2023, we took steps to bolster our condition
monitoring application and enhance our data analytics
capabilities. These have elevated our operational
systems’ performance and improve the overall quality
and reliability of our services. Some of the noteworthy
initiatives and measures we implemented during thisperiod include:
1.

2.
3.

4.
5.

6.

7.

Installation of Point Machine Condition Monitoring
System operational at 2 NEL stations withcompletion at all other NEL stations by December
2024.
Equipping our six new NEL trains with real-time
condition monitoring systems to monitor the healthand performance of various train equipment.
Introduction of a bus condition monitoring system
in a pilot project across 1,000 buses. This system
can anticipate and avert bus breakdowns, minimisinginconvenience to our passengers.
Formation of the SBS Transit Power BI CoP(Community of Practice) to encourage learning andcross-sharing of experience.
Developing an intelligent dashboard that monitors
facilities, alerting our station staff of excessive
equipment downtime as well as highlighting any
unusual activities beyond its usual operating hours.
This empowers them to swiftly address potential
issues, ensuring smooth operations and preventing
unnecessary energy consumption.
Deploying a suite of dashboards to facilitate postanalysis of train and/or track incidents and assist in
pre-operations planning by assessing the operational
readiness of the entire train fleet. This optimises train
deployment and operational efficiency.
Applying analytics to track maintenance KPIs toensure that maintenance targets are met and tobring any increase in overdue or delayed works to
the management’s attention for further investigation.

Artie, our service ambassador robot at Boon Lay Bus Interchange

93ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESLOOKING FORWARD
We are committed to continued exploration of technologies that enhance resource optimization and drive operational efficiency
and performance. In doing so, we aim to maintain our efficiency, effectiveness, cost competitiveness, and drive value for our
stakeholders.

Augmented and Virtual Reality
We have embarked on exploring augmented and virtual reality
technologies to discover new possibilities for advancing ourmanagement and maintenance practices. Through these
initiatives, we aim to harness the potential of augmented andvirtual reality to improve our operations. Some of the specificinitiatives we have undertaken in this area include:
1.

2.

3.

A pilot program for a 360° virtual navigation map(NaviAID) is underway at Sengkang Integrated Transport
Hub. Leveraging augmented reality, NaviAID is designed
to enhance customers navigation within the hub. The
trial commenced in September 2023 and is expected toconclude in August 2024.
Launch of the Virtual Reality Railway Safety Trainer
to coach learners to navigate realistic undergroundrailway tunnel environments and practice crucial safety
procedures, in an immersive and interactive environment.
Developing a Mixed Reality (MR) train driving simulator toprovide an immersive and interactive experience for train
drivers to hone their psychomotor skills for train driving.
The MR simulator can be deployed at the train stations tofacilitate the convenience of integrating refresher training
into the work cycle of our operational staff, alleviating
operational constraints. Approximately 470 staff will
benefit from this annually, once launched in Q3 2025.

Artificial Intelligence (AI)SBS Transit has also embraced the combination of AI and video analytics to improve the quality and reliability of ourservice offerings. This includes:
1.

2.

94

Project VAnGuard, a Track Intrusion Detection System that employs video analytic technologies to analyse
surveillance footage and detect any intrusions on the tracks. This enables our staff to take immediate action tostop the train, investigate, and implement necessary measures. VAnGuard is set to be installed at 28 LRT stations
on the SPLRT network, with expected completion in 2024.
In addition to deploying AVATAR, an autonomous AI-enabled robotic dog to assist with train inspections, we will
explore expanding its sensor capabilities for predictive maintenance capabilities. This will enable us to tackle
component failures proactively before they manifest into issues impacting train operations, or causing delays.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESCYBERSECURITY, DATAGOVERNANCE & PRIVACYWHY THIS ISSUE IS MATERIALSBS Transit strives to remain updated on
the ever-changing cyber landscape. For
instance, embracing digitalization for
remote and flexible work arrangements
has proven advantageous for both theorganisation and its employees, leading
to improved cost efficiency, timesavings, and productivity. However,as the pace of digital transformation
advances, it becomes increasingly
vital to strengthen and enhance our
defences against the ever-growing
cyber threats, attacks, and online
scams. It is imperative that we reinforce
our security systems to safeguard ourassets and customer data.
HOW WE MANAGE THIS
Every year, our Cybersecurity Steering
Committee conducts a comprehensive
assessment of our cybersecurity
policies, measures, and standards toensure their resilience and applicability
in the rapidly evolving technologicallandscape. The Committee also ensuresthat our cybersecurity policies andmeasures promote strict adherence tothe requirements of the Cybersecurity
Act 2018. The Cybersecurity team is
responsible for organizing quarterly
meetings to provide updates to
SBS Transit’s Senior Management,
which includes the Bus & Support
Cybersecurity Working Committee, Rail
Cybersecurity Working Committee, andCybersecurity Steering Committee.

intranet systems, all business application
systems, the SBS Transit website, andother internet-related systems. On theother hand, our OT systems encompass
the systems responsible for monitoring
events, processes, and devices thatfacilitate adjustments in our industrial
operations, including our rail and bus
transport systems.
To ensure the security of these systems,
we have implemented Monitoringand Detection tools, including a
Security Operation Centre (SOC),
which continuously monitors criticaland internet-facing systems, network
protection devices, and our email
messaging gateway. Additionally, we
have put in place preventive measures
such as network access controls and
Malware Protection protocols at end
points and servers that aim to protect
the use of online services. We also
conduct regular reviews of our internet
accounts to ensure the effectiveness of
our controls.
We actively engage with stakeholders,
including our suppliers, to ensure
strict adherence to our high standardsof data security. For our existing
contracted suppliers, we have included
the Personal Data Protection Deed as
an addendum to their main contract
and require their commitment to ourcompany’s Personal Data Protection Act(PDPA) Policy. Moreover, we enforce
third-party cybersecurity training as aprerequisite for suppliers responsible formaintaining our IT and OT systems.

In our future contracts with suppliers,
we plan to integrate the PDPA clausedirectly into the main contract tomitigate associated risks. Similarly,
when engaging with ad hoc suppliers,
we assess their competence in adhering
to and upholding PDPA standards
through a comprehensive questionnaire
to evaluate their capabilities, prior toestablishing any engagement.
OUR INITIATIVES
Compliance with Cybersecurity Act
As a Critical Information Infrastructure
Organisation under the Cybersecurity
Act (2018), SBS Transit prioritises data
security and regulatory compliance.
To achieve this, we follow a robust
IT governance framework alignedwith the Cybersecurity Act and LTA’s
recommendations. This frameworkencompasses people, processes, andtechnology to manage both operational
and information technology systems.
Furthermore, we employ automatedtools and regular practices liketraining, assessments, and audits
to mitigate cybersecurity risks andminimise potential impacts like data
breaches and reputational damage.
Our commitment to data security isevident in our consistent compliancerecord and with no major breaches
to date. This accomplishment reflects
our responsible handling of data,stakeholder trust, and continuous efforts
to strengthen our cybersecurity posture.

Our two appointed Data Protection
Officers oversee the Bus and RailBusiness and Corporate Support
Departments respectively. They aresupported by a structural Personal
Data Protection (PDP) Committee who
designs the respective data protection
policies, processes and directives.
The PDP Committee also spreads theawareness of personal data protection
measures and data breach procedures
through regular informative bulletins,
briefings, and specialised staff trainings.
Our cybersecurity standards andguidelines are applicable to both
our information technology (IT) andoperational technology (OT) systems.
Our IT systems consist of officeautomation networks, information
processing systems, email systems,

95

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESStrong Cybersecurity
Governance Framework
Since 2021, SBS Transit established thecybersecurity governance frameworkthat has helped us effectively manage
security risks and protect our assets
from various threats, including cyberattacks, physical security breaches,and other risks. People, Process, andTechnology are the three essential
components of a security management
framework.

•••

People - The human element of
security management, including
employees, contractors, and otherstakeholders
Process - Involves the procedures,
policies, and practices that guidesecurity management
Technology - The tools andsystems used to implement andsupport security management

Our cybersecurity governanceframework controls both IT and OT
systems to protect our information
assets and data to prevent security
breaches. To ensure confidentiality,

integrity, and ongoing availabilityof information and infrastructure,
we comply to the highest security
standards stipulated by local
legislation, regulations and industry i.e.,
Cybersecurity Act, Cybersecurity Codeof Practice for Critical Information
Infrastructure, Land Transport Code ofPractice 8 and Personal Data Protection
Act. Our cybersecurity governanceframework comprises the following
areas – Security Governance andManagement, Security Resilience,
Security in Design, Security in
Operation, and Security Assurance.

CYBERSECURITY GOVERNANCE FRAMEWORKSecurity
Governanceand Management
Governance andOrganisation
Security Policies
and Standards
Stakeholder
Management
Security Advisory
and Consultancy

Security
Resilience

Securityin Design

Security
in Operation

Security
Assurance

ComplianceRisk-centric
Approach

Response andRecovery

Verification andValidation

Identification andProtection

Defence-in-depth
and Zero Trust

Trainingand Advisory

Audit andCompliance

Detection andMonitoring

Security
Documentations

OT and IT
Security

Security
Coordination

Robust Cybersecurity Defence Plan
Our Cybersecurity Defence Plan
adopts the international National
Institute of Standards and Technology
Cybersecurity framework andaligns with the LTA’s Cyber Defence
Framework.

96

Our Cybersecurity Defence Planfollows a methodology that involves
five essential steps, encompassing
various aspects such as cybersecurity
policies, standards, and procedures,risk management, patch management,change management, incident

management, and business continuity
management. This comprehensive
methodology ensures that all
critical areas of cybersecurity are
addressed and safeguarded within ourorganisation.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICES

Cybersecurity Awareness Training
From comprehensive training torigorous audits, SBS Transit prioritises
a holistic approach to cybersecurity
awareness and risk mitigation. All
employees and contractors withaccess privileges receive mandatory“Cybersecurity Awareness forEveryone” (CAFÉ) training, alignedwith the CSA Cybersecurity Code ofPractice. Additionally, annual phishing
simulations hone their ability to identify
and react to cyber threats effectively.
Beyond training, we actively engage
independent cybersecurity experts to
conduct regular audits of our IT andOT systems ensuring our policies andpractices remain relevant and effective.
This multi-pronged strategy empowers
our workforce and strengthens ourdefences against evolving cyber risks.

We have created a strong cultureof cybersecurity awareness byimplementing the following initiatives,using the TRACK framework principles
as our guide. SBS Transit Cybersecurity
won the LTA PTSSA Star award for
promoting cybersecurity awareness in
Q3 2023 and we will continue harness
this expertise to ensure similar success.

Cybersecurity Advisory
Weekly bilingual advisories are
distributed via email and readily
accessible on the dedicated intranet
cybersecurity portal. These advisories
provide clear warnings about current
risks, including specific examples
like viruses, emerging vulnerabilities,
social engineering tactics, andmost importantly, recommended
countermeasures to stay protected.

Aligning with the LTA Public Transport
Safety and Security Awards (PTSSA)Star Award
Our cybersecurity culture andawareness philosophy is based on fiveareas using our “TRACK” framework,
which is aligned with the LTA PTSSA
award requirement:
•
•
•
•
•

Teamwork – Collaboration withstakeholders.
Resilience – Ability to adapt despite
challenges faced.
Agility – Ability to respondpromptly to minimise safety andsecurity risks and reduce accidents.
Commitment – Proactiveness andself-initiative in taking ownership ofsafety and security.
Knowledge – Ensure relevant
security knowledge to work safely
and respond effectively to security
threats.

97

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICES

Quarterly Cybersecurity Briefing
Employees are briefed on cybersecurity
topics on user responsibility andawareness including but not limited to
the following: cybersecurity hygiene,
user ID and password requirements,and end-points security (e.g. virus
protection, phishing, ransomware,incident reporting, information
classification, information security
monitoring processes in use andcontacts for additional information).
Annual Security Conference Day
Every October, we organise an Annual
Security Conference Day to shareinsights on emerging risks and threatsin the cybersecurity landscape as wellas ways of overcoming these risks
and establishing information security.
External parties are invited to speak at
this conference.
Annual Computer Emergency
Response Team (CERT) Blue Team
Training
Team members are assigned andbriefed on their roles and responsibilities
during the cyber-range exercises. The
objective of the blue team training
is to ascertain the effectivenessof our Cybersecurity IncidentManagement Procedures according
to the cybersecurity standards set out
in the CSA Cyber Security Code ofPractice and LTA Code of Practice for
Cyber Security Incident Management
Procedures in MRT systems. The
Competency Training covers at least
one of the following scenarios withreference to SBS Transit Cybersecurity
Incident Response Plan: Ransomware
attack, Denial of Service or Distributed
Denial of Service attack, network failure
and website defacement.
Cybersecurity Table Top Exercise
The cyber team carries out four table
top exercises annually for critical
IT and OT systems to validate our
Cybersecurity Incident Management
Plan capabilities and operational
processes to respond and recoverfrom a major unforeseen disruption
and ensuring business continuity in
our operations. Our cybersecurity
scenarios are rotated annually tosimulate different types of cyber-attack
such as ransomware attack, website
defacement and distributed denial-ofservice attack and major network failure
in our environment.

98

Data Protection Trustmark (DPTM)
Certification
To enhance our capabilities in
responsibly managing and protecting
the personal data of our customers
business partners, vendors, suppliers,
and contractors SBS Transit pursued the
DPTM. This ensures our adherence topersonal data protection standards andbest practices.
The certification administered by
the Infocomm Media Development
Authority (IMDA) based on Singapore’s
PDPA and international best practices
is an accountability tool utilised todemonstrate our commitment in
adopting responsible data protection
practices and effecting goodmanagement of personal data. It
also underlines our compliance withthe 10 PDPA obligations including
Notifications, Consent, Purpose
Limitation, Accuracy Protection,
Retention Limitation, Transfer
Limitation, Access/Correction, Data
Breach Notification and Data Portability.
Obtaining the DPTM certification also
mitigates the risk of enforcement actionin the event of a data breach and allows
us to demonstrate accountable dataprotection practices. SBS Transit Ltd
was awarded with DPTM certificate
issued by IMDA on 13th October 2023.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESOUR PERFORMANCE ANDLOOKING FORWARD
We conduct regular audits on our
IT and OT systems to track theeffectiveness of our actions andinitiatives. In the year 2023, there wereno major incidents of breaches and no
substantiated complaints concerning
breaches of customer privacy andlosses of customer data. For moredetailed information, please refer toAppendix 1: GRI Index, GRI418-1.
Our policies undergo a continuous
review process to incorporate newrequirements and measures aimed
at enhancing the protection of our
information and assets.
Moving forward our targets forcybersecurity and data protection
include:1.

2.

Reduce the number of nonconformities identified throughaudits to 10% for IT and OT
systems.
Zero breaches to the Cybersecurity
Act

ASSET PROTECTION
AND SAFETY
WHY THIS ISSUE IS MATERIAL
As a national public transport service
provider, SBS Transit operates andutilises assets and infrastructure thatare owned by the LTA. Recognising theimportance of these assets in fulfilling
our business objectives, it is ourduty to implement controls and takeappropriate measures to ensure theprotection and security of the assets
used in our day-to-day operations
HOW WE MANAGE THISSBS Transit has developed an AssetManagement System Manual andAsset Management Policy Statement inaccordance with the ISO55001:2014
Asset Management standards. These
documents provide guidance forour measures and actions. The
manual undergoes an annual review
and assessment to ensure ongoingcompliance with updated requirements.

In addition, we have an established
Asset Management and Safety and
Health Policy that serves as a guideand reminder for employees regarding
expectations and procedures for
safeguarding our assets. To ensure
adherence to these policies, we
conduct internal and external audits
involving all stakeholders on an annual
basis.

Similarly, SBS Transit’s Bus AssetManagement Policy includes details on
the following key principles:1.

2.
LTA conducts monthly and quarterly
maintenance audits on bus assets,
infrastructure, the bus ticketing system,and the common fleet management
system. We also perform internalmonthly audits on Workplace Safety& Health, the Bus Ticketing System,and the Common Fleet Management
System to ensure that our assets aremaintained in accordance with therequired standards.
SBS Transit’s Rail Asset Management
Policy includes details on the following
key principles:
1.

2.

3.
4.
5.

Operate and maintain assets inaccordance with relevant Safety,
Quality and Asset Management
Standards
Manage assets in a sustainable
and whole life-cycle management
approach including minimisingsocietal and environmental
impacts.
Leverage data to enhance asset
performance
Actively identify, assess, andmanage risks
Develop, sustain, and improve asset
management capabilities in ourstaff

The Engineering team of technicalexpert, oversees specific plans crucial
to achieving those goals. They review
and approve detailed proposals
outlining maintenance, improvements,
and renewals for the railway assets.
These plans consider both LTAapproved innovations and specifictargets, ensuring efficient managementof the network and achievement ofdesired outcomes.

3.

4.

5.

Manage assets in a sustainable
manner without compromising
the interests of asset owners,
environment or the health, safety
and security of our employees,
customers and the public.
Comply with all relevant legislative,
statutory and contractual
requirements in managing ourassets.
Evaluate asset management
expenditures from a whole of life
perspective, with due consideration
for safety, reliability and long-term
performance of these assets.
Support our asset management
activities with reliable, relevant
and timely information to enable
informed decisions.
Manage asset-related risks inaccordance with our Enterprise
Risk Management (ERM)
framework.

SBS Transit’s operations is dedicatedto monitoring our performance, andto seek continuous improvement of
our asset management capabilities.
To ensure the preparedness andreadiness of ground staff in handlingintrusions, we regularly conduct
internal audits, Red Teaming exercises,
and inspections. Throughout these
activities, we maintain strict compliancewith the LTA’s regulatory Codes ofPractice as mandated by licensing
conditions. The Red Teaming exercises
are conducted covertly and simulate
real-world conditions by attempting
to compromise organisational
business processes from an adversarial
standpoint. These exercises provide
a comprehensive evaluation of theorganisation’s security capabilities
and test the effectiveness of existing
protective measures.

99

ENSURING ETHICAL BUSINESS AND
STRONG GOVERNANCE PRACTICESOUR INITIATIVES
Closed-circuit Television (CCTV)
and Video Analytics
To maintain the protection and securityof our assets and operations, we utilise
advanced technology to enhance thesafety and security of our facilities. This
includes CCTV with video analytics
that monitors our premises outside
operational hours and a License Plate
Recognition System that regulates
vehicle access to our bus depots. Thesesystems effectively identify and address
potential threats and unauthorised
access.

100

We are committed to promoting theThreat-Oriented Person Screening
Integrated System (TOPSIS) program,which aims to enhance situationalawareness and the identificationof potential threats. In 2023, wehave made significant improvementin accessibility and inclusivity byintegrating the program into oure-learning portal and developing a
Chinese version. We also establishedinternal awards to recognise individuals
who uphold TOPSIS principles andexpanded training to the Wider NonSecurity Community. These efforts
were recognised by the Land Transport
Authority with a “Star Award” for ourcommitment to public transport safety.

LOOKING FORWARD
Moving forward, we aim to achieve a
100% completion rate for TOPSIS Level
1 training in 2024. This ensures all staff
have the essential skills and knowledge
to effectively safeguard our assets. We
will also continue to foster a securityconscious environment among our
tenants and contractors, highlighting
their critical role as additional observers
when on our premises.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

APPENDICES

101

APPENDIX 1:
GRI INDEXGRI Standard

Disclosure

Page numberor reference

GENERAL DISCLOSURESThe organisation and its reporting practices
GRI 2: Generaldisclosures

2-1
2-2

Organisational details
Entities included in the organisation’s sustainability reporting

1, 2
1

2-3

Reporting period, frequency and contact point

1

2-4

Restatements of information

1

2-5

External assurance

1

Activities and workers
2-6

Activities, value chain and other business relationships

2

2-7

Employees

2-8Workers who are not employees

69, 72, 73
There were no significant
fluctuations in the numberof employees observed in
2023.
Workers who are not
employees: 4,242

Governance
2-9

Governance structure and composition

22, 84, 85, 86, 87

2-10

Nomination and selection of the highest governance body

85

2-11

Chair of the highest governance body

22, 85

2-12

22

2-13

Role of the highest governance body in overseeing themanagement of impact
Delegation of responsibility for managing impact

2-14

Role of the highest governance body in sustainability reporting

22

2-15

Conflicts of interest

2-16

Communication of critical concerns

85, 88More information on themembers of our Board of
Directors can be found on
our website here: https://www.sbstransit.com.sg/
home/boardofdirectors
85, 88

2-17

Collective knowledge of the highest governance body

22, 86, 87

2-18

Evaluation of the performance of the highest governance body

85

2-19

Remuneration policies

71, 842-20

Process to determine remuneration

71

2-21

Annual total compensation ratio

73

22Strategy, policies, and practices
2-22Statement on sustainable development strategy

5, 6, 7, 15

2-23

Policy commitments

16, 20, 69, 71, 88, 114

2-24

Embedding policy commitments

20, 75, 88, 114

2-25

Processes to remediate negative impact

88

2-26

Mechanisms for seeking advice and raising concerns

88

2-27

Compliance with laws and regulations

88

2-28

Membership associations

13

Stakeholder engagement

102

2-29

Approach to stakeholder engagement20, 21

2-30

Collective bargaining agreements

71

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

APPENDIX 1:
GRI INDEXGRI Standard

Disclosure

Page numberor reference

DISCLOSURES ON MATERIAL TOPICSGRI 3: Material
Topics 2021

3-1

Process to determine material topics

16

3-2

List of material topics

16

3-3

Management of material topics

See respective material
topicsMATERIAL TOPICS

Emissions & Energy
GRI 3: Material
topics 2021
GRI 302: Energy(2016)

3-3

Management of material topics

26

302-1

Energy consumption within the organisation

32

302-2

Energy consumption outside of the organisation

302-3

Energy intensity

Not applicable to SBS
Transit – no energy
consumption outside of
the organisation
32

302-4

Reduction of energy consumption

26, 32

302-5

Reductions in requirements of products and services
Direct (Scope 1) GHG emissions

Not applicable to SBS
Transit31, 33

GRI 305: Emissions 305-1(2016)
305-2

Energy indirect (Scope 2) GHG emissions

31, 33305-3Other indirect (Scope 3) GHG emissions

31, 33

305-4
305-5

GHG emissions intensity
Reduction of GHG emissions

31, 3331, 33We have established2022 as our baseline year
for GHG calculations inorder to capture a closer
representation of the
global economy after
the Covid-19 pandemic
recovery.

Resource Efficiency
GRI 3: Material
3-3
topics 2021
GRI 303: Water and 303-1
Effluents(2018)
303-3
GRI 306: Waste(2020)

Management of material topics

40

Interactions with water as a shared resource

40

Water withdrawal

41

303-5

Water consumption

41

306-1

Waste generation and significant waste-related impacts

41

306-2

Management of significant waste-related impacts

41, 42, 43

306-3

Waste generated

44

306-4

Waste diverted from disposal

44

306-5

Waste directed to disposal

44

103

APPENDIX 1:
GRI INDEXGRI Standard

Disclosure

Page numberor reference

MATERIAL TOPICS

Safety and health
GRI 3: Material
Topics 2021
GRI 403:
Occupational
health and safety
2018

3-3

Management of material topics

52, 55

403-1
403-2
403-3
403-4

Occupational health and safety management system
Hazard identification, risk assessment, and incident investigation
Occupational health services
Worker participation, consultation and communication on
occupational health and safety
Worker training on occupational health and safety
Promotion of worker healthPrevention and mitigation of occupational health and safety
impacts directly linked by business relationships
Workers covered by an occupational health and safety
management system

55
55, 5655, 5655, 56

403-5
403-6
403-7
403-8

403-9 Work-related injuries
403-10 Work-related ill health
GRI 416: Customer 416-1
Assessment of the health and safety impacts of product andhealth and safety
service categories(2016)
416-2 Incidents of non-compliance concerning the health and safety
impacts of products and services
Employee care
GRI 3: Material
3-3Topics 2021
GRI 401:
401-1
Employment (2016) 401-2

GRI 402: Labour
management
relations (2016)
GRI 404: Training
and education(2016)

401-3
402-1

404-1
404-2
404-3

GRI 405:
Diversity & equal
opportunity (2016)

104

405-1
405-2

55
67, 6855, 5656
Number of employees
covered under healthand safety management
system, internally audited
system and externallyaudited system: 10,256
Number of workers
who are not employees
covered under healthand safety management
system, internally audited
system and externallyaudited system: 4,242
59, 6061
5255Management of material topics

67, 69, 74, 76

New employee hires and employee turnover
Benefits provided to full-time employees that are not provided totemporary or part-time employees
Parental leave
Minimum notice periods regarding operational changes

72
67

Average hours of training per year per employee
Programmes for upgrading employee skills and transition
assistance programmes
Percentage of employees receiving regular performance andcareer development reviews

Diversity of governance bodies and employees
Ratio of basic salary and remuneration of women to men

73
Not reported in 2023

76
74, 7575
All employees (100%)
participate in annual
performance evaluations.
72
73

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

APPENDIX 1:
GRI INDEXGRI Standard

Disclosure

Page numberor reference

MATERIAL TOPICSGRI 406: Nondiscrimination
2016
GRI 407: Freedomof associationand collective
bargaining (2016)
GRI 408: Childlabour (2016)406-1

Incidents of discrimination and corrective actions taken

71

407-1

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

71

408-1

Operations and suppliers at significant risk for incidents of childlabor

GRI 409: Forced or 409-1
compulsory labour(2016)GRI 413: Local
communities(2016)

413-1
413-2

Not included given
the context of having
operations only in
Singapore. SBS Transit
has abided with all labourlaws and regulations in
Singapore and no cases of
non-compliance.
Operations and suppliers at significant risk for incidents of forced Not included given
or compulsory labor
the context of having
operations only in
Singapore. SBS Transit
has abided with all labourlaws and regulations in
Singapore and no cases of
non-compliance.
Operations with local community engagement, impact
76, 77, 78, 79
assessments, and development programmes
Operations with significant actual and potential negative impacts Zero operations withon local communities
significant actual andpotential negative impacts
on local communities

105

APPENDIX 1:
GRI INDEXGRI Standard

Disclosure

Page numberor reference

MATERIAL TOPICS

Business integrity and stewardship
GRI 3: Material
Topics 2021
GRI 205: Anticorruption (2016)

GRI 206: Anticompetitive
behavior (2016)

3-3

Management of material topics

84

205-1
205-2

Operations assessed for risks related to corruption
Communication and training about anti-corruption policies andprocedures
Confirmed incidents of corruption and actions taken
Legal actions for anti-competitive behavior, anti-trust, andmonopoly practices

89
89

205-3
206-1

88
88

Cybersecurity and data privacy
GRI 3: Material
3-3Topics 2021
GRI 418: Customer 418-1
privacy (2016)

Management of material topics

95

Substantiated complaints concerning breaches of customer
privacy and losses of customer data

99
Zero substantiatedcomplaints concerning
breaches of customer
privacy and losses ofcustomer data.
Zero complaints received
from outside parties
and substantiated by
the organisation andregulatory bodies
Zero number of identified
leaks, thefts, or losses ofcustomer data

Responsible supply chain and partnership
GRI 3: Material
Topics 2021
GRI 308: Supplierenvironmental
assessment
GRI 414: Suppliersocial assessment

106

3-3

Management of material topics

91

308-1
308-2

New suppliers that were screened using environmental criteria
Negative environmental impacts in the supply chain and actions
taken
New suppliers that were screened using social criteria
Negative social impacts in the supply chain and actions taken

91
91

414-1
414-2

91
91
Zero suppliers identified
to have significant actual/potential negative social
impact.
Zero significant actual/potential negative social
impacts identified in the
supply chain.

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

APPENDIX 2:
SASB INDEXROAD TRANSPORTATION - SUSTAINABILITY ACCOUNTING STANDARD
Topic

Accounting Metric

SASB Code

Page Reference

Greenhouse gas
emissions

Gross global Scope 1 emissions
Discussion of long-term and short-term
strategy or plan to manage Scope 1
emissions, emissions reduction targets,and an analysis of performance against
those targets(1) Total fuel consumed(2) Percentage natural gas(3) Percentage renewable
Air emissions of the following pollutants:(1) NOx (excluding N2O), (2) SOx, and(3) particulate matter (PM10)(1) Total recordable incident rate
(TRIR) and (2) fatality rate for (a) direct
employees and (b) contract employees(1) Voluntary and (2) involuntary turnoverrate for all employees
Description of approach to managing
short term and long-term driver healthrisks
Number of road accidents and incidents
Safety Measurement System BASIC
percentiles for: (1) Unsafe Driving, (2)Hours-of-Service Compliance, (3) Driver
Fitness, (4) Controlled Substances/
Alcohol, (5) Vehicle Maintenance, and (6)Hazardous Materials Compliance(1) Number and (2) aggregate volume ofspills and releases to the environment
Revenue ton miles (RTM)

TR-RO110a.1
TR-RO110a.2

33
26, 31

TR-RO110a.3

32

TR-RO-120a.1

NA

TR-RO320a.1

60

TR-RO320a.2

72

TR-RO320a.3

67, 68

TR-RO540a.1
TR-RO540a.2

55
BASIC system is specific to the US
and is not applicable to SBS Transit.
However, SBS Transit has establishedother Safety Management Systems
as detailed in the Safety and Healthsection of the report
2 occurrences, 0.02 m3

Load factor

TR-RO-000.B

Number of employees, number of truck
drivers

TR-RO-000.C

Air quality

Driving working
conditions

Accident & safety
management

Activity metric

TR-RO540a.3
TR-RO-000.A

NA – SBS Transit does not transport
goods and hence this metric is not
relevant to our line of business
NA – SBS Transit does not transport
goods and hence this metric is not
relevant to our line of business
72

107

APPENDIX 2:
SASB INDEXRAIL TRANSPORTATION - SUSTAINABILITY ACCOUNTING STANDARD
Topic

Accounting Metric

SASB Code

Page Reference

Greenhouse gas
emissions

Gross global Scope 1 emissions
Discussion of long-term and short-term
strategy or plan to manage Scope 1
emissions, emissions reduction targets,and an analysis of performance against
those targets(1) Total fuel consumed(2) Percentage natural gas(3) Percentage renewable
Air emissions of the following pollutants:(1) NOx (excluding N2O), (2) SOx, and (3)particulate matter (PM10)(1) Total recordable incident rate
(TRIR), (2) fatality rate, and (3) near missfrequency rate (NMFR)
Total amount of monetary losses as aresult of legal proceedings associatedwith anticompetitive behavior regulations

TR-RA110a.1
TR-RA110a.2

33
26, 31

TR-RA110a.3

32

TR-RA-120a.1

NA

TR-RA-320a.1

60

TR-RA-520a.1

Number of accidents and incidents
Number of (1) accident releases and (2)non-accident releases (NARs)
Number of Federal Railroad
Administration (FRA) Recommended
Violation Defects

TR-RA-540a.1
TR-RA-540a.2

Zero legal and regulatory fines andsettlements
associated with anticompetitive
practices
Zero accidents and incidents in 2023
Zero accidents & non-accident
releasesFrequency of internal railway integrity
inspections
Number of carloads transported

TR-RA-540a.4
TR-RA-000.A

Number of intermodal units transported

TR-RA-000.B

Air quality

Employee health& safety
Competitive
behaviour

Activity & safety
management

Activity Metric

108

TR-RA-540a.3

The FRA Recommended Violation
Defects is specific to the US and is notapplicable to SBS TRANSIT. However,
we have reported our accident andsafety management metrics andsystems as detailed in our Safety and
Health section of the report
0.71
NA – SBS TRANSIT does not transport
goods and hence this metric is not
relevant to our line of business
NA – SBS TRANSIT does not transport
goods and hence this metric is not
relevant to our line of business

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

APPENDIX 3:
ALIGNMENT WITH THE UN SDG TARGETS

PillarKey Focus Areas

Material Topics

SDG Targets

Drivingenvironmental
stewardshipto enhancesustainability in
Singapore

Emissions & energy

Emissions & energy

SDG Target 7.1 - By 2030, ensure universal access toaffordable, reliable and modern energy services

Sustainability
transition

Sustainability transition
SDG Target 12.8 - By 2030, ensure that people
everywhere have the relevant information and awarenessfor sustainable development and lifestyles in harmony
with nature
SDG Target 13.1 - Strengthen resilience and adaptive
capacity to climate-related hazards andnatural disasters in all countries
SDG Target 13.3 - Improve education, awareness raisingand human and institutional capacity on climate change
mitigation, adaptation, impact
reduction and early warning

Resource efficiency Water
Waste management
and circularity

SDG Target 12.5 - By 2030, substantially reduce waste
generation through prevention, reduction, recycling and
reuse

109

APPENDIX 3:
ALIGNMENT WITH THE UN SDG TARGETS

PillarKey Focus Areas

Material Topics

SDG Targets

Reinforcing
our social
responsibility to
our customers,
employees andcommunities

Safety & health

Customer safety &healthSDG Target 3.6 - By 2030, halve the number of global
deaths and injuries from road traffic accidents

Employee andcontractor safety &healthCustomerexperience

Quality of service
Customer care andrelationship
Customerinclusiveness andaccessibility

Employee care

Employee training,
upskilling anddevelopment
Well-being andwork-life balance
Diversity, equal
opportunity, humanrights and fair labour

SDG Target 11.2 - By 2030, provide access to safe,
affordable, accessible and sustainable transport systems
for all, improving road safety, notably by expanding
public transport, with special attention to the needs ofthose in vulnerable situations, women, children, persons
with disabilities and older persons
SDG Target 4.4 - By 2030, substantially increase thenumber of youth and adults who have relevant skills,
including technical and vocational skills, for employment,
decent jobs and entrepreneurship
SDG Target 5.5 – Ensure women’s full and effective
participation and equal opportunities for leadership at
all levels of decision-making in political, economic andpublic life
SDG Target 8.5 - By 2030, achieve full and productive
employment and decent work for all women and men,
including for young people and persons with disabilities,
and equal pay for work of equal value
SDG Target 8.7 – Take immediate and effective measuresto eradicate forced labour, end modern slavery andhuman trafficking and secure the prohibition andelimination of the worst forms of child labour, including
recruitment and use of child soldiers, and by 2025 end
child labour in all its forms.
SDG Target 8.8 - Protect labour rights and promote
safe and secure working environments for all workers,
including migrant workers, in particular women migrants,
and those in precarious employment.

Social economic
contribution

110

Social economic
contribution

SDG Target 11.2 - By 2030, provide access to safe,
affordable, accessible and sustainable transport systems
for all, improving road safety, notably by expanding
public transport, with special attention to the needs ofthose in vulnerable situations, women, children, persons
with disabilities and older persons

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

APPENDIX 3:
ALIGNMENT WITH THE UN SDG TARGETS

PillarKey Focus Areas

Material Topics

Ensuring
ethical businessand strong
governancepractices

Cybersecurity,
data governance& privacy

Cybersecurity, data
governance & privacy

Asset protection
and safety

Asset protection andsafetyBusiness integrity& corporate
governanceCorporate governance SDG Target 9.1- Develop quality, reliable, sustainable andresilient infrastructure, including regional and transborder
Regulatory &infrastructure, to support economic development andcompliance, antihuman well-being, with a focus on affordable andcorruption & antiequitable access for all
bribery
Risk management &transparency
Responsible supply
chain & partnership
R&D technology
innovation

SDG Targets

SDG Target 12.7 – Promote public procurement practices
that are sustainable, in accordance with national policies
and priorities
SDG Target 16.5 – Substantially reduce corruption andbribery in all their forms

111

APPENDIX 4:
SUMMARY OF TCFD RISKS AND OPPORTUNITIESThe tables below summarise the climate-related risks and opportunities that are pertinent to SBS Transit, highlighting thepotential financial impact and opportunities from identified physical and transition risks and opportunities. For the full report,
please refer to SBS Transit’s TCFD 2023 Report.
SUMMARY OF TCFD RISKS AND OPPORTUNITIESTypeClimate-related Risks

Potential Impacts23

PhysicalAcute• Heatwaves (rising mean temperatures)• Floods
Chronic• Rising sea levels• Droughts/ Water scarcity

Quantified impacts• Additional financial costs due to lower productivity fromheat-related illnesses• Additional business interruption costs due to flash floods• Additional operational costs due to flash floods• Additional electricity costs for coolingTransition

Policies and regulations• Achieve carbon neutrality by a given
date set by the local government• Services that boost contribution to
low-carbon economy can unleash
investment demand

Qualitatively explored impacts• Liquidation damages if service-level agreements withclients not met due to disruption• Increased need for business continuity planning• Higher insurance costs for buildings due to physicalclimate risks• Higher repair and maintenance costs due to damage fromfloods• Reputational risks if risks are not handled properly
Qualitatively explored impacts• Penalties for not transitioning to low carbon operations• Increased costs of energy and fuel due to low-carbon
emission regulations• Regulatory and reputational pressures if not aligned withcountry trends• Low carbon transition investment opportunities

Carbon pricing• If a facility’s emissions subsequently
exceed its allowances, it must either
pay a carbon tax or buy more allowancesfrom an exchange• Carbon prices are expected to increaseover the years

Quantified impacts• Higher operational costs due to energy/fuel price increases
from carbon pricing (this impact has been explored
quantitatively as an indirect risk impact)

Changing customer expectations• Shift in consumer preference to low
carbon vehicle options• Increasing pressure to enable affordabilityof low-carbon vehicle services

Qualitatively explored impacts• Market capture can decrease if preferences are notaddressed; similarly market capture can increase if
affordable and efficient solutions to customer preferences
are addressed• Competitive advantage can be established

Qualitatively explored impacts• Increased expenses to purchase carbon allowances• Higher maintenance costs• Higher costs of services

Technology shifts
Qualitatively explored impacts• Changing technologies to address climate • Capital expenses to adopt changing technologies, including
related impacts
upskilling• Transition to low-carbon transport• Reputational advantages for timely or early uptake of(electric and hybrid vehicles) andtechnology
alternative fuels (hydrogen)• Infrastructure changes to accommodate
the technological shifts in transport• Changing technology to handle electricvehicle charging and deployment fleet

23 Taking into account the amount of current data and information available, only some potential impacts were further qualitatively explored or quantified asthey were deemed the most relevant to SBS Transit’s business.

112

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

APPENDIX 4:
TCFD

Type

Climate-related Opportunities

Potential impacts

PhysicalAcute and chronic climate physical risks

Qualitatively explored impacts• Reputational advantages from being a reliable transport
operator• Increase in ridership due to bad weather conditions

Transition

Policies and regulations• Transition towards a cleaner fleet• Moving towards a low-carbon economy

Qualitatively explored impacts• Policy incentives on transport decarbonisation, including
subsidies and infrastructure support• Demand growth for electric vehicles or fleet
Qualitatively explored impacts• Increased revenue through expansion of services to meetchanging customer needs and expectations

Markets• Changing customer expectations• Access to new market• Use of public-sector incentives• Access to new assets and locations

TCFD INDEXTCFD Recommendations
Key Elements

Recommendations

Page

Governancea) Describe the Board’s oversight of climate-related risks andopportunities.

22-23

Disclose the organisation’s
governance around climaterelated risks and opportunitiesb) Describe management’s role in assessing and managing
climate-related risks and opportunities.

22-23

Strategya) Describe the climate-related risks and opportunities theorganisation has identified over the short, medium, and long
term

37-39

b) Describe the impact of climate-related risks and opportunities
on the organisation’s businesses, strategy, and financial
planning.

37-39c) Describe the resilience of the organisation’s strategy, taking
into consideration different climate-related scenarios,
including a 2°C or lower scenario.

37

Risk Managementa) Describe the organisation’s processes for identifying andassessing climate-related risks.

22, 23, 34-36

Disclose how the organisation
identifies, assesses, andmanages climate-related risksb) Describe the organisation’s processes for managing climaterelated risks.

22, 23, 34-36c) Describe how processes for identifying, assessing, andmanaging climate-related risks are integrated into theorganisation’s overall risk management.

22, 23, 38, 39

DDisclose the actual andpotential impacts of climaterelated risks and opportunities
on the organisation’s
businesses, strategy, andfinancial planning where suchinformation is material

Metrics and Targetsa) Disclose the metrics used by the organisation to assessclimate-related risks and opportunities in line with its strategy
and risk management process.
Disclose the metrics and targets

used to assess and manage
relevant climate-related risks
and opportunities where suchinformation is material

See respective
environmental
material topics,
full TCFD reportb) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 GHG
emissions, and the related risks.

33, full TCFD reportc) Describe the targets used by the organisation to manage
climate-related risks and opportunities and performanceagainst targets.

17, 26-33

113

ANNEX A:
HUMAN RIGHTS POLICY

ComfortDelGro Group’s Human Rights Commitment isguided by the Universal Declaration of Human Rights andthe United Nation’s Global Compact’s Principles on Human
Rights in aspects of our employment practices as well as
Workplace Health and Safety.

4.

This policy highlights our responsibility and response inrelation to protecting the rights of employees within the
ComfortDelGro Group in all locations that we operate in.
1.

PROHIBITION OF UNETHICAL LABOUR PRACTICES
ComfortDelGro Group does not engage in nor tolerate
unethical labour practices such as child labour orforced labour. We strive to uphold and honour the
relevant local, national and international laws andconventions where we operate and put in placemeasures to ensure no unethical labour practices exists
within the Group.

2.

FAIR EMPLOYMENT PRACTICES
We adhere to applicable employment related
legislations and guidance in locations where we
operate in. Specifically, in Singapore, we are committed
to the Tripartite Guidelines for Fair Employment
Practices released by the Tripartite Alliance for Fair
and Progressive Employment Practices. The working
hours of ComfortDelGro Group’s shall comply withthe applicable legislations where the employees are
situated. In relation to our Sustainability Framework,
ComfortDelGro Group strives to ensure:

The Group is committed to creating a culture ofdiversity, inclusion, and equal opportunity. We strive
to provide a fair and supportive work environment
for all our employees, regardless of their age, sex,
marital status, sexual orientation, disability, race,
colour, nationality, ethnic or national origin, religion,or affiliation to any political party or trade union. We
aim to employ people who reflect the diverse natureof society and we value each of our employees’
contributions, both individually, and as part of theGroup.
Beyond just physical safety, ComfortDelGro Groupalso strives to ensure a safe psychological environment
where our employees can work in; without fear ofpresenting their diverse views without repercussions
and discrimination.
5.

•	Promote sustained, inclusive, and sustainableeconomic growth, full and productive employment
and decent work for all our employees.
3.

GROWING OUR PEOPLE
In ComfortDelGro Group, growing our Talent Base is
one of our 3 key strategies for success. Our people
must be prepared and equipped with the right mindset,
skills and competencies for the next lap. We approachdevelopment with an inclusive approach. We want
to develop leaders at all levels systematically with aview on continual learning and team collaboration.
In relation to our Sustainability Framework,
ComfortDelGro Group strives to ensure inclusive
and equitable quality education and promote lifelong
learning opportunities for all.

DIVERSITY & INCLUSION
ComfortDelGro Group embraces diversity. We
believe in creating an inclusive environment where
our employees treat each other equally and withrespect. We want to nurture a culture where diverse
perspectives can help drive our Group forward andequal opportunities are given to all our staff.

FREEDOM OF ASSOCIATION AND RIGHT TO
COLLECTIVE BARGAINING
ComfortDelGro Group recognises and respects our
employees’ freedom of association and rights torepresentation through the appointed trade union.
We are committed to the concept of Tripartism andstrives to build and maintain progressive relationships
with the Trade Unions and their representatives.

6.

FAIR AND SAFE WORKING CONDITIONSAs laid out in ComfortDelGro Group’s Sustainability
Framework, one of the key pillars of “Enhancing the
Safety and Well-being of the Community and ourPeople”, Health and Safety of our customers andemployees and the public is fundamental to ourbusiness. Our focus on safety is strongly reflected in
the Group’s policies, procedures and training. We takeall safety incidents seriously and we continuously work
towards achieving zero fatalities and injury rates that are
below national averages in our locations of operation.

In tandem with developing our talent base,
ComfortDelGro Group is committed to providing achallenging environment with ample opportunities for
growth so that our talent can realise their full potential.

114

SBS TRANSIT LTD

SUSTAINABILITY REPORT 2023

SBS Transit Ltd
205 Braddell Road
Singapore 579701
Mainline (65) 6284 8866
Facsimile (65) 6287 0311
www.sbstransit.com.sg
Company Registration No. 199206653M

All rights reserved. Some information in this Sustainability Report constitutes ‘forward looking statements’, which reflect
SBS Transit Ltd’s current intentions, plans, expectations, assumptions and beliefs about future events and are subject to risks,
uncertainties and other factors, many of which may be outside SBS Transit Ltd’s control. You are urged to view all forward looking
statements with caution. No information herein should be reproduced without the express written permission of SBS Transit Ltd.
All information herein is correct at the time of publication. For updated information, please contact our Corporate Office.