23

20
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ABOUTRANHILL UTILITIESBERHAD10MESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUP

Annual General Meeting
Ballroom 1 & 2,
Intercontinental Kuala Lumpur,
165, Jalan Ampang,
50450 Kuala Lumpur.

25 June 2024, Tuesday,
2.30 p.m.

Our

BUSINESSESWE ARE A RESPONSIBLE GLOBAL BUSINESS, ENSURING A SUSTAINABLE
BALANCE BETWEEN ENVIRONMENTAL PROTECTION, SOCIAL RESPONSIBILITY
AND PROFITABILITY IN ALL ASPECTS OF WHERE WE DO BUSINESS.

Environment Sector

Water, Wastewater Treatment &Reclaimed Water Treatment

Engineering, Procurement and Construction
Management (“EPCM”), Engineering,
Procurement, Construction and Commissioning(“EPCC”), Project Management Consultancy(“PMC”), Operations and Maintenance (“O&M”)
Non-Revenue Water Management

Energy Sector
Energy and Renewable Energy (“RE”)

Our

1

ABOUT RANHILL UTILITIESBERHAD

02
03
04
06
08

Corporate Philosophy
Ranhill Fact Sheet
Our PresenceGroup Financial Highlights
Non-Financial Highlights

2

MESSAGE FROM CHAIRMAN AND
CHIEF EXECUTIVE

3

ABOUT THIS REPORT

13
13
13
13
13
14
14
14
14
14

Introduction
Scope and Boundary
References
Report Quality and Data Assurance
Internal Assurance
External AssuranceStatement of Use
Forward Looking Statements
Report Availability and Feedback
Membership in Associations

4

MANAGEMENT’S APPROACH TOSUSTAINABILITY

15

Introduction

5

SUSTAINABILITY GOVERNANCESTRUCTURE

16
18

Introduction
Board Remuneration andSustainability Targets
Promoting Good Governancethrough Internal Policies
Code of Conduct and Business
EthicsFormation of Integrity Working
Committee
Strong Anti-Corruption Stance
Extending Anti-Corruption Stanceto the Value Chain
Anti-Corruption Training
Assessment of Operations at
Higher Risk to Corruption
Whistleblowing Channel
Political Views and Contributions
Data Privacy and Security
Operational Site Certification
Board Diversity and Composition

Engineering Services Sector

Treated Water Supply Services

REPORTS REPORTING SUITEANNUAL REPORT 2023(“AR2023”)
AR2023 provides acomprehensive account ofRanhill’s financial performanceas well as the audited financial
accounts of the Group.
It also provides strategic
information pertaining to
the Group’s business andoperational strategies, risks
and opportunities, outlook
and prospects as well as
information pertaining to thebusiness model and industry
value chain.

SUSTAINABILITY REPORT 2023 (“SR2023”)
SR2023 provides a detailed account of the Group’s
sustainability performance as per its identified material
Economic, Environment and Social (“EES”) topics.
SR2023 is developed in reference to the Global
Reporting Initiative 2021 disclosure requirements,
FTSE4Good Bursa Malaysia Index, Sustainability
Accounting Standards Board (“SASB”) sustainability
disclosures and (where relevant), the Taskforce on
Climate Related Financial Disclosures (“TCFD”).
CORPORATE GOVERNANCE REPORT (“CG2023”)
CG2023 demonstrates how Ranhill has applied
corporate governance practices of the Malaysian
Code of Corporate Governance 2021 (“MCCG 2021”)
including updates prescribed by the code in FY2023.

Cover

RATIONALE

As a forward-thinking company, Ranhill
Utilities Berhad (“Ranhill”) continues toprovide the world with the distinctive
technologies and innovative thinking
that enables a successful transition forindustries and businesses towards a moresustainable future. The Group’s ecosystem
depicted by its Environment, Energy andEngineering Services sectors, deliver stellar
solutions that enable businesses andindustries to navigate a post pandemic,
globalised business environment and toprogressively transform and evolve andto remain relevant amidst a changing
world. Ranhill’s proven track record anddistinctive business model is harnessedto chart a course of stellar prospects
while navigating the challenges towards
unlocking the full potential of companies
and industries by providing a pathway
towards embracing the future.

SUSTAINABILITY AND ENVIRONMENTAL, SOCIAL AND GOVERNANCE (“ESG”)
As part of our commitment to protect the environment, this sustainability report is printed on FSC® certified mix paper.

BURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICES

What 's Insideth
For more information:
Scan the QR code to view ourSR2023https://ranhill.com.my/sustainability/sustainabilityreports/TASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURES

18
19
19
19
19
20
20
21
22
22
22
23

6

STAKEHOLDER ENGAGEMENT

24
24

Introduction
Stakeholder Engagement Table

7

ASSESSING AND PRIORITISING
MATERIAL TOPICS

29

Materiality Matrix

8

ECONOMIC PERFORMANCE

31
31
33

Economic Values CreatedSupporting Local Procurement
Supplier Assessment

9

ENVIRONMENTAL AWARENESSAND PRESERVATION

34
35

Introduction
Circular Economy Application –Greywater Production
Circular Economy – CCGT Driven
Energy Generation
Responding Proactively to Climate
Change Impacts
Energy Consumption
GHG and Carbon Emissions
Preserving Water Resources
Waste Management
Ensuring Environmental
Regulatory Compliance
Biodiversity

36
37
41
43
46
52
55
55

TOWARDS
10 CONTRIBUTIONSSOCIAL WELLBEING & CAPACITYBUILDING
56
58
61
64
65
66
69
70
70
71

Introduction
Inspirational Workplace & Culture
Equal Opportunity Workplace(Diversity & Inclusivity)
Recruitment & Selection
Employee Engagement
Promotions and Rewards
Management
Collective Bargaining and Freedomof Association
Minimum Notice Period forOperational Changes
Grievance Mechanism & Procedures
Employees’ Competency andCareer Development (Training)

GOVERNANCE
11 ENHANCINGACROSS THE GROUP
74
78
79

Occupational Safety and HealthPublic Health and Safety
Customer Satisfaction & Trust

ON CLIMATE RELATED
12 TASKFORCEFINANCIAL DISCLOSURES
80
81
82
83

Governance
Strategy
Risk
Metrics and Targets

ESG PERFORMANCE
13 BURSADATA TABLE
STANDARDS
14 GRICONTENT INDEXDISCLOSURES
15 SASB(UTILITIES)

16 APPENDICES
92

Appendix One: External AssuranceStatement
96 Appendix Two: Ranhill SAJ
Compliance to Span KPIs
99 Appendix Three: Thailand
Operation Compliance toRegulators’ KPIs
101 Appendix Four: Ranhill GHG
Inventory and Carbon Accounting
Analysis
103 Appendix Five: List of Training
Courses
109 Appendix Six: List of Employee
Engagement Activities

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURES

02

TO BE A REGIONAL LEADER IN WATER,WASTEWATER AND ENERGY WITH
EMPHASIS ON CIRCULAR ECONOMY
AND A LEADER IN TRANSITION ENERGYENGINEERING SOLUTIONSOUR VISIONENRICHING LIVES THROUGHSUSTAINABLE SOLUTIONSProvides Clean Water to

4 Million

Consumers in Johor,
Malaysia

SUSTAINABLE SOLUTIONS

99.8%

Water Supply Coverage
Rural / Urban

1

RESPECT

Respect for the environment,
communities we serve and forour employees.

2

RESOURCEFUL

Determination in sourcing andadopting innovative solutions.

3

RESULT

3

4

5

6

7

ABOUT RANHILL UTILITIES BERHAD
8 9 10 11 12 13 14 15 16

46

724

20,527 KM

Total Capacity

Water Treatment
PlantsActive Treated Water
Reservoirs

100%

24,150 KM
Total Pipelines

3,623 KM
Mains Distribution

2,171 MLD

Reticulation

Treated Water

We inspire our employees to be innovative in providing solutions beyond
customers’ expectations.
Ranhill had Engineered:

Total Capacity of Water, Wastewater and Reclaimed Water
Treatment Plant in International Footprint• Over 800 MLD Water Treatment Plants• Over 601 KM of Highways

OUR VALUES

2

Clean Water Supply
Coverage (Urban)

Ranhill aspires to meet the needs for an enhanced quality of life and a cleaner
planet through innovation.
We subscribe to the triple-bottom-line approach, to the Environment (Planet)
and Communities (People) whilst achieving our Financial Objective (Profit).

1

APPENDICES

Ranhill Fact SheetENRICHING LIVES
Ranhill aspires to lift the quality of life by being at the forefront of nationbuilding through sustainable environment and energy solutions using
innovative and clean technology.

SASB
DISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

03

Corporate Philosophy

OUR MISSIONBURSA ESGPERFORMANCEDATA TABLE

Thailand:China:

117 MLD• Over 200 KM of Railway• Over 20,000 Acres of Landbank

227 MLD• Over 4 Million sq.m of Building Space

Provide Electricity

Owns and Operates Combined Cycle
Gas Turbine (“CCGT”)

Owns and Operates Solar Power Plant

People in Sabah,
Malaysia

Rugading:

Bidor:

NRW Level

Employees

1.2 Million

25.0%

190 MW

Teluk Salut:

190 MW

4,203

50 MW

Total Percentage Capacity of Water, Wastewater and Reclaimed
Water Treatment Plant
Local:

86.0%

International:

14.0%

You can find more details on our website on www.ranhill.com.my

Focussed on delivering growth andvalue to our stakeholders.
Ranhill isa constituent of the
FTSE4Good Bursa
Malaysia Index since 2019

Participant of
United Nation
Global Compact(UNGC) since 2008

The Edge ESG
Award 2022 (Gold)
Utilities Category

The Edge ESG
Award 2023 (Gold)
Utilities Category

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLE

1

04

05

OUR PRESENCEOUR PRESENCECHINA

THAILANDMALAYSIAWE ASPIRE TO LIFT THE QUALITY OF LIFE BY BEING AT THE FOREFRONT OF NATIONSUSTAINABLE ENVIRONMENT AND
ENERGY SOLUTIONS USING INNOVATIVE AND
CLEAN TECHNOLOGY

2

3

4

APPENDICES

5

6

7

ABOUT RANHILL UTILITIES BERHAD
8 9 10 11 12 13 14 15 16

MALAYSIATHAILAND

Water Supply Services in Johor, Malaysia• Exclusive licence to provide source-to-tap water supply services
throughout the state of Johor• 46 water treatment plants• The second largest water operations in the country with total
design capacity of 2,171 MLD• Total of 9 water, wastewater and reclaimed water treatment plants• 100 MLD of total water and wastewater treatment capacity• 17 MLD of reclaimed water treatment plant capacity

Engineering and Infrastructure Solutions Specialist• ExxonMobil Exploration and Production Malaysia Inc (“EMEPMI”)- Provision of Engineering, Procurement and Construction
Management (“EPCM”) Services• Develop the Kasawari Gas Development Project as part of theoverall block SK316 development strategy off the coast of Sarawak• Shell Rosmari & Marjoram Project Offshore Gas Plant• Senai-Pasir Gudang-Desaru Expressway (with 500m main span
cable-stayed bridge)• Kuala Lumpur International Airport and KLCC
• The world’s largest Carbon Capture Storage (“CCS”) project - theMalaysia Kasawari CCS in Sarawak
Power Business in Sabah, Malaysia• The largest Independent Power Producer (“IPP”) in Sabah, Malaysia• Owns and operates two 190 MW CCGT power plants in Kota
Kinabalu Industrial Park• 21-year PPA with SESB for the sale of up to 380 MW of electricity
generating capacity• Awarded the EPCC and operations for the 100 MW Kimanis CCGT
power plant
NRW Specialist• Ranhill has saved 774 MLD through NRW projects since 2005
• Developed 251 strategic and all mains’ models with over 1 million
total number of connections• Designed and established over 1,196 District Metered Areas(“DMAs”)• Over 258 KM of pipe works replaced- BUILDING THROUGHSASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

CHINA• Concession agreement with local authorities or industrial park
management councils• 12 wastewater treatment plants with consessions ranging from25-30 years• Total treatment capacity of 227 MLD

OTHER COUNTRIES(Multi Disciplinary of Engineering Services)• Engineering works for Santos WHP EPCI with Sapura Engineering,Western Australia• Pre-FEED for HI Development Project, Nigeria• Engineering Support to Sembcorp Marine under an EPCI contract
awarded by North Oil Company (“NOC”) for Gallaf Batch 2 project,located field, off Qatar• Block 15-1/05 Lac Da Vang Oil Development, Vietnam• Neptune Deep Project, a FEED for gas de-hydration fixed platform(NNM CPP) in 120m of water in the Black Sea off the coast of
Romania• Zawtika M-9 Development Project, Offshore, Myanmar• Marina Doha Residential Doha Office Tower, Qatar• Built a 113.5 MLD potable water treatment plant for Haldia
Development in West Bengal• Bangladesh-Engineering for Public Sanitation Facility for 23
districts funded by the Islamic Development Bank
• First designed for float over project and detailed design,
procurement support in Offshore Bombay, India for the B193
Development Project• Detailed engineering and project management services of 10,800
residential in Tajura, Libya• Provide project management services to Saudi Aramco, King
Abdullah University of Science and Technology (“KAUST”)• Provide management and construction services for King Saud
University for Girls (“KSUG”) in Riyadh• P-82 Floating Production Storage and Offloading (“FPSO”)
contract, which will incorporate carbon capture and closed flare
technology features in Brazil

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVE

MANAGEMENT’SAPPROACH TOSUSTAINABILITYABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

06

07

Group Financial HIGHLIGHTSGroup Financial HIGHLIGHTS

Revenue(RM’ Million)

Gross Profit(RM’ Million)

Profit Before Tax(RM’ Million)

Profit After
Tax Minority Interest(RM’ Million)

YOY
32.1%

YOY
16.3%

YOY
27.3%

YOY
44.6%

7

ABOUT RANHILL UTILITIES BERHAD
8 9 10 11 12 13 14 15 16

Dividend Pay-Out (RM’ Million)

79%

98%

82%

Dividend Pay-Out
42%

53.3
FY201853.3
FY201929.8
FY202012.7
FY2021

34%
32.2
FY2022

Dividend Pay-Out Ratio (%)

36.6%
19.3
FY2023

Dividend per Share and Dividend Yield

5.0%

5.5%

4.7%

Dividend

3.1%
1.8%

22.1%

19.3%
17.0%

6.5%

6.1%

6.0
FY20185.5%

5.0
FY20192.8
FY20202.5
FY2022* Dividend yields are based on
financial year end closing price.

1.5
FY2023

Revenue by Business Sector (RM’ Million)

2.3%

2.0%

1.0
FY2021Dividend Yield* (%)

1.7%

11.8%

Environment Sector

1,159.0
FY2021

1,173.7
FY2022

Energy Sector

1,292.3
FY2023220.9
FY2021263.9
FY2022Engineering Services Sector

414.3
FY2023151.0
FY2021288.7
FY2022573.2
FY2023

Segmental Profit and Margin by Business Sector (RM’ Million)
Environment Sector
18.6%

Revenue

339.0
333.2
387.4
FY2021 FY2022 FY2023

93.3
203.4
147.8
FY2021 FY2022 FY2023

9.2%

30.6
95.3
52.8
FY2021 FY2022 FY2023

GP

PBT

PATAMI

Margin (%)

Margin (%)

Margin (%)

112.9
FY2021Engineering Services Sector
28.6%

4.2%

9.7%
1,530.9 1,726.3 2,279.8
FY2021 FY2022 FY2023

Energy Sector

217.9
FY2022118.7
FY2023(%) Margin

9.3

(8.2)

FY2021

FY2022(4.5)(1.1%)(3.10%)FY20239.2%
43.2*
FY202126.7
FY2022

Note * : Includes recognition of Deffered Tax Assets of RM32.5 million.

12.1%
69.5
FY2023

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

08

09

Non-Financial Highlights

Non-Financial Highlights

6

7

ABOUT RANHILL UTILITIES BERHAD
8 9 10 11 12 13 14 15 16

Ranhill measures its EES progress against the four pillars of its sustainability framework and selected UNSDGs.

ENVIRONMENTAL AWARENESS & PRESERVATIONUNSDGSCONTRIBUTION TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING

ACHIEVEMENTS AND HIGHLIGHTSUNSDGS

ACHIEVEMENTS AND HIGHLIGHTSGroup• Commenced collaboration with the Malaysia GreenTechnology and Climate Change Corporation (“MGTC”) to
implement a progressive adoption of the recommendations
under the Taskforce on Climate Related Disclosures (“TCFD”)
framework.

RSE• Continued compliance with all KPIs set by Sabah Electric Sdn
Bhd (“SESB”) including air emissions, effluents and noiselevels.
• Despatched total energy of 2,617 GWh to the Sabah electricity
grid.

Group
• Continue to have active engagement with diverse regulatory,
industry and societal stakeholders.
• 100% local procurement for operating entities.
• Initiated special CSR project to uplift 60 Orang Asli villagers in
Kg Sudak, Gerik, Perak.

RSE• Total CSR contributions worth RM18,500 to various needy
causes.

Ranhill SAJ, RWS, RWT, RWTT and AnuRAK• Compliance to all SPAN KPIs in 2023.
• Continued expansion and refurbishment of the water
infrastructure network in Johor.
• 681,406,791 m3 of treated water produced for Johor.
• Production of 28 MLD of greywater; 17 MLD and 11 MLD fromThailand and Forest City, Malaysia respectively.
• 293,628 kWh of clean energy generated from mini solar andmini hydro installations at WTPs / 222,570.1 KgCo2e avoided.
• 12 additional District Metered Areas (“DMAs”) established,bringing total to 1,196.
• Completed the PR1JB (Johor Pipe Rehab) contract.
• Awarded the 2.0 MLD Desalination Plant at Sungai Simpang
Arang, Gelang Patah, Johor.

RBSB• Expanded order book to RM416.8 million in 2023.
• Received ‘Best Dam Safety Towards Community Award’ for the
Klang Gate Dam Break Analysis Study.
• Completed 50 MW LSS plant in Bidor, achieving COD in
February 2024.

Ranhill SAJ• Water rebates provided to 2,726 poor and hardcore poor
households in Johor, worth RM730,000.

RW• A collaboration with Expro at Kampung Orang Asli Jeram
Kedah, installing Pico Solar systems in 50 houses to benefit
500 indigenous villagers.

RW• Secured were the Qatar North Field Production Sustainability(“NFPS”) Offshore Compression Complexes Project and the
ISDN China contract.
• Continued to achieve strong progress on existing projects
in hand including the world’s largest CCUS project: Malaysia
Kasawari CCUS located in Sarawak.

RWTT and AnuRAK @ Thailand Operation• 858 unique visitors to the Amata Leaning Centre in Thailand.

FUTURE PLANS•••

Provide access to underserved areas (water & power).
Capacity building - Collaboration with the Ministry of Higher Education and universities to develop talents for both the water and powerindustry.
To maintain 100% customer complaints resolution rate.

INSPIRATIONAL WORKPLACE & CULTUREUNSDGS

FUTURE PLANS
•
•
•
•
•
•

24.5% NRW level target for Johor by 2025 which will contribute to the National NRW level target of 31% in 2025.
Increase reclaimed plant capacity.
Increased use of solar and mini hydro at more WTPs.
Committed to 25% reduction in emissions per electricity generated in Energy Business and 30% emissions reduction in Water Businessby 2030.
Continuous enforcement against polluters and water thieves in concerted efforts with regulatory authorities.
Reduce Scope 1 and Scope 2 emission level as compared to 2022 base year by 90% as early as 2050.

ACHIEVEMENTS AND HIGHLIGHTS
Group• Employee satisfaction levels ranging 85%-91% across all
operating entities.
• 148 participants in the Young Water Professionals (“YWP”)
programme.
• 768 new hires, 204 women, 584 below 30 years old.
• 1:1 ratio male-female salary ratios.

•
•
•
•
•

100% return to work rate post parental leave.
RM312.5 million paid in salaries and benefits to employees.
RM35.8 million paid to employees’ retirement funds.
RM3.3 million paid for employee medical care and healthcare.
Zero cases of excessive working hours recorded.

FUTURE PLANS••••

Encourage greater employee diversity and inclusivity across the Group.
Provide opportunities for Person With Disability (“PWD”).
Drive succession planning.
Identify and equip employees with Industry 4.0 knowledge.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

MESSAGE FROM CHAIRMAN AND CHIEF EXECUTIVE
5 6 7 8 9 10 11 12 13 14 15 16

1011

Non-Financial Highlights

Message from
Chairman and Chief Executive

ENHANCING GOVERNANCE ACROSS THE GROUP

Ranhill SAJ• Zero confirmed cases of corruption reported for FY2023.
• 100% customer complaints resolution rate.
• 2 hours of anti-corruption training for the Board, Management
and staff.
• 100% of Group assessed for corruption risks including
subsidiaries.

is the cornerstone for adaptation and theimplementation of new strategic approaches.

UNSDGS

ACHIEVEMENTS AND HIGHLIGHTS
•
•
•
•
•

Zero whistleblowing cases reported in FY2023.
Continued high worker representation across all companies
on Health and Safety Committees.
9.06 million manhours without a Loss Time Injury (“LTI”).
Zero fatalities and LTIs.
Zero public health and safety incidents.

Ranhill, through its respective businesses
continues to seek ways to develop
sustainable solutions. Solutions that dovetailwith the present realities, while progressively
driving a shift towards greener and cleaner
approaches. We continue to be part of a justtransition in the energy sector.

Tan Sri
HamdanMohamadChairman and Chief
Executive

Our involvement in international Carbon
Capture and Storage (“CCS”) solutions
such as the Kasawari Project, the largest
global offshore CCS project to date,reflect our commitment to combine bothcommercial perspectives with sustainability
considerations. Kasawari, once completed
can capture up to 3.3 million tonnes perannum of CO2. A total of about 71 million to 76
million tonnes of CO2 from the Kasawari CCS
project will be reinjected into the M1 field via
pipeline, which is approximately 138 km awayfrom the platform.

RW• Registered 20 million manhours worked without a Lost Time
Injury (“LTI”).
FUTURE PLANS•

4

Implementation of ISO Certification group wide (ISO 45001 Occupational Health & Safety Management System).

DEAR ESTEEMEDSTAKEHOLDERS,REFLECTING ON 2023, A YEAR
MARKED BY RESILIENCE AND
STRATEGIC THINKING, I AM
PROUD AND GRATEFUL TOHIGHLIGHT THE SIGNIFICANTMILESTONES ACHIEVED BY
RANHILL UTILITIES BERHAD(“RANHILL” OR “THE GROUP”).
SUSTAINABILITY REMAINS AT
THE HEART OF OUR STRATEGICAPPROACH AND IS THE
CATALYST IN SPURRING US ATRANHILL, TO SEEK NEW IDEAS
AND SOLUTIONS IN MEETINGOUR STAKEHOLDERS’ NEEDSFOR ENERGY, WATER AND
INFRASTRUCTURE.
Ranhill Worley reached 20 million safe hours, showcasing our steadfast dedication to occupational, health and safety

APPENDICES

W

e continue to grapple withthe polar opposites of aworld hungry for cheaper
andmoreaccessibleenergy sources, yet at the same time,looking to accelerate its transition to
renewable energy (“RE”). A world thatis dependent on hydrocarbons to fuel its
socio-economic growth even as a growing
cognisance emerges on the spectre ofsignificant, irreversible impacts arisingfrom climate change.
The reality is that the world is in a transitionary
period. Even as we decarbonise, the wheels of
the global economic engine remain greased
by “dirty” energy sources. However, being
mindful of the economic realities does notmean being resigned to the situation. Rather,taking stock and accepting the realities

Importantly, the technology, expertise lent tothese projects are inherent to Ranhill. We bringhomegrown capabilities to internationallyacclaimed, game-changing projects; industry
firsts and this affirms our commitment
towards building what the world needs in amore sustainable manner.
In February 2024, our 50 MW solar power
plant in Bidor, Perak achieved commercial
operations. This marks our contribution
towards supplying clean energy to thenational grid of Peninsular Malaysia and thus
progressively driving the ongoing nationalenergy transition away from coal based
driven energy generation.
We are presently residing in a world ofimmense challenges, dynamic changes but
importantly one of transition and with that,many possibilities and opportunities. Our
optimism of a better future is reflected in the
conscious choice of our business activities.
We aim to expand our footprint in RE, todecarbonise our operations and to play ourpart in managing water resources in Johor
towards ensuring sustainability.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

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Message from
Chairman and Chief Executive

ABOUT THIS REPORT
SR2023 has been developed in accordancewith the following reporting frameworks:
 Bursa Malaysia Sustainability Reporting
Requirements
 Global Reporting Initiative 2021 (“GRI”)
 FTSE4Good Bursa Malaysia Index
 Sustainability Accounting Standards
Board (“SASB”) Sector Specific
Disclosures
 Task Force on Climate Related Financial
Disclosures (“TCFD”)
 UnitedNations
Sustainable
Development Goals (“UNSDGs”)
 GHG Protocol Corporate Standard United Nations Framework Convertion
on Climate Charge (“UNFCC”) on
Intergovernmental Panel on Climate
Change (“IPCC”) 2006 Guidelines

INTRODUCTION
Large Scale Solar Farm (“LSS4”) located at Bidor, PerakIn the future, we could aim to leverage newand emerging solutions such as hydrogenproduction and other possibilities. We shallcontinue to evolve and move forward.
In managing our own carbon footprint,
our Roadmap to Net Zero 2050 charts aclear and progressive pathway towards
decarbonisation. The pathway shall drive
Ranhill to achieve a 90% reduction of both
Scope 1 and Scope 2 emissions by 2050; withthe remaining fugitive and residual emissions
addressed through carbon removal or offsets
solutions. Our roadmap is provided on page
39 of this report. At the same time we will
work towards addressing Scope emissions,
including efforts to decarbonise our supply
chains through improved data management
and also through stakeholder engagement.
In Johor, our constant efforts in addressing
non-revenue water (“NRW”) in the state has
enabled a further savings of 13 MLD in 2023
alone, with NRW levels declining to 25.0%.
This is a 1.3% reduction from 2022 andsurpasses SPAN’s target of 25.5%.

We have also continued to make strides on
the social front, notably registering new
performance milestones for Occupational
Safety and Health. In 2023, Ranhill Worleyregistered a noteworthy 20 million manhours
without a loss time incident (“LTI”). We havealso continued to uphold the basic humanright of access to clean and affordable waterby providing rebates to 2,726 poor andhardcore poor households in 2023 alone.
In the past five years, total value of rebates
provided stand at RM4.1 million.
Our efforts have been well recognised and in
2023 Ranhill received the Gold Award in the
Utilities category at The Edge Malaysia ESG
Awards for the second consecutive year. The
award takes into account our transparent
and comprehensive sustainability disclosures
as well as our continued commitment togood Environmental, Social, and Governance(“ESG”) practices.
Ranhill SAJ was nominated by Suruhanjaya
Perkhidmatan Air Negara (“SPAN”) as theBest Public Operator and the Best Innovationin The Water Industry. In addition, at the
National Energy Awards 2023 Ranhill SAJ

took the top prize in the Renewable Energy
Category for Micro Hydro Application at the
Gunung Ledang Water Treatment Plant in
Tangkak, Johor. We were also first runnerup in the ASEAN Energy Awards for the
Renewable Energy Project, Off-grid Category.
The full details of our efforts, achievements,
and the lessons learnt in 2023 are provided
in the pages of this sustainability report. As
we continue to integrate sustainability into
our operations, we remain committed tocollaborating with all stakeholders, towards
developing a culture and organisation, where
sustainability is inherent in every facet of ouroperations, decision and strategies, whichclear performance measurements.
As we look back on 2023, I extend my heartfelt
gratitude to our shareholders and employees,
whose steadfast support and dedication havebeen pivotal to our accomplishments.
Warm regards,
TAN SRI HAMDAN MOHAMAD
Chairman and Chief Executive

RANHILL UTILITIES BERHAD(“RANHILL” OR “THE
GROUP”) PRESENT ITS 8TH
STANDALONE SUSTAINABILITYREPORT (“SR2023”).
SR2023 REFLECTS RANHILL’SCONTINUED COMMITMENTTOWARDS TRANSPARENT AND
ACCOUNTABLE DISCLOSURE
ON ITS JOURNEY OFSUSTAINABILITY AS EVIDENCED
IN THE MANY OUTCOMES
AND RESULTS ACHIEVED FOR
FINANCIAL YEAR ENDED
31 DECEMBER 2023.

SCOPE AND BOUNDARYSR2023 has been scoped to provide
disclosures based on all corporate entities
that Ranhill has equitation control of.
Essentially, the Group and all subsidiaries inwhich Ranhill has had a majority equity stakeof during the financial year. These are:
 Ranhill SAJ Sdn Bhd (“Ranhill SAJ”)
 Ranhill Water Services Sdn Bhd (“RWS”)*
 Ranhill Water Technologies Sdn Bhd(“RWT”)
 AnuRAK Water Treatment Facilities
Co., Ltd (“AnuRAK”)
 Ranhill Water Technologies Thai Ltd.
(“RWTT”)
 Ranhill
Sabah
Energy(“RSE”)
comprising Ranhill Sabah Energy 1 Sdn
Bhd (“RSE I”) and Ranhill Sabah Energy
II Sdn Bhd (“RSE II”)
 Ranhill Bersekutu Sdn Bhd (“RBSB”)
 Ranhill Worley Sdn Bhd (“RW”)
 Ranhill Management Services Sdn Bhd(“RMS”)*In December 2023, RWS and RWT were merged to create
Ranhill Technologies Sdn Bhd (“RTSB”). Hence, futuresustainability reporting will see the scope and boundaryof reports changed to include the new entity.

Excluded are outsourced activities,
activities and operations of joint venturecompanies that the Group does not have

4

APPENDICES

5

6

7

8

9

ABOUT THIS REPORT
10 11 12 13 14 15 16

management control. Where meaningful
and accurate data is available, Ranhill has
endeavoured to provide disclosures on its
value chain. We exercise a “local-where-weoperate” practice.
Ranhill has used the GRI principle ofmateriality to determine content SR2023.
Materiality is determined based on thefollowing criteria:
 Impact Materiality: topics / issues /concerns that would / could have asignificant impact on the environmentand society.
 Financial Materiality: topics / issues /concerns that would / could have asignificant impact on financial value
creation.
 Stakeholder materiality: topics / issues /concerns that stakeholders deem as
being material.
SR2023 covers the reporting period from
1 January 2023 to 31 December 2023(“FY2023”). Most statistics presented in thisreport are given based on a 3-year period on
a rolling basis.
REFERENCES
All references to “Ranhill”, “the Company”,“the Organisation”, “the Group”, “us”, “our”
and “we” refer to Ranhill Utilities Berhad.
REPORT QUALITY AND DATA ASSURANCE
Report quality is achieved based by the
GRI principles of accuracy, balance, clarity,
comparability, reliability and timeliness.
All data contained within SR2023 has beensourced internally and has been verified by
the respective business units or information
owners.
INTERNAL ASSURANCE
Data has been internally assured by Ranhill’sInternal Audit, Group Corporate Assurance
Division (“GCAD”), with co-sourcing with
Deloitte PLT as an independent verifier on
selected parameters.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEREPORT AVAILABILITY AND FEEDBACKSASB
DISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

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APPENDICESMANAGEMENT’S APPROACH TO SUSTAINABILITY
5 6 7 8 9 10 11 12 13 14 15 16

INTRODUCTION

our material matters

E

WATER SECTOR
Malaysia Water Association (“MWA”)

National Institute of Occupational Safety and Health (“NIOSH”)

7

2

Climate Change andGreenhouse Gas
Emissions

Community
Engagement

8

Energy Usage andEnergy Efficiency

CustomerExperience andStatisfaction

9

Material
Management
Waste (Solid)
and Wastewater
Management

3

4

5

Akaun Amanah Industri Bekalan Elektrik (“AAIBE”)
Sabah and Labuan Grid Code (“SLGC”)
Industrial Advisory Panel for Universiti Tenaga Nasional

ENGINEERING SERVICES SECTOR
Board of Engineers Malaysia (“BEM”)

Only a limited number of printed copies
are available towards reducing paper
consumption and environmental footprint.
To request a printed copy or, to submit
feedback or questions on this report,
please contact:

Malaysian Oil, Gas and Energy Services Council (“MOGSC”)

SocialBiodiversity

The Institution of Engineers, Malaysia (“IEM”)

ENERGY SECTORS

Environmental

1

Construction Industry Development Board (“CIDB”)

SR2023 is available for download at:
w w w. ra n h i l l .co m . m y/ s u sta i n a b i l i t y/sustainability-reports/

Group Sustainability and ESG,
Ranhill Utilities Berhad,
Bangunan Ranhill SAJ,
Jalan Garuda, Larkin,80350 Johor Bahru,
Johor, Malaysia
Tel: +607 2255 300
Fax: +607 2255 310
Email : sustainability@ranhill.com.my

BURSA ESGPERFORMANCEDATA TABLE

MANAGEMENT’S APPROACH TO SUSTAINABILITY

Ranhill is a member of the United Nations Global Compact Malaysia Brunei Network(“UNGCMYB”). The Group and / or its subsidiaries are members of the following associations
and professional bodies:

Any forward-looking statements such as
targets, future plans, operations and forecast
figures is based on reasonable current
assumptions. Readers are advised not toplace undue reliance on such statements
as our business is subject to risks anduncertainties beyond Ranhill control. Actual
results may differ.

TASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESABOUT THIS REPORTAs part of our ongoing commitment to enhance
our sustainability reporting, we’ve engaged
Deloitte PLT, an independent verifier, to carryout a limited assurance exercise on selectedindicators in this report.

FORWARD LOOKING STATEMENTS

ENHANCING
GOVERNANCEACROSSTHE GROUP

15

MEMBERSHIP IN ASSOCIATIONSThe Head of Sustainability and ESG
acknowledges responsibility for thefollowing statement of use: The information
reported by the Group for the financial year
ended 31 December 2023 (“FY2023”) has
been prepared in accordance with the GRI
Standards.

CONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDING14EXTERNAL ASSURANCESTATEMENT OF USEENVIRONMENTAL
AWARENESS ANDPRESERVATION

6

G

Anti-Corruption

14

Corporate
Governanceand Regulatory
Compliance

Employee
Engagement

15

Data Protection andCyber Security

10

Human Rights,
Diversity, Equity andInclusion

16

Economic
Performance17

Ethics and Integrity

11

Safety, Healthand Wellbeing(Employee andPublic)18

Innovation

19

Operational
Excellence

20

Risk Management

12

Supply Chain
Management
and Responsible
Sourcing

VALUE
WE CREATE

PLANET
Responsible Living
and Preservation

Environmental
Awareness &Preservation

PROFIT
Business
SustenanceContribution
Towards
Social Wellbeing &Capacity Building

OUR
IMPACT ON
THE SDGs

Governance13

Water Security,
Accessibility and
Tariffranhillsustainbility
strategies

PEOPLE
SocialResponsibility

Inspirational
Workplace & Culture

Enhancing
Governance
Across the GroupRANHILL SUSTAINABILITY FRAMEWORKMalaysian Oil and Gas Engineering Council (“MOGEC”)

Malaysia Institute of Management (“MIM”)
Malaysia Employers Federation (“MEF”)

In ensuring a strategic approach to sustainability, Ranhill has established the Ranhill Sustainability Framework. The framework is designed toembed sustainability into the mainstream of the Group’s strategic thinking and into its business model. The framework in effect, serves as thebridge in linking business and operational considerations with material ESG matters or topics towards developing an integrated approach tovalue creation.
In this manner, the pursuit of the ESG agenda serves to manage environmental and social impacts, as well as aligning ESG towards supporting
business goals and developing robust oversight on how ESG can influence or impact financial value creation. The framework in essence,
enables Ranhill to develop a double materiality perspective encompassing both impact and financial materiality perspectives.
In this manner, Ranhill can continue to effectively realise its vision and mission towards the creation of both financial and non-financial values
that provide equitable progress and development across all four identified objectives which are: Environmental Awareness & Preservation,
Contribution Towards Social Wellbeing & Capacity Building, Inspirational Workplace & Culture and Enhancing Governance Across the Group.
By focussing on these four pillars, Ranhill actively contributes to the betterment of the environment and society while ensuring therobustness of the business model. Thus delivering a positive impact that is consistent with its selected United Nations Sustainability
Development Goals (“UNSDGs”) and the three pillars of People, Planet and Profit (“3P”).

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCECONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

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APPENDICES5SUSTAINABILITY GOVERNANCE STRUCTURE
6 7 8 9 10 11 12 13 14 15 16

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SUSTAINABILITY GOVERNANCE STRUCTURE

SUSTAINABILITY GOVERNANCE STRUCTURE
The governance structure facilitates company level involvement for sustainability governance. It operationalises sustainability enabling
comprehensive on material ESG matters and the implementation of action plans towards realising respective KPIs and targets. There is clear
accountability, data collection and reporting processes at all organisational levels. Responsibility and oversight is shared, with each levelwithin the structure have specific roles. Matters of sustainability are owned by the respective parties. Action plans are implemented and theresults monitored together with monitoring of resources allocated i.e. budgets, human capital, etc.

CORPORATE GOVERNANCE MODELSHAREHOLDERS

The governance structure is leveraged with regard to managing and addressing climate change, human and labour rights, occupational safety
and health and other material topics. A key aspect of the structure is the existence of two-way communication where information or directives
are conveyed from the Board in a top-down manner, while feedback, results and data is disseminated from operational levels to the leadership.

BOARD

Audit
Committee

Nominating andRemuneration
Committee

Sustainability Working Committee

Governance andRisk Management
Committee

Long Term
Incentive Plan
Committee

Integrity Working Committee

RISK MANAGEMENT

INTERNAL / EXTERNAL AUDITENVIRONMENTAL
AWARENESS ANDPRESERVATIONThe Board of Ranhill and Senior Management have stipulated that the management of all subsidiary companies are to align to the Group’s
sustainability framework and through the existing sustainability governance structure, to constantly focus on improving ESG performance.
This includes strengthening data collection, undertaking relevant strategies and embedding ESG into business and operational planning andtactical execution. Specifically, subsidiary companies are to focus on energy and resource consumption, waste management, emissions andalso social matters such as OSH, human and labour rights and talent management and development.
GOVERNANCESTRUCTURE COMPONENTBoard of Directors

CHAIRMAN AND CHIEF EXECUTIVEOFFICE OF CHAIRMAN
AND CHIEF EXECUTIVE

MANAGEMENT ASSURANCE &RISK COMPLIANCE COMMITTEE

In essence, good governance reflected in strong leadership, robustinternal process and controls, reporting processes, check andbalance systems as well as accountability and ownership is absolutely
essential for the successful pursuit of sustainability. Good governanceprovides the solid bedrock upon which an organisation can develop
and execute strategies, monitor progress, achieve optimum resource
allocation and ensure that sustainability is an agenda that is well
executed.

level sub-committees, which includes a dedicated Governance andRisk Management Committee (“GRMC”).

The Ranhill Governance structure is driven by this principle; thatgovernance is essential to driving an effective management approach
to all material matters. Similar to Risk management, good governanceis the responsibility of all levels of the organisation and is dependent
not just on systems and policies, but the continued existence of a
supportive organisational culture and mindset. However, systems,
structures and processes as well as policies serve to develop an
organisational environment that enables a desired culture to emerge
and eventually reside within the organisation.

The GRMC, in strengthening its capability to ensure effective checks
and balances and internal controls is supported by the managementlevel Integrity Working Committee (“IWC”).

Setting the appropriate tone from the top is the Board of Directors
who hold the ultimate responsibility and oversight on corporate
governance. The Board is accountable to the Group’s institutionaland retails shareholders. The Board is supported by various Board

The role of sustainability governance is driven by the GRMC but
also supported by the Board level Audit Committee, whom the
management level Sustainability Working Committee (“SWC”)
reports to. The SWC is tasked to develop sustainability programmes
and action plans. The SWC is a cross functional working team whose
members come from all business divisions and operating companies.
The Management Assurance Risk Compliance Committee (“MARCC”)
comprises Senior Management and Department Heads across theGroup’s organisational structure.

The Board continues to execute its role as the highest governance and decision making body pertaining to allmatters including sustainability. The Board aligns its approach with the MCCG practices, including Practices
4.1-4.5, which pertain to governance and management of sustainability.
The Board sets broad direction and goals such as the Ranhill Net Zero Carbon Roadmap and approves
the same. It monitors progress achieved by the Group in relation to these goals. The Board also maintains
oversight on all material sustainability topics and advices Management as required to ensure sustainability
continues to be an integral aspect of the Group’s overall business strategy. The Board is guided by its Board
Charter.

INTRODUCTION

The role of the GRMC is to enable a more comprehensive coverage ofrisks arising from material ESG topics. The involvement of the GRMC
reflects Ranhill’s high commitment to prioritise EES matters and tointegrate these into Group business and operational strategies anddecision making.

SPECIFIC ROLES AND RESPONSIBILITIES

Governance and Risk
Management Committee(“GRMC”)

The GRMC is a sub Board Committee and reports to the full Board on a regular basis. Its roles and responsibilities
are spelt out in its Terms of Reference (“TOR”). Essentially, the GRMC is tasked with ensuring Board level
oversight of all risks including sustainability risks identified by the Group’s Risk Management framework.
The GRMC receives regular risk reports that outline risk factors, severity levels, probabilities of occurrence andensures that the existing risk management framework is robust and well implemented. Increasingly, ESG risks
are being considered within the overall approach to risk management, including climate risks.

Integrity Working
Committee (“IWC”)

The purpose of the IWC is to assist the MARCC and the in fulfilling its responsibilities relating to the issuesof ethics and integrity within the Ranhill Group (“the Group”). The authority, functions, responsibilities andduties of IWC are extended to all subsidiary companies.

Sustainability Working
Committee (“SWC”)

The SWC is the bridge of conduit between the Board and operational levels within Ranhill. The SWC’s role
is to operationalise sustainability; developing effective implementation plans, setting tactical level KPIs
and targets, identifying improvement areas, developing internal capacity and integrating the concept ofsustainability across all facets of the Group’s operations.

Management Assurance Risk The MARCC is a support function that provides strategic guidance, support and other resources to the SWC,
GRMC and the IWC.
Compliance Committee(“MARCC”)

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVE

MANAGEMENT’SAPPROACH TOSUSTAINABILITYABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

GOVERNANCESTRUCTURE COMPONENTSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCECONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

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APPENDICES5SUSTAINABILITY GOVERNANCE STRUCTURE
6 7 8 9 10 11 12 13 14 15 16

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SUSTAINABILITY GOVERNANCE STRUCTURE

SUSTAINABILITY GOVERNANCE STRUCTURE
CODE OF CONDUCT AND BUSINESS ETHICSSPECIFIC ROLES AND RESPONSIBILITIESChairman and Chief
Executive

The Chairman and Chief Executive is the highest, designated Executive level talent within Ranhill who has
direct oversight and leadership on Sustainability. The Chairman and Chief Executive attends Board meetings,
management level meetings and essentially aims to translate Board aspirations and matters discussed at
Board level, into business plans and operational plans; and ensures these are implemented accordingly.

Office of the Chairman andChief Executive

The Office of the Chairman and Chief Executive supports the Chairman and Chief Executive in the executionof his duties.

BOARD REMUNERATION AND SUSTAINABILITY TARGETS
Ranhill has linked the achievement of sustainability targets with the remuneration of senior executives within the Group. At several of theGroup’s subsidiaries, remuneration of Senior Management have been linked to the level of regulatory compliance achieved against the Key
Performance Indicators (“KPIs”) set by industry regulators. These include environmental and social performance considerations.
SUBSIDIARYDESIGNATIONRSECEO, Head Of Plant and the Safety Occupational Safety and Health (“OSH”)
and Health Officer

Ranhill SAJCEOKPIS LINKED TO REMUNERATION

Water quality as well as customer satisfaction KPIs as prescribed by Suruhanjaya
Perkhidmatan Air Negara (“SPAN”)

PROMOTING GOOD GOVERNANCE THROUGH INTERNAL POLICIESIn addition to its sustainability governance structure, Ranhill also cultivates good governance via the implementation of the following
guidelines and policies, in addition to its main ESG Policy:
POLICIES AND PROCESSES FOR GOOD GOVERNANCE

Board Charter

ENVIRONMENTAL
AWARENESS ANDPRESERVATION

Ranhill Authority Manual(“RAM”)

Sexual Harassment
Policy andProcedures

Code of Conduct &Business Ethics(“CCBE”)

Anti-Corruption
StanceWhistleblowing
PolicySuccession PlanningManagement Policy
and Procedures

Ranhill’s Rulesof Life for Healthand Safety

Third Party
Dealings Policy& Procedures

A key aspect to achieving and maintaining good governance within
the organisation is to go beyond systems and policies and to cultivate
a conducive organisational culture. The propagation and permeationof a culture of accountability, integrity and ethical behaviour isreinforced in Ranhill through the Group’s Code of Conduct andBusiness Ethics (“CCBE”). The CCBE is applicable Groupwide and incertain cases, also applies to dealings, interactions and relationships
with external stakeholders.
The CCBE has been developed in firstly, ensuring regulatorycompliance with matters related to good governance and ethicalbehaviour. This includes with regards to corruption and bribery,
sexual harassment, conflict of interest, money laundering, criminal
breach of trust, discrimination, giving of gifts and receipt of the same,
human and labour rights and other relevant topics. In particular, theCCBE draws from Section 17A of the MACC Act 2018. The CCBE can beviewed here:
https://ranhill.com.my/investor-relations/corporate-governance/

The CCBE is to be complied with by all levels of the organisation;from the Board of Directors to all employee levels. The Code isalso extended to the Group’s supply chain comprising contractors,
suppliers of goods and services, business partners and anyone who
has a business dealing with Ranhill.
Annually, a briefing on the CCBE is held by for all Board members,senior management and staff. In addition, all new employees arebriefed on the Code by Group Human Resources (“GHR”) during theirinduction session. Likewise, all incoming directors are also briefed on
the Code. The CCBE is published in the employee handbook that is
distributed to all staff during their induction session.
The CCBE is periodically reviewed to ensure congruence with changes
in the law and present marketplace norms and guidelines. RBSB,
has implemented the ISO37001 Anti-Bribery Management System(“ABMS”).
FORMATION OF INTEGRITY WORKING COMMITTEEAll new staff are informed of the Company's policies as part of their induction process. Similarly, when polices are updated with new clauses
and provisions, Ranhill ensures the amendments are communicated to employees and all other relevant stakeholders in a timely manner.
Ranhill also aligns itself to the recommended corporate governance practices of the regulator, Bursa Malaysia and the Malaysian Code on
Corporate Governance (“MCCG”) 2021. The Corporate Governance report also showcases how Ranhill has applied the stipulated practices ofthe MCCG 2021.

The IWC’s role is to ensure a high level of integrity across the Group
which includes ensuring regulatory and procedural compliance.
However, beyond compliance, the IWC is tasked as promoting
awareness, undertaking educational activities and also serving as
the first line of investigating any whistleblowing or corruption cases
as well as any reports or incidents of breach of ethics and noncompliance.
The IWC reports to the MARCC and GRMC in matters pertaining to
ethics and integrity within Ranhill. It is supported by the Group
Legal Compliance department as well as the various operating
functions within the Group including Group Human Resources, Group
Procurement, the SWG.
STRONG ANTI-CORRUPTION STANCE
Ranhill continues to adopt a zero-tolerance approach to all formsof corruption. These include bribery, favouritism, kickbacks, thereceiving and giving of gifts, favours, hospitality and more.
Ranhill’s CCBE defines what constitutes as corrupt acts. The CCBE
states that both the beneficiary and the giver of the corrupt act will be
censured by the company and if necessary, reported to the relevant
authorities for further enforcement action.
Beyond the Board, Senior Management and employee, Ranhill’s nocompromise stance on anti-corruption also covers any individualand organisation that has a dealing with the Group. This includes
consultants, advisors, suppliers, community leaders, politicians andothers. The Group’s approach to anti-corruption has been conveyed
Groupwide to all governance bodies and staff.
Ranhill SAJ requires all employees to sign an anti-corruption
declaration as a pre-requisite for recruitment. Ranhill SAJ has
implemented best practice based on ISO 37001: Anti-Bribery
Management System standard and complied to Integrity Frameworkfor Licensee and Certification Agency issued by Suruhanjaya
Perkhidmatan Air Negara (“SPAN”) on 10th July 2019.
All operating companies under Ranhill comply with Section 17A andhave developed procedures and controls to ensure compliance. In
2023, there were zero cases of non-compliance within the CCBE andzero confirmed cases of corruption.

Ranhill has established its Integrity Working Committee (“IWC”).
EXTENDING ANTI-CORRUPTION STANCE TO THE VALUE CHAIN
The IWC comprises Head of Group Legal & Compliance as the
Chairperson and representatives from Ranhill’s key subsidiaries:
Ranhill SAJ, Ranhill Sabah Energy, Ranhill Water Services, Ranhill
Water Technologies, Ranhill Bersekutu Sdn Bhd, Ranhill Worley aswell as representatives from the Group Human Resources Division,
Group Corporate Secretarial and Group Corporate Assurance Divison.

All tender documents, and Request For Proposals (“RFPs”) comeattached with the Group’s anti-corruption requirements. Suppliersmust acknowledge their understanding of the anti-corruption
documents and provide written affirmation to be free from corrupt
practices and will remain as such throughout their business dealings
with the Group.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

ASSESSING AND
PRIORITISING
MATERIAL TOPICSSTAKEHOLDERENGAGEMENTECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

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APPENDICES5SUSTAINABILITY GOVERNANCE STRUCTURE
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SUSTAINABILITY GOVERNANCE STRUCTURE

SUSTAINABILITY GOVERNANCE STRUCTURE

Where relevant, audits or background checks may be conducted on suppliers, prior to the awarding of contracts. Any supplier who is found tohave engaged in corrupt practices will be reprimanded accordingly. Action taken can range from immediate contract termination to reporting
the offender to the authorities for legal action. Reminder memos are sent to all suppliers on a periodic basis reminding suppliers to continue
adopting a zero-tolerance stance on corruption, including bribery.
ANTI-CORRUPTION TRAINING
All Ranhill operating companies have held briefings on Corruption and Bribery, and Section 17A MACC Act for staff. Other forms of training andbriefings were the CCBE briefing for all staff. The Board, Management and staff have received at least two hours of anti-corruption training.
In 2023, all managerial and operational staff have received information on anti-corruption and bribery. This includes a mandatory 2-hourbriefing on the Ranhill anti-corruption Policy & Procedures. The same materials are made available to staff at all times via the Intranet.
ASSESSMENT OF OPERATIONS AT HIGHER RISK TO CORRUPTION
As in previous years. Ranhill has continued to assess its operations for potential corruption risks or vulnerabilities. This includes identifying
any aspects of the Group’s operations which may be higher prone to corruption. Findings indicated that no parts of the operation, subsidiarycompanies or aspects of operations were deemed to be of high risk. The assessment was undertaken by GCAD sending out a detailed Corruption
Risk questionnaire to CEOs of all operating companies under the Group. Findings were then further assessed through interviews conductedwith the heads of key departments whose activities may have higher exposure to corruption. The quantitative and qualitative information was
analysed and risk weightages and scores developed to enable a development of a comprehensive risk assessment on overall and individual
department risks exposure levels to corruption.
Findings were derived after assessing the present level of anti-corruption controls and internal processes put in place.
Description

2021

Total number of operations
assessed for risks related tocorruption

5 out of 5 operations assessed for Ranhill through its Group Legal Seven (7) Ranhill subsidiaries
risks related to corruption.
and Compliance had assessed for were assessed for the annual
corruption risk assessment.
risk related to corruption.

Percentage of operations
assessed for risks related to
types of corruption

The Group Level: 100%
Subsidiaries Level: 80%

Number of corruption risk
assessments based on types ofcorruption, including bribery

Bribery Risk Analysis presented Nil
to MARCC and reported to Boardof Directors.

Significant risks related tocorruption identified throughthe risk assessment

Nil

2022

Subsidiaries Level: 100%

Nil

2023

100%

Each subsidiary underwent risk
assessments in six areas: Gifts,
Entertainment, and Hospitality;
Procurement and Tendering;
Donation, Sponsorship, andPolitical Contributions; Dealing
with Government Officials /Authorities and Revolving Door;
Hiring Practices / Recruitment
and Promotion; and Facilitation
Payments.
Nil

Description

2021

2023

Board of Directors, GRMC, MARCC and the IWC.

Total number of governancebodies members that theorganisation’s anti-corruption
policies and procedures havebeen communicated toPercentage of governance bodymembers that the organisation’s
anti-corruption policies
and procedures have beencommunicated to

2022

N/A

The company’s anti-corruption policies had been briefed to all
governance bodies.

Number and percentage of
employees that have received
training on anti-corruption by
employee category:• Number of managerial staff

Total of 423 managerial and Managerial: 7.2%
executive staff• Number of operational staff

Total: 2440
Attendees: 2440
Percentage: 100%

• Number of executive staff

Total of 423 managerial and Executive: 66.2%
executive staff

Operational: 26.6%

WHISTLEBLOWING CHANNELIn accordance with the Whistleblower Protection Act 2010 (“Act 711”), Companies Act 2016 and Capital and Market Services Act 2007, Ranhill
has established its dedicated Whistleblowing Channel.
The whistleblowing channel serves as a confidential channel for employees or external stakeholders to raise a complaint or to notify managementof any “red flags” i.e. incidents of wrongdoing. These could be incidents, actions or even non-action that conflict with the CCBE and the Group’s
zero-tolerance stance on corruption. Other matters such as infringement of labour and human rights, discrimination, harassment and more canalso be reported via the whistleblowing channels.
The Group Whistleblowing channel comes under the purview of GCAD. All whistleblowing reports will be investigated by GCAD and supportedby the IWC with the findings presented to Ranhill’s whistleblowing committee. If the report is substantiated, appropriate action will be taken on
the perpetrator such as suspension of duties, termination of employment, cessation of the business relationship if involving a business partner
or supplier and other forms of punitive measures.
If required, the matter is escalated to Senior Management and the Board and in some cases to external authorities such as the Malaysian AntiCorruption Commission (“MACC”) or the police for necessary enforcement action.
Whistleblowers may choose to make reports anonymously. In the event whistleblowers have chosen to reveal their identity, provided said
report was made in good faith, the whistleblower is granted confidentiality of identity (unless the identity of the whistleblower must be
revealed to enforcement authorities). Internally, the whistleblower’s identity is kept a secret and is accorded protection from any form of
reprisal, harassment or pressure.
Additional measures may be instituted to protect the whistleblower. These include temporary relocation of work premises if in close proximity
to the actual graft incident or perpetrator.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES5SUSTAINABILITY GOVERNANCE STRUCTURE
6 7 8 9 10 11 12 13 14 15 16

22

23

SUSTAINABILITY GOVERNANCE STRUCTURE

SUSTAINABILITY GOVERNANCE STRUCTURE

The whistleblowing channel can be accessed by any stakeholder via
the following channels:• Website: https://4uwecare.com• Telephone/Hotline: +1700-81-5333• Email: whistle@4uwecare.com• Letter:a) PO Box 10891, 50740, Kuala Lumpurb) Head, Group Legal, Ranhill Utilities Berhad, Bangunan Ranhill
SAJ, Jalan Garuda, Larkin 80350 Johor Bahru, Johor Darul
TakzimPOLITICAL VIEWS AND CONTRIBUTIONS
Ranhill remains an apolitical organisation and does not favour,
promote or support any political party.
DATA PRIVACY AND SECURITY
Ranhill adheres to the Personal Data Protection Act (“PDPA 2010”)
with regard to the management of data and ensuring data privacy.
Several of the group’s subsidiaries, namely as the Johor state’s water
operator, Ranhill SAJ, in the course of their business operations
collects and stores a wide range of customer data. The company

manages millions of residential and commercial customer accounts.
Such accounts would inevitably contain personal data such as
national registration identification card numbers, home addresses,
phone numbers and other data.

• ISO 50001: Energy Management System - (for HQ & 5 WTPs). Enables Ranhill SAJ to procure energy-efficient products and services that
impact energy performance. It also guides us in designing for energy performance improvement.
• MS 1480: Hazard Analysis Critical Control Point - This certification is implemented in our 44 Water Treatment Plants (WTPs) to ensure theproduction of safe treated water for our customers by implementing Hazard Analysis Critical Control Point (HACCP) principles.

This information is necessary for operations i.e. managing customers’
water accounts i.e. issuing bills, providing customer service andmore. Hence, collection, storage and use of such data is necessary inthe delivery of services.

OTHERS

Ranhill SAJ aligns to the PDPA 2010, with regard to collection,
storage and use of data. The company has implemented policies
and procedures to safeguard personal data, obtain consent for dataprocessing, and provide individuals with the right to access andcollect their personal information.

RWS

All care is taken to safeguard such data and in ensuring data is used
only for the intended purposes and by relevant parties only. Data iscollected with the consent of data owners at all times and is stored
and protected through the use of sophisticated IT systems including
firewalls and dedicated servers. Data is used only with the permissionof data owners procured prior. Data is not made available to 3rdparties without the prior consent of data owners or unless officiallyrequested by law enforcement of government agencies.

RBSB

No. of data breach cases andcomplaints received

ISO 9001: 2015 for both power plants
ISO 27001: 2013 : RSE I (certified), RSE II (on going)
ISO 45001: 2018 : Certification process for both plants are underway
ISO 9001: 2015
ISO 45001

RWT

ISO 9001: 2015
ISO 45001 - Completed Stage 1
ISO 14001 - Completed Stage 1
ISO 9001: 2015
ISO 14001: 2015
ISO 45001: 2018
ISO 37001: 2016

RW

ISO 14001: 2015 - Environmental Management System

BOARD DIVERSITY AND COMPOSITION
Ranhill’s Board of Directors comprises a wide range of high-calibre professionals and subject matter experts with in-depth corporate andindustry related expertise and experience. The Board is also diverse in terms of gender, age and ethnic compositions.

2023 saw zero complaints received pertaining to data breach.
Description

RSE

2021

2022

2023

0

0

0

OPERATIONAL SITE CERTIFICATION
Governance is further reinforced by ensuring strict adherence to all regulatory requirements as well as adoption of industry best practices. The
former includes ensuring operational sites are certified. Beyond compliance, these certifications attest to how Ranhill ensures all of its sites
are fit for purpose and are safe and secure as possible with the necessary procedures and equipment in place to address any emergency orcontingency.
SITE CERTIFICATION – RANHILL SAJ• ISO 9001: Quality Management System (for HQ, 8 WTPs and company-wide practices) - This certification ensures that we integrate customers’
needs, compliance obligations, and other applicable requirements into our business processes, goals, and strategic direction. Throughproactive monitoring and evaluation, we enhance customer satisfaction and fulfil our compliance obligations.
• ISO 45001: Occupational Health & Safety Management System (for HQ, 8 WTPs and company-wide practices) - We prioritise providing ahealthy and safe workplace, protecting the wellbeing of all individuals in the workplace, eliminating hazards, and reducing occupational
health and safety risks.
• ISO/IEC 17025: (for Central & Mini Laboratory) - Laboratory Accreditation Scheme of Malaysia - This certification applies to our Central andMini Laboratories and ensures the reliable and accurate monitoring of water quality supplied to consumers.
• ISO/IEC 27001: (for Billing Information System) Information Security Management System - We have implemented this certification for
our Billing Information System to protect our business information assets from all threats and maintain the security of our customers’
information.

2021

2022

2023

Female (%)

33

14

40

Male (%)

67

86

60

Bumiputera (%)

57

56

60

Chinese (%)

43

33

30

Indian (%)

0

0

0

Others (%)

0

11

10

100

89

90

0

11

10

100

100

100

0

0

0

30 years old and below (%)

0

0

10

31-50 years old (%)

0

0

10

51-65 years old (%)

44

44

20

65 years old and above (%)

56

56

60

Board of Directors - Gender Breakdown

Board of Directors - Ethnicity Breakdown

Board of Directors - Nationality Breakdown
Malaysian (%)
Non-Malaysian (%)
Board of Directors - Disability Breakdown
Non-Disabled (%)
Disabled (%)
Board of Directors - Age Breakdown

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPSASB
DISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

25

STAKEHOLDER ENGAGEMENTSTAKEHOLDER ENGAGEMENTSTAKEHOLDER

In 2023, Ranhill continued to actively engage its diverse stakeholders. Stakeholder engagement is an essential aspect of the Group’s operations.
However, the focus is on leveraging such engagement to develop stronger insights as to the expectations of stakeholders of Ranhill, notably
in terms of value creation. This is essential as it enable Ranhill to review its own perspective of what it perceives stakeholders want or deem
important and to align accordingly with these expectations, even as they evolve over time.

Employees

Such engagements are necessary towards ensuring excellent operational performance and sustained value creation as viewed from thefollowing perspectives: customer satisfaction, product and service quality, regulatory compliance and also accurate identification andprioritisation of material topics.
Importantly, the voice of stakeholders are growing in significance. Regulatory bodies, investors even local communities are increasingly more
vocal in demanding that businesses take a stronger interest and concerted action with regard to environmental and social matters and insafeguarding stakeholders’ interest.
This information can also be tapped in creating stakeholder value and in improving the business model to enable business and financial
sustainability. Ranhill defines stakeholders as individuals, groups or entities that have the potential to influence or impact Ranhill’s operations.
Individuals or groups who are, or may be potentially impacted by the Group’s presence or business operations are also regarded as stakeholders.
Following is a snapshot of the Group’s stakeholder engagement activities for the financial year:
STAKEHOLDER ENGAGEMENT TABLE

Employees

BURSA ESGPERFORMANCEDATA TABLE

24

INTRODUCTIONSTAKEHOLDERTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESENGAGEMENT METHOD

FOCUS AREARESULT / OUTCOME

Kindly refer to Appendix Six
for specific engagement
activities

Activities that are designed to provide
employees with opportunities to bondand build stronger relationships among
themselves.

Improved staff morale, higher awarenessand understanding of the Group’sbusiness plans, reduced attrition rates,
improved organisational culture andgreater sense of belonging to the Ranhillbrand among staff.

Let’s Talk Value Management Employee engagement forum to provide
staff with a channel to voice their concerns
Townhall Session Ranhill
and aspirations to Management.
SAJ 2023
Signing Ceremony Collective Renewal of the ongoing collective
Agreement (“CA”)
bargaining agreement between Ranhill SAJ
and entitled employees, towards ensuring
the continued wellbeing and welfare ofworkers.

Successful renewal of the CA tomutual benefit of both parties and thecontinued assurance of a harmonious
and positive working environment andrelationship between Management andthe employee union.

MWA Conference 2023

One of Malaysia’s leading water industry
events with Ranhill’s participation
represented by relevant subsidiarycompanies. Objective of participation is to
showcase the latest industry technologies,
successes achieved over the past year
and to engage in industry dialogue and to
exchange views with other industry players.

Further establishment of Ranhill
as a leading water industry player,
strengthening of brand recognitionand credibility, exposure to newtechnologies and methodologies
and generation of leads for businessdevelopment.

To continue collaborating with external
parties towards promoting awareness anddriving concerted action on mitigating
environmental impact and to undertake
programmes that deliver environmental
benefits such as e-waste recycling,
employee and community awareness andmore.

A successful collaborative effort that
achieve intended objectives. These
included creating greater awarenessand driving concerted action forenvironmental preservation amongtargeted stakeholders.

Hari Alam Sekitar: Edmi
Electronics Sdn Bhd

Frontliners,
Operators,
Receptionist
and Customer
Service Staff

Financial
Community

Government
and Regulators

6

7

8

9

STAKEHOLDER ENGAGEMENT
10 11 12 13 14 15 16

ENGAGEMENT METHOD

FOCUS AREARESULT / OUTCOME

SKM

Development of skilled, technical water
talents for the industry.

Development of 591 SKM talents in 2023.

Virtual R-CARE H+ Program:
Malaysian Corporate Team
Marathon• Online Group Workout• Outdoor Team Building• Monthly Sharing Session• R-Care Fun Day 2023

Ranhill prioritises the mental and emotional
wellness of its employees.

Employees maintained positive moraleand good health throughout the
pandemic year. Participation in R-care
programs continued to rise.

Customer Service Efficiency
Blueprint

Improve skills and service levels offrontliners such as operators, receptionists
and front desk staff.

Improved customer service levels whichlead to customer satisfaction.

Exhibition

Water Conservation Demonstration.

Consumer behavioural change
requires long term effort. Through thisprogramme, the practices on water
conservation were successfully sharedwith the public.

Website, social media andSAJ Info Centre

Information on planned and unplanned
Faster and efficient notification towater disruption and issues on water supply. customers, which reduces concern
and frustration. Contributes to reducecomplaints during water disruptions andwater supply issues.

9th Annual General Meeting

Open communication with shareholders,
analysts and investors beyond key
events of the corporate calendar. This
includes platforms such as domestic andinternational roadshows, seminars andconferences.

Our shareholder engagement
programme provides a direct avenue
for shareholders, investors or clients toaccess information and engage with thecompany.

Briefing on Ranhill SAJ matters to EXCO
Johor State, Parliament and ADUN.
Presentation at Iskandar Malaysia
Ecolife Challenge organised by Iskandar
Regional Development Authority andJohor Education Department on water
consumption and conservation awareness.

One of the recommended ways toadvertise to a target market andcreate brand awareness and also for
operational efficiency.

Stakeholder Engagement• Kurma Gift 2023
• Iftar Ranhill SAJ Bersama
Media
Briefings and Presentations• Comm 2 Comm:
Pengurusan Aset Air
Berhad• Water Safety Plan 2023

Business development, partnership
Working Visit• Lawatan Kerja Pengurusan building, problem-solving, project
Air Pahang Berhad (“PAIP”) implementation.
• Lawatan Kerja YB Menteri
Sumber Asli, Alam Sekitar
Dan Perubahan Iklim &Perasmian CommandCentre Ranhill SAJ• Lawatan Kerja Syarikat Air
Melaka Berhad (“SAMB”)• Lawatan Tapak Projek Naik
Taraf WTP PT Sulong

The Group is complying with various
regulatory requirements set by ourregulators and clients.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

STAKEHOLDER

Government
and Regulators

Local
Communities

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

26

27

STAKEHOLDER ENGAGEMENTSTAKEHOLDER ENGAGEMENTENGAGEMENT METHOD

FOCUS AREA

Display information on operational andExhibitions• Asia Pacific Climate Week services.
2023• Pameran Program Sayangi
Sg Johor• Pameran Hari Alam
Sekitar Peringkat
Kebangsaan
Events• Majlis Perasmian Tangki
Air Baharu Benut 4• Meet & Greet: Adun
Iskandar Puteri• Lawatan Timbalan Ketua
Menteri Sabah• Jelajah Bermotor MR CEO
2023• Malaysia International
Water Convention 2023

Regulatory compliance, policy formation,
stakeholder engagement.

• Community Engagement• Program Back To School2023• Misi Pasca Banjir Negeri
Johor 2023
• Kongsi Berkat Ramadhan2023• Walkabout Bazar
Ramadhan 2023
• Iftar Ranhill SAJ With Asnaf& Anak Yatim 2023
• IMELC: PPD Pasir Gudang
at SK Taman Rinting• Let’s Save Water Together
Program at Horizon Hill
Development Sdn Bhd• IMELC: PPD Pontian at SK
Melayu Raya Pontian• Ceramah Jimat Air SK Kota
Jaya (Sekoja) Kota Tinggi• Jom Cekap Jom Jimat SK
Nusantara• IMELC: Lawatan Kelestarian• Akses Bekalan Air Percuma
Keluarga En Zainal• Generasi Jimat Air Negeri
Johor SMK Convent BP• Launching a cleanwater and green energy
programme at Kg Sudak,
Gerik, Perak

Contribution of groceries and othernecessary items to underprivileged families
and individual through various CSR
programmes.

RESULT / OUTCOME
One of the recommended ways toadvertise to a target market andcreate brand awareness and also for
operational efficiency.

6

7

8

9

STAKEHOLDER ENGAGEMENT
10 11 12 13 14 15 16

STAKEHOLDERENGAGEMENT METHOD

FOCUS AREARESULT / OUTCOME

Malam Wartawan Malaysia.

Dissemination of information throughmainstream media.

Media

Events• MPI Sponsorship• The Malaysia Book Of
Record Award
Press Conferences
Briefings, presentations andcollaborations

Collaboration with Kloth Malaysia on fabricwaste initiative.

Support from NGOs is important to
influence public opinion towards theCompany.

Regular supplier and vendor
meetings, tender briefings
and tender site visits

Engagement with suppliers is important
to ensure that proper transparency andgovernance are being practiced in procuring
their services.

A fair, transparent and win-win
relationship with our vendors andsuppliers.

The Group is complying with various
regulatory requirements set by ourregulators and clients.
NGOs

Suppliers /Vendors

Creating brand awareness and givingback to the community.

STAKEHOLDER ENGAGEMENT ON WATER ISSUES
ASIA-PACIFIC CLIMATE WEEK 2023
Ranhill participated in the Asia-PacificClimate Week 2023 held in Johor Bahru
from 13 to 17 November 2023. The event,jointly organised by the Johor state
government and the Government of
Malaysia, was designed to foster dialogue
and spur tangible initiatives acrossfour key domains: energy systems andindustry, urban and rural settlements,
infrastructure and transport, as well as
land, ocean, food, and water conservation,
alongside societies’ health, livelihoods,
and economies.

Installing water filtration systems, providing
solar power, and educating the local Orang
Asli community on basic hygiene andhealthcare.

Ranhill collaborates with UNGC and PwC Malaysia in the Johor CEO Roundtable, fostering dialogue, sharing experiences,and catalysing impactful change in business sustainability during Asia Pacific Climate Week 2023

Ranhill participated in lending its insights
as a sustainable water, energy andinfrastructure player, towards promoting
greater industry awareness and action andto play a role in the development of local
ecosystems that will enable sustainable
solutions to emerge in addressing thevarious challenges faced.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESASSESSING AND PRIORITISING MATERIAL TOPICS
5 6 7 8 9 10 11 12 13 14 15 1628

29

STAKEHOLDER ENGAGEMENTASSESSING AND PRIORITISING MATERIAL TOPICS
Ranhill’s President and Chief Executive had reviewed the previous year’s materiality matrix (and topics) and post internal deliberation with theCEOs of operating companies, had called for a management reassessment. This was intended at providing greater clarity on the positioningof the topics, to establish a clearer context of how topics were deemed significant while ensuring that on-ground business and operational
realities were given due consideration in the materiality assessment process.

ISKANDAR MALAYSIA ECOLIFE CHALLENGE (“IMELC”)

The Iskandar Malaysia Ecolife Challenge (“IMELC”)
stands as a beacon for environmental consciousness,spearheaded by the Iskandar Regional Development
Authority (“IRDA”) in collaboration with Ranhill SAJ,a leading partner in sustainable initiatives. This highimpact programme serves as a pivotal platform for
Ranhill SAJ, a key partner renowned for its expertisein water conservation, to advocate for sustainable
practices and enlighten communities about the
crucial importance of preserving this vital resource fora sustainable future.

Ranhill’s Green Initiative: Water Conservation Talk at Sekolah Kebangsaan Taman Rinting

This led to an in-depth reassessment, which saw the participation of the CEOs of operating companies, who shared their strategic views basedon the extent of importance (materiality) of each of the identified 20 topics. Materiality was defined as in the actual and / or potential business
impacts of said topic to their respective business operations. An additional consideration was how important a specific topic was / is to key
stakeholder groups. These included regulators, customers, investors, employees and others.
The views of the CEOs were supplemented by the Group CFO, who considered the materiality of topics from the perspective of financial
materiality. The presence of an Independent, Non-Executive Director (“INED”) enabled an external perspective, drawing from the experienceand approaches of other companies as well as the said director’s expertise and experience. The INED also played an additional role, in asking
specific questions and seeking clarification on the views and decisions of the CEOs and the CFO.
Also lending their strategic perspectives were representatives from Group Corporate Communications and Group Sustainability. The session
was moderated by an external sustainability guidance and advisory consultant, who offered support in terms of industry practices andapproaches, as well as providing explanations on the definition of topics for the benefit of all participants.
The outcome achieved from the management review and reassessment exercise was a more reflective and business relevant matrix. The
Management Matrix developed provides a launchpad for a more expansive materiality assessment exercise, involving external stakeholders to
be undertaken in 2024.

AMATA NAKORN INDUSTRIAL ESTATE LEARNING CENTRE (THAILAND)
MATERIALITY MATRIX

Water and Environment Institute for Sustainability (“WEIS”) visiting Amata Nakorn Industrial Estate
Learning Centre, Thailand

Total Visitors at Amata Nakorn Industrial Estate Learning Centre

2021

2022

2023

35

371

858

Ranhill’s Materiality Matrix
Influence on stakeholder assessments and decisions

RWTT’s Amata Learning Centre continues to serve as a
top draw as an educational centre – attracting tourists,
students, industry professionals, government officials
and academia. The centre continues to promoteawareness on water management and water related
issues and industry solutions. These include greywateror reclaimed water, water pollution, water treatment,
NRW and more. The learning centre is a non-profit
initiative aimed at promoting a stronger sustainability
consciousness with regard to preservation of water
resources, sustainable water use and cultivating
increased understanding of circular economy
principles through the use of greywater.

6
18

17

16

1

4

13

11

8

7

19
20

9

3

2

10

12

15

14

5

Significance of the organisationʼs sustainability impacts

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLE

1

2

3

4

30

31

ASSESSING AND PRIORITISING MATERIAL TOPICSECONOMIC PERFORMANCE

Environmental

S

SocialG

Governance1

Biodiversity

7

Community Engagement

13

Anti-Corruption

2

Climate Change and Greenhouse
Gas Emissions

8

Customer Experience and Statisfaction

14

9

Employee Engagement

Corporate Governance andRegulatory Compliance

3

Energy Usage and Energy Efficiency

Human Rights, Diversity, Equity andInclusion

15

10

Data Protection and Cyber Security

16

Economic Performance17

Ethics and Integrity

18

Innovation

19

Operational Excellence

20

Risk Management

4

Material Management

5

Waste (Solid) and Wastewater
Management

11

Safety, Health and Wellbeing(Employee and Public)

6

Water Security, Accessibility and
Tariff12

Supply Chain Management andResponsible Sourcing

APPENDICES

5

6

7

8

9

ECONOMIC PERFORMANCE
10 11 12 13 14 15 16

ECONOMIC VALUES CREATED

focus area - materiality

E

SASB
DISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

Going forward, Ranhill may reassess its materiality exposure based on a double materiality perspective towards including financial materiality(along with impact materiality) in line with the requirements of IFRS S1 and S2.

2023 has seen Ranhill continue to record improved financial performance, which is integral
towards driving sustainability initiatives and in ensuring effective shared prosperity or
distribution of values created to stakeholders.

Ranhill has developed
performance ratios,
towards establishingefficiency or intensity
benchmarks

In essence, the undertaking of sustainability strategies, programmes and initiatives often
requires significant amounts of financial capital, which must be invested or spent upfront.
Hence, continued robust financial performance is intrinsically tied to driving the ESG agenda.
For example, adoption of Renewable Energy (“RE”) requires significant CAPEX in procurementof solar panels, development of suitable infrastructure and more. Similarly, the undertakingof social investments or Corporate Social Responsibility (“CSR”) requires not just budget, butalso manpower and investments of other capitals.
As prior mentioned, 2023 has seen Ranhill register robust fiscal performance as evidenced
in revenue and earnings growth. Further details of the Group’s financial performance areprovided in the Group Financial Highlights section of SR2023 on pages 6-7. Readers may alsochoose to review detailed performance disclosures as provided in the Management Discussion
and Analysis section of AR2023.

INDIRECT ECONOMIC VALUES CREATED
Ranhill also measures its performance in terms of economic values distributed to stakeholders. These include distribution of dividends toshareholders, payment of taxes to the government (which enables social and infrastructure development), repayments to financiers andcontributions to for a wide range of charitable and social causes.
2021

2022

2023

RM’ Million

RM’ Million

RM’ Million

289.8

358.8

456.7

1,471.2

1,733.3

2,276.1

Taxes Paid to Government (income tax, by country)

26.6

60.8

49.9

Returns to Shareholders (dividends)

12.7

32.2

19.3

Repayments to Financiers (loans, finance costs, distribution costs andnon-controlling interests)

163.4

155.8

215.9

Payments to Employees (salary and emoluments)
Payments to Suppliers and Partners (operating expenses)

SUPPORTING LOCAL PROCUREMENT
Ranhill as much possible, subscribes to a commitment to procure locally for its business requirements, with local being defined as in local
as in where the Group operates. The exception to local procurement is when goods or services are unavailable locally or are unavailable at acompelling value proposition. In such instances, the Group may choose to procure from foreign or overseas suppliers.
Local procurement is preferred as it enables shorter supply chains, thus improving the time take for receipt of goods, materials and services,
enables reduced environmental impact and also contributes to local employment and local job creation and entrepreneurship opportunities.
Local vendor development and technology and knowledge transfer are also some of the benefits generated from local procurement.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

32

33

ECONOMIC PERFORMANCEECONOMIC PERFORMANCE

Besides a focus on local procurement, management’s approach is driven by merit; that is vendors are selected from a tender process involving
multiple bids for consideration. A tender and quotation committee is formed to evaluate all bids received and to recommend the best bid basedon costs, scope of works, prior track record, and other set criteria. If necessary, the process may involve the participation of the CEO and Boardof the respective subsidiary.

PROPORTION OF SPENDING ON LOCAL PROCUREMENT

However, exceptions can be made in the event of emergency situations where a quick appointment is necessary to facilitate urgent works toprevent severe loss to assets, infrastructure or even to people.

APPENDICES

5

6

7

8

9

ECONOMIC PERFORMANCE
10 11 12 13 14 15 16

Percentage of Proportion Spending on Local Procurement

2021

2022

2023

Ranhill SAJ

100

100

100

RWS

100

100

100

RWT

93.75

97.92

99.07

RSE

100

100

100

Where relevant, suppliers must also have all necessary regulatory certifications and qualifications. In essence, fit to undertake the jobs they’rebidding for. These include being registered with the Registrar of Companies and also with the relevant regulatory authorities or industry bodies
such as, CIDB, Ministry of Finance (“MoF”) and SPAN, Registrar of Companies (“ROC”) and other relevant authorities. Ranhill SAJ verifies theeligibility of all suppliers in the tender process via the relevant authority’s websites. 100% of new suppliers were screened for social criteria.

RBSB

93

100

100

RW

100

100

100

All tenders come attached with the Group’s ABAC policy as a reminder to all bidders of Ranhill’s strict zero tolerance policy with regard tocorrupt practices and that suppliers must be corrupt free as a prerequisite to participate in the tender. Failure to adhere to the aforementioned
would present grounds for disqualification from the tender process, termination of the contract awarded and being reported to the regulatory
authorities for further action.

All suppliers are assessed on a regular basis to ascertain their performance and the overall quality of their works and services. In particular,
Ranhill SAJ has implemented an alphabet grading system with “A” being an excellent classification and “D” being poor. Contractors rated “C”
will be given a warning notification to improve their services with specific feedback on improvement areas identified. Those rated “D” will be
removed from the Approved Supplier List and barred from bidding or undertaking any Ranhill SAJ jobs for a year.

SUPPLIER ASSESSMENT

Ranhill SAJ’s and RSE have developed their respective Procurement Policies and Procedures. The former’s is consistent with requirementsof SPAN, Water Services Industry Act, Product Specification and the company’s SIRIM certified ISO9001: 2015 operation manual. Matters ofprocurement are managed by Ranhill SAJ’s Contract and Procurement Department.

Similarly, other subsidiaries have also implemented their respective supplier assessment systems:

RSE’s Procurement Policies and Procedures provide specific requirements with regard to procurement budget, tender processes, formationof tender committees, contractor registration processes and evaluation, emergency procurement guidelines, exemptions for sole sourcing aswell as terms for approval and payment.

Number of Local Suppliers

2021

2022

2023

Supplier A

353

304

299

Supplier B

476

490

510

All tenders are to be approved by the CEO or company Board, depending on the procurement value. The tender initiators prioritises local andBumiputera suppliers or contractors for the tender invitation. The selected supplier or contractor is chosen based on merit that is the suppliercapabilities to meet the tender specifications and price offer.

Supplier C

54

54

50

Supplier D

19

21

13

Total Number of Local Suppliers

902

869

872

Percentage of Local Suppliers (%)

100

100

100

2021

2022

2023

Supplier A

92

88

90

Supplier B

94

92

94

Supplier C

96

96

92

Supplier D

88

0

90

Percentage of Local Suppliers

100

100

100

No department is designated for the procurement process. The tender is initiated by the relevant department, monitored by the Tender
Secretary, evaluated by Tender Committee and approved by the CEO or Board.

Preparationof the Tender
Documents

Invitation toparticipate to all
qualified suppliers,
vendors andcontractors who are
ROC registered

RANHILL SAJ

RWS
Supplier’s Performance (%)

Closing ofTender process

Preparation of
Tender Evaluation
ReportAs in previous years, Ranhill’s continues to maintain a close to 100% local procurement track record.

Awarding ofcontract award andformal appointmentof goods / service
providerIncreasingly, suppliers are also being screened for their ESG performance; that is their level of compliance to environmental and social standards
set by the government and their overall efforts in adopting sustainability practices within their business operations. ESG considerations or
requirements is explicitly stated in for example, Ranhill SAJ’s Procurement Policy & Procedures (“P & P”) which have stipulations for suppliers
to display good ESG practices at all times.
The Group has thus far, not discovered any negative social or environmental impacts arising from its supply chain and will look to strengthen
supply chain audit and assessments going forward.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1634

35

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATIONINTRODUCTION

We adopt
methodologies
to reuse existing
resources and to
produce minimal
waste as much as
possible within thevalue chain

Circular Economy Model

Ranhill’s business model is dependent on natural capital such as water and energy resources.
Hence, environmental awareness and preservation is directly linked to financial materiality
as well as being important safeguarding stakeholders. The health of the rivers and thecontinued availability to energy sources and the transition to more eco-friendly alternatives
are fundamental to Ranhill’s ability to sustain the business model and ensure continued value
creation.

Water Resources

Treated Industrial
Sewage Effluant

Hence, the focus on the environment is driven by a motivation to be a force for good, tosafeguard the future and to play a meaningful role in ensuring a liveable environment, while
delivering a positive impact to society.
Hence, the Group’s focus on safeguarding water resources, continuously pursuing efficiency
in water consumption notably through progressive reduction of NRW, improving operational
efficiency, transitioning to RE based energy for its own operations as well as to meet thenation’s energy needs and also pursuing opportunities such as carbon capture and storage
and adopting circular economy approaches such as enabling the use of greywater for nonpotable applications.

Water
Treatment
Plant

Wastewater
Treatment Plant andReclaimed Water
Treatment Plant

NRW

ConsumerThis is progressively transitioning its business operations and that of clients from a linear based resource consumption model to one centred
on reduced resource consumption by adopting methodologies to reuse existing resources and to produce zero waste as much as possible
within the value chain.

Non-Potable
PotableGuided by the International Water Association’s (“IWA”) guideline, “Water Utility Pathways in a Circular Economy”, Ranhill’s adoption of thecircular economy approach is exemplified in the Group’s reclaim water treatment operations and its 50 MW Large Scale Solar (“LSS”) plant. At
Ranhill SAJ’s Sultan Iskandar WTP, solar panels provide 63 kWp of clean energy while at the Gunung Ledang WTP, the mini hydro installation
generates 73 kWp of clean energy.

NRW

Wastewater
Reclaimed Water

Industry

CIRCULAR ECONOMY APPLICATION – GREYWATER PRODUCTION•

Through RWT, Ranhill has brought a circular economy approach tothe management of wastewater in Malaysia and Thailand.

••

RWTT’s and AnuRAK WWTPs provide a zero discharge solution at
Amata Industrial Park both in Rayong and Chonburi, Thailand. The
same concept of zero discharge solution also applied in Malaysia
through Forest City STP4 project in Johor.

Ranhill’s 54 kWp Solar PV System at the 20 MLD Sultan Iskandar WTP Extension Project

Micro Hydro Application at Gunung Ledang Water Treatment Plant, Tangkak, Johor

Development of a reserve water source for use in the event ofregular water supply disruption.
Less effluent produced which potentially reduces environmental
impacts on rivers and other water bodies.
The ability to continuously reuse the same quantity of greywater.

Cumulatively, from its reclaimed water operations in Thailand andMalaysia, RWT produces 28 MLD of greywater; 17 Million Litres Daily(“MLD”) from Thailand and 11 MLD from operations at Forest City.

In essence, beyond just treating wastewater for safe disposal into thedrainage system, wastewater undergo further treatment processes
which converts wastewater into grey or reclaimed water. The
greywater is fit for non-potable industrial or commercial use.
Benefits of leveraging greywater is as follows:•

Reduced dependence on treated potable water. This reduces
water consumption costs.

24 MLD Wastewater Treatment Plant in Amata Industrial Estate Chonburi, Thailand

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVE

MANAGEMENT’SAPPROACH TOSUSTAINABILITYABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1637

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATIONRESPONDING PROACTIVELY TO CLIMATE CHANGE IMPACTS

The circular economy approach is also practiced at the operations of the Ranhill’s two CCGT power plants in Kota Kinabalu, Sabah.
RSE’s CCGT plants can operate in a combined cycle mode – producing electricity from gas fuel as well as from the steam generated from theproduction process. This enables reduced consumption of fossil fuels to generate the same quantity of electricity. According to the American
Gas Association, natural gas emits 90,000 fewer pounds of CO2 per billion British Thermal Unit (“BTU”) than coal.
ADDRESSING NON-REVENUE WATER
In 2023, Ranhill has succeeded in further reducing NRW rates in Johor to 25.0%, outperforming against SPAN’s set target of 25.5%. This equates
to additional savings of 16.3 MLD and further entrenches Johor state’s position as having the lowest NRW rates in Malaysia. In terms of monetarysavings. The additional 16.3 MLD saved is equivalent to RM3.16 million in water production costs.

27.0

26.7

26.3

26.5
25.1

24.9

24.7

The Group continues to provide climate related disclosures based on the TCFD pillars of Governance, Strategy, Risk Management and Metrics
and Targets. The Group has, to an extent identified its climate related risks and opportunities. These include the impact of climate change
on water sources and water infrastructure, potential impacts of carbon tax and emissions ceiling that might be imposed in various future
operating scenarios and the emergence of new opportunities, particularly in the water and energy sector.
A snapshot of physical and transition risks have been provided as follows (see pages 80-83 for further information on Ranhill’s TCFD disclosures).

Physical
Risks

26.0
25.0

Ranhill remains cognisant of its physical and transition climate risks and at the same time, continues to take necessary climate action toprevent, reduce and manage its contribution to climate change impacts. In essence, the management approach to climate change is driven
from a business and operational perspective as well as consideration for environmental and social impacts.

CLIMATE CHANGE CONSIDERATIONS

NRW Level (%)

25.0

CONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDING36

CIRCULAR ECONOMY – CCGT DRIVEN ENERGY GENERATION

25.5

ENVIRONMENTAL
AWARENESS ANDPRESERVATION

Impacts toEnvironment andSociety

25.0

24.5

DOUBLE MATERIALITY PERSPECTIVE

Transition
Risks

24.0
23.5
2017

2018

2019

2020

2021

2022

2023

Financial
Impacts

IDENTIFIED IMPACTS
Lack ofwater supply
affects
abstraction
capability
and thus
revenues

Increased
maintenance,
CAPEX andOPEX costs

Lack ofwater supply
to meetgrowing
consumption
demandImplications
arising
frompotential
carbon tax
imposition

Increasedurgency todecarbonise
operations

In 2023 Ranhill rehabilitated and replaced 180.2kM of pipeline, mostly in Johor. An additional 12 DMAs established bringing the total to 1,196
DMAs. Addressing NRW loss is imperative as the impact is profound on the entire water ecosystem.

Financial Impacts

Supply Impacts

Environmental Impacts

•
•

•

•

Reduced revenue lost.
Contributes to reduced CAPEXand OPEX.

••

Reduces need to abstract
additional water from rivers.
Reduces requirements for
additional infrastructure i.e.
WTPs and etc.
Alleviates issues of low reserve
margins, particularly in highwater consumption locations.

Reduces energy consumption,
particular electricity as thereis less requirement to abstract
additional water.

In 2023, Ranhill commenced collaboration with the Malaysia Green Technology and Climate Change Corporation (“MGTC”) and has implemented
a progressive adoption of the recommendations made under the TCFD framework.
Working together with MGTC, Ranhill was able to develop a comprehensive carbon baseline for the Group. The exercise covered carbon
emissions Scopes 1, 2 and 3. With the development of its carbon baseline, Ranhill now has the impetus to chart a sustainable and effective
pathway towards achieving carbon neutrality or net zero carbon status as early as 2050.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1638

39

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATION• Carbon Removals / Offsets• GHG Management and Governance• Normalising Low Carbon Practices• Leading the Low Carbon Market• Decarbonising the Value ChainGroup-wide
Initiatives

Wind Energy

Floating Solar Farm
Solar Farm
(Self-Consumption)

Geothermal

HydrogenHydro(Self-Consumption)
High-Efficiency Gas
TurbineEfficient Pump
Solar Farm

Solar Farm
(Self-Consumption)
Process Optimisation
Performance
Optimisation

Co-firing with
Hydrogen

New RE Technologies

Low Carbon Water
Treatment
Carbon Capture
Hydro
Equipment Maintenance
Plant Maintenance

Water Business
Water Business
Energy Business(2023-2030)

Accelerate Action

Water Business

Energy Business(2031-2040)

Scaling Action-2,000,000

Note:* Business-as-usual (“BAU”) is assuming three new CCGT extended the Power Purchase Agreement (“PPA”) and still operated by Ranhill Utilities Berhad.

Carbon dioxide (CO2), Methane (CH4), Nitrous oxide (N2O), Hydrofluorocarbons (HFCs), Perfluorocarbons (PFCs), Sulphur hexafluoride (SF6), Nitrogen trifluoride (NF3)

Energy Business(2041-2050)

2040

Scope 1 & 2 GHG Emissions (tCO2eq)
1

Floating Solar(Self-Consumption)

2050
GHG removal)*

pathway06,000,000

8,000,000

2022 Base Year
(Malaysia Operation)

For Ranhill’s water operations, namely the operations of Ranhill SAJ, the Group shall seek to displace its electricity consumption from the gridwith RE alternatives via electricity sourced from our solar farms while energy efficiency and optimisation of operations will revolve aroundreplacement of less efficient motors as well as pump scheduling regimes respectively for “Source-to-Tap” operations.

2030

The energy business will pivot to focus on renewables by expanding its portfolio of utility-scale solar farms while also exploring the potential ofgeothermal and wind energy. With regards to the CCGT operations, Ranhill shall continue pursuing optimal operational efficiencies and going
forward explore carbon capture and storage technologies.

Ranhill Net Zero Roadmap Summary

As for short-term targets, by 2030, Ranhill is committed to a 25% reduction in emissions per electricity generated in our Energy Business and a
30% emissions reduction in our Water Business.

2,000,000

The goal is to reduce Scope 1 and Scope 2 emission level as compared to its 2022 base year by 90% as early as 2050. The balance residual
emissions will be addressed through carbon removal or offsets solutions. The roadmap shall also address measurement and reduction of
Scope 3 emissions. All seven (7) greenhouse gases1 will be addressed in this roadmap, ensuring comprehensive coverage.

Reduced em
issions

Ranhill Net Zero diagram (next page) summarises the path, target and respective business mitigation strategies.

Business as-usual (BAU

The roadmap covers the operations of Ranhill’s major subsidiaries based in Malaysia, under its Energy and Water business based on a 2022base year figure of 1,932,031 tCO2eq. These subsidiaries are Ranhill SAJ, RWS, RWT, RSE I, RSE O&M I, RSE II, RSE O&M II, RBSB and Ranhill Solar.

SHORT-TERM TARGETS
Energy Business• Emission per electricity generated (tCO2eq/MWh): 25% reduction• RE share: 10% of Ranhill generation capacity• Renewable energy generation capacity: 0.2 GWWater Business• Emission (tCO2eq): 30% reduction

This Ranhill Net Zero 2050 Roadmap outlines the Group’s transition plan consisting of targets, strategies and actions towards adopting a low
carbon business model and ultimately achieving a net zero carbon status as early as 2050.

4,000,000

LONG-TERM TARGETS
Energy Business• Emission per electricity generated (tCO2eq/MWh):• 90% reduction• Residual emissions to be removed• RE share: 85% of Ranhill generation capacity• Renewable energy generation capacity: 8.2 GWWater Business & Other Subsidiaries• Emission (tCO2eq)• 90% reduction• Residual emissions to be removed / offset

RANHILL NET ZERO AS EARLY AS 2050 ROADMAPABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

ECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1641

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATION

Carbon Offset Mechanisms
Decarbonising Through Renewable
Energy (“RE”) Transition
Energy Efficiency and Reduction
Measures Operational Efficiency

Hence, larger scale RE adoption is warranted. Among measures to be
adopted include further participation in LSS projects as well as the
Corporate Green Power Programme (“CGPP”). The development ofgreen power projects, under the CGPP would enable Ranhill to supply
the RE energy produced into the national grid, while consuming anequal amount for its WTP operations. This would enable a more
expeditious approach in decarbonising its water operations.
3

Energy Efficiency and Reduction Measures
Operational Efficiency

Presently, across all of its operations, Ranhill continues to pursue
a wide range of energy efficiency and operational productivity
measures. These include identifying quick wins across the businessprocess and if necessary, re-engineering processes where possible
to reduce fuel and electricity consumption. This may entail theundertaking of energy audits to identify improvement opportunities,
wastages and also focussing on creating greater employee awarenesson being mindful of avoiding energy wastages and to ensure optimum
energy efficiency at all times.
Given the higher emissions from direct energy use, such as
consumption of combustive fossil fuel based sources, efforts will
also be undertaken adopting more eco-friendly alternatives suchas transitioning to fleet electrification as well as use of electricvariants such as electric forklifts and electric vehicles in contrast
to conventional diesel and fuel powered assets, machinery andequipment.
Other measures potentially include further adoption of small-scalesolar use i.e. for street and outdoor lighting, use of motion and time
sensors for outdoor lighting and more.
2

ASSESSING AND
PRIORITISING
MATERIAL TOPICS

40

RANHILL’S TACTICAL EXECUTION TOWARDS NET ZERO 2050

1

STAKEHOLDERENGAGEMENT

Decarbonising Operations Through Transition to
Renewable Energy (“RE”)

The pivot to RE would provide significant impetus in driving Ranhill
towards Net Zero as early as 2050 and the realisation of its interim
2030 decarbonisation targets.
The Group’s efforts in leveraging mini-hydro and solar have beeneffective and therefore, similar installations can be implemented atother suitable WTPs. This approach is also not resource intensive,
but the effects in reducing carbon would be gradual and would takea longer time.

Carbon Offset Mechanisms

Residual emissions which are unavoidable can be offset or neutralised
through the purchase of carbon credits via Bursa Malaysia Voluntary
Carbon Market (“VCM”) or other approved trading mechanisms.
4

Supply Chain Stipulations

While the above strategies would largely address Scope 1 and Scope
2 emissions, Ranhill is cognisant that it also needs to address Scope
3 emissions.
Hence, the focus going forward, in working with its supply chains,commencing locally and thence looking at overseas suppliers. The
effort would start with developing oversight i.e. carbon baseline on
more aspects of Scope 3 emissions beyond employee commuting
and business travel. The goal is to further develop a comprehensive
carbon baseline for Scope 3 emissions, working with larger suppliers
at first before cascading the initiative to more suppliers progressively.
With this, Ranhill would be able to better ascertain how the Group isa contributory factor to indirect carbon emissions; and accordingly,
develop effective strategies to mitigate and reduce Scope 3 emissions.
Presently, vendors are required to either comply with or supply
equipment that follows the specifications and criteria of the Energy
Management System (EnMS ISO 50001:2018) practiced. Setting such
criteria may lead to higher procurement costs but this promotes thecontinuous “greening” of the Ranhill supply chain.

ENERGY CONSUMPTIONINTRODUCTION
The largest consumers of energy within the Group are Ranhill SAJ and RSE. These two businesses account for close to 99% of energy consumed
and contribute 99.6% of the group’s total emissions.
The former consumes both direct and indirect energy sources energy to power the operations of WTPs. Electricity is by far, the largest energy
source relied on to power the operations of 46 WTPs in Johor. Diesel and petrol is typically used to power company vehicles as well as machineryand diesel gensets in cases of disruption to grid sourced electricity.
RANHILL SAJ
Ranhill SAJ approach to energy management is driven by adherence to its ISO 50001 certified Energy Management System Certification(“EnMS”). Ranhill SAJ also ensures adherence to the Efficient Electric Power Management Regulations 2008 (“EMEER2008”). The focus is on
pursuing energy efficiency through operational and productional efficiency, progressive transition to RE and participation in the CGPP todecarbonise operations.
Ranhill SAJ has also developed its carbon footprint data analysis methodology system, that provides carbon scope coverage across all three
scopes. Data and analysis is gathered and analysed respectively by an inhouse Carbon Footprint Team. Please see Appendix Three for more
information.
Findings and insights derived from the analysis is used to identify opportunities for energy consumption and emission reduction. Focus isplaced on the pump systems deployed at WTPs, which are the main consumers of energy.
RSE
For RSE, natural gas is consumed as the primary fuel source for the Teluk Salut and Rugading power stations. Natural gas is a cleaner fossil fuelcompared to diesel and other hydrocarbon fuels typically used for combustion at power plants.
In addition, both power plants consume less than 5% of total electricity generated to power its own operations i.e. various machinery and forlighting, heating, and cooling purposes. This is known as auxiliary load, which is a necessary aspect of the power generation process. Power
plants may also at times, consume electrical energy from the grid for the same purpose.
RSE adheres to the Grid Code For Sabah and Labuan (Amendments) 2017. The company continues to seek opportunities to reduce energy
consumption by focussing on operational efficiency – ensuring the turbines and all related assets, machinery and equipment are operating in
optimum condition. Scheduled maintenance is performed on a timely manner to ensure assets, machinery and equipment is fit for purposeand does not consume excessive energy as intended.
OTHERSRWT consumes energy sourced from the national electricity grid for the operations of its WTP, WWTP and Reclaimed Water Treatment Plants(“RWTP”) in Malaysia and Thailand.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1642

43

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATIONGROUP ENERGY CONSUMPTION

GHG AND CARBON EMISSIONS

Total energy consumed has increased due to increased consumption demand for water and electricity in 2023. Hence, the increase in energy
consumption figures. However, from an energy intensity perspective as in energy consumed against revenues generated, the Group continues
to register an improvement in terms of consumption efficiency.
GROUP
Total Energy Consumption

2021*

2022

Direct Energy Consumption Diesel (litres)

1,615,311.30

11,115,682.84

11,997,626.97

Direct Energy Consumption Diesel (kWh)16,637,706.39

114,491,533.29

123,575,557.80

59,766.52

411,280.27

443,912.20

Direct Energy Consumption Petrol (litres)

329,032.20

356,912.64

Direct Energy Consumption Petrol (kWh)2,533,547.96

2,748,227.34

9,114.19

9,886.48

21,561,653.88

22,333,813.62

2,969,433,968.52 6,319,720,752.84

6,546,040,771.70

Direct Energy Consumption Diesel (GJ)

Direct Energy Consumption Petrol (GJ)
Direct Energy Consumption Natural Gas (MMBtu)
Direct Energy Consumption Natural Gas (kWh)10,131,129.20

2023**

Direct Energy Consumption Natural Gas (GJ)

10,690,367.53

22,751,857.18

23,566,640.13

Indirect Energy Consumption (kWh)321,100,678.80

374,144,126.01

375,764,074

Indirect Energy Consumption (GJ)

1,155,962.44

1,346,918.85

1,352,750.67

113,219.00

134,631.00

293,628.07

407.59484.67

1,057.06

3,307,285,572.71 6,811,024,591.10

7,048,425,371.92

Solar Derived Electricity Generated (kWh)Solar Derived Electricity Generated (GJ)
Total Energy Consumed (kWh)Total Energy Consumed (GJ)

11,906,504.08

24,519,655.16

25,374,257.74

Energy Intensity (kWh / revenue RM’ Million)

2,160,353.76

3,945,446.67

3,090,328.95

7,777.45

14,203.59

11,125.16

Energy Intensity (GJ / revenue RM’ Million)* The 2021 energy consumption data may seem unusual due to a change in reporting boundary, which now includes the entire Group starting from 2022.
** Data for Ranhill SAJ, RSE I and RSE II are assured by Deloitte PLT.

INTRODUCTION
Scope 1 and Scope 2 GHG emissions contributed the bulk of Ranhill’s emissions which mainly came from gas-fired power plants subsidiaries(RSE I and RSE II).
Ranhill remains cognisant of the impact of carbon emissions on the environment and society. As prior mentioned on pages 38-41, the Group
continues to take necessary action to reduce carbon emissions from its operations.
For the Group to realise its Net Zero targets, holistic strategies that encompass all subsidiaries are warranted, irrespective of their businessnature and operations. This extends to covering all Scope 1, 2 and 3 for carbon emissions.
As for short-term targets, by 2030, Ranhill is committed to a 25% percent reduction in emissions per electricity generated in our Energy Businessand a 30% emissions reduction in its Water Business. The approach also extends to Scope 3 emissions, where we are dedicated to measuring andreducing our environmental footprint comprehensively. Kindly refer to Appendix Three for the full GHG inventory and carbon accounting analysis.
Emissions by Subsidiaries

Short-term Targets (2030)

Long-term Targets (2050)

821,246 tCO2eq
RSE I
42.5%

744,495 tCO2eq
RSE II

1,932,031 tCO2eq

38.5%

Ranhill SAJ

2022 Total GHG Emissions(Malaysia Operations)359,144 tCO2eq

18.6%
0.4%

7,146 tCO2eq

25%
Emissions Reduction(tCO2eq/MWh)NET ZERO
Scope 1 and 2 GHG emissions

30%(Malaysia Operations)

Emissions Reduction(tCO2eq)

Other subsidiaries

CARBON EMISSIONSRENEWABLE ENERGY GENERATION
Ranhill SAJ taps RE, namely solar and hydro derived electricity from its Sultan Iskandar and Gunung Ledang WTPs.
2021

2022

2023

Sultan Iskandar WTP (solar) (kWh)48,397.00

25,605.00

76,823.10

Gunung Ledang WTP (hydro) (kWh)64,822.00

109,026.00

216,805.00

Total RE (kWh)113,219.00

134,631.00

293,628.10

Carbon Avoided (kgCO2e)

85,820.00

102,050.30

222,570.10

2021

2022

2023*

Group Scope 1 (tCO2eq)349,204.70

1,309,266.62

1,357,602.92

Group Scope 2 (tCO2eq)

187,843.90

291,556.49

292,907.11

Group Scope 3 (tCO2eq)

15,941.87

331,155.13

453,290.06

Total (tCO2eq)555,011.47

1,931,978.24

2,103,800.09

2021

2022

2023

1,530,900.00

1,726,300.00

2,280,800

Scope 1 Intensity

0.2

0.8

0.6

Scope 2 Intensity

0.1

0.2

0.1

Scope 3 Intensity

0.01

0.2

0.2

Total Carbon Intensity

0.3

1.2

0.9

*

Data assurance by Deloitte PLT for Scope 1 and Scope 2 for Ranhill SAJ, RSE I and RSE II.

Intensity Carbon Emissions (Tonnes CO2e) / Revenue (RM’000)
Revenues (RM’000)

Note:
The increase in total carbon emissions and emissions intensity between 2021 and 2022 is due to the expansion of the GHG inventory boundary to include the entire
Group in the latter year. 2021’s boundary was primarily set to Ranhill SAJ’s carbon footprint analysis data.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESSASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1644

45

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATION

Both of RSE’s CCGT power plants, as much as possible run in Combined Cycle mode. This is to minimise the release of carbon and otheremissions into the atmosphere. Combined cycle enables initial gases to be reused in the combustion process to create additional energy.
RSE’s Environment Policy states that operations are to minimise the consumption of resources towards reducing waste generated andenvironmental impacts including emissions. Effective maintenance is performed regularly to optimise gas turbine performance and efficiency.
Higher efficiency and lower heat rate contribute to lower emissions.

RSE I AND RSE II AIR EMISSIONSAir Emissions Data

2021

2022

2023

NOx Emissions (excluding N2O) (mg/m3)

RSE I
HRSG 11: 49.77 mg/m3
HRSG 12: 40.30 mg/m3
HRSG 21: 46.03 mg/m3
HRSG 22: 40.06 mg/m3

RSE I
HRSG 11: 21.01mg/m3
HRSG 12: 21.77mg/m3
HRSG 21: 17.40 mg/m3
HRSG 22: 19.61mg/m3

RSE I
HRSG 11: 12.04mg/m3
HRSG 12: 11.49mg/m3
HRSG 21: 11.34 mg/m3
HRSG 22: 10.95mg/m3

RSE IIHRSG1A = 8.29mg/m3
HRSG1B = 7.06 mg/m3

RSE IIHRSG1A = 25.15 mg/m3
HRSG1B = 11.40 mg/m3

RSE IIHRSG1A = 20.58 mg/m3
HRSG1B = 23.40 mg/m3

RSE I
HRSG 11: 55.6mg/m3
HRSG12: 47.4 mg/m3
HRSG 21: 41.6 mg/m3
HRSG 22: 40.0 mg/m3

RSE I
HRSG 11: 12.6mg/m3
HRSG 12: 10.0 mg/m3
HRSG 21: 9.4 mg/m3
HRSG 22: 7.05 mg/m3

RSE I
HRSG 11: 0.0 mg/m3
HRSG 12: 0.0 mg/m3
HRSG 21: 0.0 mg/m3
HRSG 22: 0.0 mg/m3

RSE IIHRSG1A = 0.57 mg/m3
HRSG1B = 0.86 mg/m3

RSE IIHRSG1A = 17.98 mg/m3
HRSG1B = 21.53 mg/m3

RSE IIHRSG1A = 0.80 mg/m3
HRSG1B = 1.05 mg/m3

RSE I
HRSG 11: 8.06%
HRSG 12: 6.66%
HRSG 21: 3.52%
HRSG 22: 7.02%

RSE I
HRSG 11: 2.70%
HRSG 12: 2.60%
HRSG 21: 2.70%
HRSG 22: 3.20%

RSE I
HRSG 11: 1.00%
HRSG 12: 1.22%
HRSG 21: 1.36%
HRSG 22: 1.06%

RSE IIHRSG1A = 3.55%
HRSG1B = 4.58%

RSE IIHRSG1A = 1.17%
HRSG1B = 1.20%

RSE IIHRSG1A = 1.02%
HRSG1B = 1.00%

CCGT Power Generation
Steam
TurbineExhaust Gas toAtmosphere
via StackGenerator

Low Pressure
Exhaust SteamHigh
Pressure
SteamHigh Recovery
Steam Generator

Fuel Natural Gas

ExhaustAir

Air Out

Other Standard Categories of Air Emissions
Identified in Relevant Regulations – CO (mg/m3)

Air Cooled
Condenser

Pump

Feed Water

Air InCombustion Chamber
Air Inlet

Compressor
Generator

Electrical Grid

Gas Turbine

OTHER AIR EMISSIONS
Ranhill also records production of other emissions beyond carbon, emitted from the operations of RSE’s CCGT power plants.
Nitrogen Dioxide and Carbon Monoxide emissions levels within the permissible limits set by the DOE, which are emissions not exceeding
150 mg/m3 for Nitrogen Dioxide and 100 mg/m³ for Carbon Monoxide. Emissions levels are monitored by DOE via the Continuous Emissions
Monitoring System (“CEMS”).
Measurement of results is based on SOPs set by the DOE of Sabah and is conducted by an independent 3rd party environmental consultant.
Results can also be influenced by the following:•••

BURSA ESGPERFORMANCEDATA TABLE

Quality of gas supplied to the gas turbine during the measurement period.
Load demand during sampling.
Operational conditions of the gas turbine i.e. temperature, efficiency and other ambient factors.

Greenhouse Gas (GHG) Emissions Associatedwith Power Deliveries (tCO2eq) (%)

Note:
Station’s emission limit complied with Third Schedule, part A(2), Environmental Quality (Clean Air) Regulations 2014 (first enforced in June 2019), based on emission
sources and O2 references corrected at 15%.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLE

1

3

4

ENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1647

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATIONTOTAL NO. OF WATER POLLUTION INCIDENTS AND WTP SHUTDOWNSCOMBATTING WATER POLLUTION
Safeguarding water resources is vital in ensuring sufficient water supply for the state of Johor. However, finite water resources in the state,
namely upstream rivers, continue to face issues, namely pollution.
Causes of pollution include high level of untreated effluents discharged into rivers, primarily industrial effluent. Other pollutants include
agricultural waste, domestic discharge as well as untreated sewerage. Most of these originate from illegal factory operations or illegal farms
and farming activities. Sand mining, construction and rock-blasting activities creates sediment that is then typically washed into rivers by rain
or by washing activities undertaken on work sites.

2021

2022

2023

2

1

0

Total Hours of Shutdown

16.2

52

0

Financial Losses (RM’ Million)

0.04

0.006

0

Interruption due to Contamination* in Raw Water (No. of Cases)

Note:
Data includes all types of interruption including ammonia contamination.

ADDRESSING AND PREVENTING WATER POLLUTION THROUGH TECHNOLOGY
Ranhill SAJ’s responsibility as a private water operator only starts
at the intake that is ensuring the quality of raw water supplied todomestic and non-domestic customers as per the KPIs set by SPAN.
The responsibility of ensuring the quality and quantity of riverwater supply rests with other stakeholders. Nevertheless, as partof safeguarding its availability to natural capitals, Ranhill has taken
the initiative in combatting river water pollution. These include
deployment of a RM7.0 million Pollutant Removal System (“PRS”)
at the Simpang Renggam WTP to reduce ammonia levels to below
10 ppm.

At times, effluents may be treated, however installed effluent treatment systems do not adhere to regulatory standards for effluent discharge
or are poorly maintained. If effluent levels exceed the permissible threshold, then WTPs must be shut down. Shutting down WTPs is the only
option to prevent contaminated water from being distributed through the network and to consumers. For example, the threshold level forammonia content in water is 10 particles per million (“ppm”). However, ammonia discharge into rivers far exceed this threshold necessitating
shutdown of affected plants.
The shutdown of WTPs leads to reduced water being supplied and sold and consequently, revenue losses. The revenue loss incurred corresponds
to the duration of the shutdown, which can stretch from one-hour to several days.
Consumers suffer inconveniences or in the case of industrial or commercial customers, significant losses due to inability to operate theirbusinesses due to lack of water supply.
Access to clean water is a basic human right which Ranhill SAJ adheres to so alternative measures to supply water including supplying water
through tankers to affected areas. This leads to increased operating costs as well as GHG emissions attributed to increased diesel consumption
by tankers.
In recent years, strict enforcement and close collaboration between Ranhill SAJ and regulatory authorities have led to the number of pollution
cases dwindling. Ranhill SAJ’s ’s Environmental Crime Prevention Unit or UCJAS continues to work closely with Badan Kawalselia Air Johor(“BAKAJ”), the Department of Environment (“DOE”), Ministry of Health (“MOH”), SPAN and the Royal Malaysian Police in identifying pollution
incidents and perpetrators, in collecting evidence and in bringing polluters to court.
Still, on an annual basis, cases are still reported and these have led to a wide range of issues including:
Impacts•

2

APPENDICES

46

PRESERVING WATER RESOURCES•SASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

Excessive water pollutant levels
poses harm to consumers.
Contaminated rivers and water
bodies can impact riversidecommunities as well as local
wildlife.

Operational Impacts••

Neccessity to shutdown WTPs
that abstract water from along thepolluted source.
Damages to pipes due to airlocks
that build up when water supply is
shutdown.

Pollutant Removal System, Simpang Renggam, Johor

Ranhill also employs remote operated drones and high-tech probes to undertake surveillance on potential polluters or to verify pollution
incidents. These methods also enable more effective gathering of samples which can be used to produce evidence in the event polluters aretried in court.
Apart from monitoring, reporting and evidence gathering, which are reactionary measures, Ranhill continues to focus on pre-emptive measures.
This includes focussing on stakeholder awareness and education. Both are achieved through site visits to areas located adjacent to in proximity
to rivers.
WATER QUALITY

Financial Impacts•••

WTP shutdowns lead to inability
to supply water and therefore
revenue losses.
Costs associated with provisionof alternative supply i.e. sending
water tankers, etc.
Impacts to brand reputation andcredibility.

Ranhill SAJ continue to adhere to all KPIs set by the water industry regulator SPAN in Malaysia. RWTT and AnuRAK adhere to the Thai equivalent
for its operations in Thailand. Kindly refer to Appendices Two and Three for specific details on the compliance levels achieved.
Ranhill SAJ’s adherence is driven by its Water Safety Plan (“WSP”) which focusses on identifying all hazards that affect the safety andacceptability of drinking water.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1648

49

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATION

Risk assessment starts from the catchment areas right through to treatment and distribution and extends to the consumers’ premises. Amongparameters monitored to ensure water quality are Dissolve Oxygen (“DO”), Biochemical Oxygen Demand (“BOD”), Chemical Oxygen Demand(“COD”), Suspended Solid (“SS”), pH level and ammonia levels. These and other parameters are monitored on a quarterly basis.

Water Treatment Plant
Proficiency Test

Raw Water Index

WSP Document

Water Supply
System Auditing

WSP
Programme

Water Quality
Troubleshooting
Programme

Water Treatment Plant
Auditing Programme

OPERATIONS IN WATER STRESSED AREAS
Ranhill SAJ is cognisant that some of its water operations in Johor are located in areas deemed to be water stressed locations. Water stressed
locations are locations that have a water reserve margin below 15% as provided for in the SPAN Water and Sewerage Fact Book 2022.

RAW WATER TRANSFER

MEASURES TAKEN TO SAFEGUARD WATER SUPPLY
Beyond combatting pollution, Ranhill SAJ continues to focus on all aspects of the water supply ecosystem. This includes at the abstraction
points, the treatment, supply and distribution of potable water statewide.

Abstraction• Raw water transfer activities• Groundwater extraction

Supply and Infrastructure• Reducing NRW levels• Improving operational efficiency of
existing WTPs
• Upgrading existing WTPs
• Adding new WTPs into the network• Developing offriver storage

Raw water transfer pump from Sungai Johor to Upper Layang Dam, Sg Layang, Pasir Gudang, with a capacity of 180 million liters per day

Capacity• Ensuring sufficient reserve margins,notably at water stressed areas

Ranhill SAJ, together with regulatory stakeholders, continue to make progress on several raw water transfer projects. These include the projectto transfer 180 MLD of raw water from Sungai Johor to the Upper Layang Dam. There is also the Sg Ulu Sedili Besar water transfer project
which when completed in 2031, will enable 600 MLD of raw water to be channelled from Sg Sedili to the Gembut WTP, thereby boosting reserve
margins at Johor Bahru and Kota Tinggi.
Aside from ensuring sufficient supply and reserve margins, raw water transfer ensures higher dam and reservoir levels. Higher water levels in
dam means larger water surface areas which increases oxygen levels.
GROUNDWATER HARVESTING AND OFFRIVER STORAGE
Ranhill SAJ has achieved a degree of success in harvesting groundwater. At the Lok Heng WTP, 4 MLD of groundwater has been harvested. The
quantities are typically small but efforts to explore groundwater potentials continue.
It is essential that groundwater harvesting be undertaken in a sustainable manner as over consumption could affect underground water tables.
Quantities harvested should tally with the ability of aquifers to replenish themselves through rainfall.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVE

MANAGEMENT’SAPPROACH TOSUSTAINABILITYABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

ASSESSING AND
PRIORITISING
MATERIAL TOPICSSTAKEHOLDERENGAGEMENTECONOMICPERFORMANCECONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1650

51

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATIONRANHILL SAJ WATER CONSUMPTION

Following are Ranhill SAJ’s water sources across Johor:

Ranhill SAJ consumes water through abstraction as well as for WTP maintenance activities, primarily.

Existing Raw Water Source

Sungai
SegamatSungai
Segamat Kecil

SungaiKahangSungai
Sembrong

SUNGAIENDAU

Sungai
JuasehLabong Dam

SungaiLenggorCongok Dam
SungaiJementahSungai
Sedili Kecil

Sungai
Pontian Besar

SUNGAIBATU PAHAT

Raw Water Abstraction River (m³)

417,035,411

412,930,624

434,919,724

Raw Water Abstraction Dam (m³)

265,956,548

273,960,621

275,324,523

Total Raw Water Abstraction (m³)

682,991,959

686,891,245

710,244,247

Average (m³ / month)

56,915,997

57,240,937

59,187,021

Raw Water (m³)

682,991,959

686,891,245

710,244,247

Treated Water (m³)

653,207,737

671,311,627

681,406,791

In Plant Usage (m³)

29,784,222

22,967,479

15,533,687

The assurance of the data is provided by Deloitte PLT.

2021

2022

2023

Total Water Consumption (m3)

9,775,278

9,169,864

10,273,372

Surface Water withdrawal (m )9,794,829

9,165,281

10,301,852

3Sungai
Benut

Gunung Pulai& Pontian
Dam

2023*

RWTT and AnuRAK consumes water primarily for the operations of its WTP and WWTPs including maintenance activities.

Sungai
GembutSembrong
Dam

SUNGAI
MUAR

2022

RWTT & AnuRAK WATER CONSUMPTIONSUNGAISEDILI BESAR

Bekok Dam

2021*

Sungai
Mersing

GunungLedang Dam

Sungai
Pengeli

3

Recycled Water (m )4,749,304

4,418,503

4,456,620

Total Water / Effluents Discharged (m3)

5,631,211

5,645,833

7,618,803

RSE WATER CONSUMPTION

Sungai
Skudai

Water is consumed mainly for the steam turbine operations. Raw water is used mainly to produce demineralised water for heat recovery steam
generator and steam turbine operation. Water is heated to produce steam that drives the steam turbine. The rotating steam turbine thengenerates electricity. Water is also used for washing of the boilers and for maintenance works such as gas turbine offline water wash, boiler
tube leaking, valves passing works and other purposes. Water is also consumed by employees for personal use.

Lebam Dam

Layang Dam
Sungai
Sayong

Note:

ENVIRONMENTAL
AWARENESS ANDPRESERVATIONSUNGAIJOHOR

Water use is optimised by ensuring both power plants continue to operate at a high efficiency with no water wastage or steam leakages.
Pre-treated water is sourced from the state utility provider, Jabatan Air Sabah.

5 Major River Basins in Johor.

2021

2022

2023*

Teluk Salut (m3)75,18090,920104,597

Rugading (m3)43,11042,78746,535

Total (m )118,290

133,707

151,132

WATER CONSUMPTION
On the back of meeting increased consumption demand Ranhill SAJ saw increased abstraction of water in 2023. This led to an overall higher
consumption level for the Group year-on-year.

Group Water Consumption (m )
3

2021

2022

2023

692,885,527

696,194,816

720,668,751

3*

The assurance of the data is provided by Deloitte PLT.

The increase in water consumption in 2023 is attributed to higher energy generated in tandem with increased consumption demand from the grid.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1652

53

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATIONRBSB has been certified to ISO14001 (Environmental Management System) standard since 22 October 2015. The scope covers officemanagement which includes RBSB’s ability to demonstrate sustainability solutions incorporated in the projects or to influence clients toincorporate sustainability solutions in their projects.

WASTE MANAGEMENTINTRODUCTION
Ranhill’s operations produce both scheduled and non-hazardous waste. The goal is to reduce waste production through the application of
circular economic approaches by identifying opportunities across the value chain to reduce, reuse and recycle materials towards ultimately
reducing wastes generated.
Waste management is material as waste products produce carbon emissions and when not well managed, can pollute water systems,
contaminate land, dirty the environment and impact society.
All hazardous and non-hazardous waste is managed and disposed of, in accordance to regulatory requirements set by DOE. These include
DOE’s Environment Act 1974 Effluent Standard A and Effluent Standard B and Scheduled Waste Order 2005. In Thailand, sludge is managed inaccordance to Notification of Ministry of Industry Re: Industrial Waste Management and Disposal, B.E.2548 (2005).
Waste is managed and disposed of by DOE licensed third party contractors at government approved landfill sites. The waste disposal processadopted by Ranhill’s companies are as follows:

At RSE, waste produced by both power plants are managed in accordance to the requirements set by DOE. RSE’s Environmental Policy Statement
unequivocally emphasises the company’s commitment to prevent pollution, reducing waste, and minimising resource consumption.
Among key strategic measures taken include optimising the useful life of the machines and to minimise overall waste quantities generated fromoperations. The former is achieved through regular maintenance of assets, machinery and equipment including undertaking refurbishment
and overhauls of turbines and all major equipment.
SLUDGE PRODUCTION (RANHILL SAJ)
2021

2022

2023

Total (kg)

91,935,416

93,788,980

96,025,961

Monthly Average (kg)7,661,285

7,815,748

8,002,163

2021

2022

2023

Ranhill SAJ (MT)

Nil

Nil

Nil

RSE (MT)

88.2

86.6

37.5

RBSB (MT)

0.48

Nil

Nil

2021

2022

2023

RSE (tonnes)

100.9

86.6

37.5

RBSB (tonnes)

0.5

Nil

0.5

2021

2022

2023

Recycled Waste (tonnes)

Nil

Nil

36

Non-Recycled Waste Generation (tonnes)

Nil

Nil

1.5

Percentage of Recycled Waste (recycling rate) (%)

Nil

Nil

93.7

Percentage of Non-Recycled Waste (%)

Nil

Nil

6.3

HAZARDOUS WASTE

Pack and store
scheduled waste in
the designated area

Inform appointed
waste management
contractor

Register and recordscheduled waste
details in theconsignment note

Record theconsignment note
info in the DOE online
portal, ESWIS andlogbookScheduled waste
collected by theappointed waste
management
contractor anddisposed at DOE
approved sites

WASTE DIRECTED TO DISPOSAL
TYPES OF WASTE
Company

TYPES OF WASTE PRODUCED

Ranhill SAJ

SludgeRSE

Heat from turbines, heat recovery steam generator and steam turbines, wastewater, electronics, used lubricating &hydraulic oil, contaminated sand & absorbent, used chemical container, contaminated oil filter, contaminated cotton
rags, chemical waste from the lab.

TYPES OF WASTE PRODUCEDAmong the key waste products produced by Ranhill’s operation is sludge. Sludge is produced from water and wastewater treatment operations,in Malaysia and Thailand. Sludge is sent to designated areas within the confines of the respective WTP area. In Malaysia, sludge is treated andmanaged according to the DOE’s Environment Act 1974 Effluent Standard A and Effluent Standard B and Scheduled Waste Order 2005.

WASTE RECYCLEDABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENVIRONMENTAL AWARENESS AND PRESERVATION
5 6 7 8 9 10 11 12 13 14 15 1654

55

ENVIRONMENTAL AWARENESS AND PRESERVATIONENVIRONMENTAL AWARENESS AND PRESERVATIONEFFLUENTS MANAGEMENT AND DISCHARGEENSURING ENVIRONMENTAL REGULATORY COMPLIANCE

All effluents discharged have been treated in accordance to standards set by the authorities such as the Standard B, 5th & 8th Schedule
Environmental Quality (Industrial Effluents) Regulation 2009 issued by the DOE. There were zero cases of non-compliance recorded in 2023.

RSE (m3)

2021

2022

2023

12,629.37

11,558.37

11,354Thus far, all discharge, effluents and emissions from operations remain within the permissible levels as stipulated by the DOE and otherregulatory bodies. Ranhill or its subsidiaries have had zero incidents of fines, censures or any other form of punitive action for non-complianceto environmental regulatory standards.
RECYCLING INITIATIVES
Collaborating with Kloth Malaysia, Ranhill has established the Ranhill Re-bin initiative, which is aimed at collecting old or unwanted clothing.
The programme continues to see traction with over 3,882.32 kg of cloth waste diverted from landfills and 8,677 kg of CO2e emissions avoided.
2022

2023

Waste Cloth Collected (kg)1,189

2,693.7

Carbon Emissions Avoided (kgCO2e)

2,187

6,021

E-WASTE INITIATIVE
Ranhill, together with Electronic Recycling Through Heroes (“ERTH”)
has established an e-waste collection and recycling programme. The
programme enables safe disposal of unwanted computers, mobile phones,
peripherals and other forms of electronic waste and the recycling of thesame. E-waste poses environmental and health risks, contains valuable
resources, and contributes to resource conservation and energy efficiency
when recycled. Hence, the importance of practicing waste separation forsuch items and recycling these as much as possible. The total amountcollected for recycling for 2023 stood at 250 kg.

700.65 kg GHG Emissions Reduced

Ranhill’s operating companies comply with the respective regulatory standards for noise, effluent discharge, air and other requirements.
Operating Company

Environmental Standard

Ranhill SAJ

Complies with KPIs set by SPAN and Environmental Quality Regulation of DOE.

RSE I & RSE II

DOE standard, EQA 2009. Environmental Quality Regulation, DOE.

RWT

DOE Environmental Quality Act and its regulation. Malaysia Ministry of Health (MOH) Drinking Water Quality Standard.

RBSBRBSB uses EAIR as part of monitoring, eliminating and reducing environmental aspect of the organisation. EQA 1974,
MASMA and other standards which is recorded in the organisation legal requirement document.

RW

Not applicable as RW only provides consultancy and project management services.

At RSE I and RSE II, an environment audit is conducted on a quarterly basis by Rehpro Scientific Sdn Bhd. The audit encompasses plant
performance to verify if operational performance levels comply with standards set by SESB and DOE. The scope of audit includes audits ofenvironmental aspects such as noise levels, waste and effluent level and air emissions. Plant operations is assessed annually via a Performance
Test conducted by TNB approved parties such as TNB Remaco.
In 2023, Ranhill has continued to maintain an exemplary compliance track record with zero non-compliance cases recorded for the financial
year.
NON-COMPLIANCE TRACK RECORD

1.04 kg Toxic Metals Diverted
0.45 kg of Lead
0.59 kg of Arsenic
122.25 kg Total (Metals)
0.01 kg of Gold8.35 kg of Copper
18.15 kg of Aluminum

Ranhill’s ESG Hub, located at Headquarters, to share Sustainability Insights on ESG

At the operational level, all of Ranhill’s operations, including those of subsidiaries comply with the necessary regulations for environmental
performance. These include regulations stipulated by the Department of Environment (“DOE”), SPAN, CIDB and others. In addition, the Group’s
operating subsidiaries are certified to various ISO standards which set best practices for environmental operations.

95.73 kg of Steel

2021

2022

2023

Ranhill SAJ

0

0

0

RSE

0

0

0

RWT

0

0

0

RWS

0

0

0

RBSB

0

0

0

RW

0

0

0

BIODIVERSITY
While Ranhill’s operations are deemed to not be in areas considered to have significance biodiversity importance, the Group remains committed
to focussing on biodiversity given the topic’s importance. Biodiversity is intrinsically linked to food security, the livelihood of farmers, fishermen
and villagers, to culture, the health of ecosystems and more. While biodiversity may not be directly material to Ranhill, the topic is material to
the Group’s stakeholders.
Presently, to the knowledge of the Group, Ranhill’s operations are not located in or adjacent or close to areas deemed to have a high-level of
biodiversity. No IUCN Red List species have been discovered in the areas that Ranhill’s operations are located. This includes the operations ofRanhill SAJ, RSE, RWT, RBSB and RW.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

56

57

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGINTRODUCTION

Ranhill as a
responsible corporate
citizen continues
to create positive
multiplier effects that
benefit a wide range ofstakeholders

Ranhill continues to focus creating positive social impacts namely in two areas: thedevelopment of local talent and the provision of skilled employment opportunities as well
as delivering benefits to local communities by supporting and contributing to a wide range ofcharitable organisations or community services and infrastructure.
However, beyond these two focus areas, Ranhill’s water operations are able to serve society
in other distinctive ways. This includes in playing a meaningful role in safeguarding the basic
human right to access to clean water.

In support of SDG 6: Clean Water and Sanitation, Ranhill SAJ in 2023, has provided rebates amounting to RM0.73 million for water bills to 2,726
poor and hardcore poor households across Johor. The recipients of rebates were selected based on the Johor State’s e-kasih programme list,
which is a register of urban and rural poor and hardcore poor households. All households on the list were given rebates based on their water usage.

0.89
0.78

0.86

0.84

3,200

0.80
0.73

RM’ Million

0.70

3,100
3,000

0.60

2,900

0.50
2,800

0.40

2,700

0.30
0.20

2023

860,000

2,324,547

6,900,205

3,237

3,216

2,726

Total Value of CSR Contributions Made (RSE)

Nil

Nil

18,500Total Beneficiaries

Nil

Nil

Nil

Total Value of CSR Contributions Made (Ranhill SAJ)
Total Number of Beneficiaries

For 2023, RSE has continued to focus on undertaking social empowerment and upliftment activities around Sabah, particularly in the vicinity of
Kota Kinabalu. RSE’s contribution to supporting social services and community infrastructure include aid to educational institutes and societalgroups as well as religious organisations and buildings. The total worth of RSE’s CSR contributions was numbered at RM23,500 for 2023.
A RM5,000 donation to build Surau Mangkaladom for the local community

RM2,000 donation to build a mortuary room at Kampung Bandulan, Menggatal

3,300

2,600
3,058

3,136

3,207

3,237

3,216

2,726

2018

2019

2020

2021

2022

2023

0.10
0

2,500

No. of Poor and Hard Core Poor Households

0.80

2022

Undertaking electrical wiring work worth RM5,000 to install ceiling fans and lighting
at the open hall of SMK Tebobon

Water Rebate Programme

0.90

2021

SERVING SABAH’S NEEDY – RSE

SUPPORTING THE BASIC HUMAN RIGHT TO WATER (WATER REBATE PROGRAMME)

1.00

The reduction in the number of households benefiting from the E-Kasih Water Rebate Program in 2023 can be attributed to a strategic data
cleaning initiative undertaken by Ranhill SAJ, the program administrator. In an effort to enhance the program’s precision and in achieving truly
targeted assistance, Ranhill SAJ collaborated with district offices, utilising their databases to refine the beneficiary list. This meticulous process
enabled the removal of discrepancies and inaccuracies, resulting in a more accurate representation of households that genuinely qualify forthe rebate. The reduced number of beneficiaries reflects a focused approach to assist those in real need, aligning with our commitment toefficient and targeted social impact initiatives.

RM2,000 worth laptop and printer to Sekolah Agama Rakyat Kampung Sinulihan Baru,
Keningau
Donation of electrical appliances worth RM1,500 to Tabika Kemas Kampung Kebayau,
Telipok
RM2,000 contribution for the roofing repairs at Sekolah Kebangsaan Pekan Papar
RM5,000 contribution for the carpeting of Surau Ar-Rahman, Kampung Rampayan
Menggatal

Donation of electrical appliances to Tabika Kemas Kg Kebayau to enhance
educational facilities, support community development, and promotesustainability within the community

YOUNG WATER PROFESSIONAL
As in previous year, Ranhill’s Young Water Professional (“YWP”) programme continues to develop talent for the local water industry. In 2023,
148 participants were selected for the YWP with each given exposure, training and various other capacity building opportunities. The goal of
the programme is to progressively train a pipeline of water industry professionals to meet the needs of a fast expanding sector that continues
to increase in complexity and technical requirements, notably with the proliferation of technology.

2,400

No. of Poor and Hard Core Poor Households

Rebated Amount (RMʼ Million)

YWP Participants

2021

2022

2023

112

121

148

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

58

59

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING

Nur Nadiah Omar

Senior Executive Human Resources

The YWP Program provides me with aplatform to improve my interpersonal
skills as well as boost my confidence levels.
I also have the chance to get involved withmanagement and participate in various
company initiatives and programmes.

Ir. Muhamad Fahmy Khalid

Assistant Manager, Mechanical & Electrical

My involvement in the YWP Program hadteach me to improve my interpersonal
skills throughout various company
program and helps me in my career
progression in the company.

Young Water Professional Teambuilding 2023 at Tanjung
SepangRecruitment &Selection

High Performance
Culture (“HPC”)

Employee’s Competency andCareer Development

Internship and Management
Trainee Programme

Succession Planning andManagement

Code of Conduct andBusiness Ethics, Fraud &Whistleblowing

INSPIRATIONAL WORKPLACE AND CULTURE
TALENT MANAGEMENT AND DEVELOPMENT

Pico Solar installation in partnership with Expro, SOLS
Energy, and Ranhill Worley Kuala Lumpur at Kampung
Orang Asli Kampung Jeram Kedah

In July 2023, Ranhill Worley and Exprocollaborated on the Kampung Orang Asli
Jeram Kedah programme - installing Pico
Solar systems in 50 houses. 23 volunteers
participatedwhich
benefitted500
indigenous villagers.

The focus on human capital is driven by both impact and financial materiality perspectives.
The first centres on considerations of creating a wide range of local employment opportunities
ranging from highly-skilled knowledge based occupation to more manual or unskilled work.
The jobs created and supported have a multiplier effect in supporting local families, improving
quality of life, enabling households to stay above the poverty line or even achieve social andincome mobility.
At the same time, the recruitment and retention as well as training of a skilled workforce
supports operational efficiency and contributes to improved productivity, enables better
decision making, enhances technical capabilities and develops leaders across Ranhill. Hence,
talent development is certainly linked to business performance. Given the importance oftalent management, all CEOs of subsidiary companies have their remuneration linked to theachievement of specific talent related KPIs and targets.
BOARD OVERSIGHT ON TALENT MANAGEMENT AND DEVELOPMENT

Ranhill ensures clean water access for Kampung Orang Asliin Kg Sudak, Gerik, Perak promoting community well-being

In October 2023, Ranhill’s Special Projects
team went down to Kg. Sudak in Gerik,
Perak to establish basic clean water andsolar electricity infrastructure for 60 Orang
Asli villagers. Aside from providing basic
infrastructure, the team also spent time shareon personal hygiene with the community
and making donations of toiletries, toys andother items, especially for children.

Given the importance of talent to the Group, the matter of talent management anddevelopment comes under the purview of the Board of Directors of the Group, specifically the
Nominating and Remuneration Committee (“NRC”) supported by Group Human Resources(“GHR”). Subsidiary RBSB has also linked the remuneration of the company’s Management toachievement of HR related KPIs and targets.
While the NRC adopts a broad overview of talent related strategies, the development ofoperational plans, systems and cultivation of a professional workforce that meets Ranhill’sneeds comes under the purview of GHR as well as the respective HR departments / units
established at operating subsidiaries. In addition, CEOs of subsidiaries are also assigned tobe talent champions at their respective companies. GHR reports to the NRC on a periodic
basis, from which matters of talent management and development is then conveyed to thefull Board.

TalentManagement &Development

Competency Based
Performance Management
SystemGrievance Handling

Promotions & Reward
Management

Equal Opportunity
Workplace

GHR as well as HR functions at the subsidiary companies recommend and propose initiatives to the NRC for approval. HR collaborates with thesenior management team to drive talent management and organisational development.
Ranhill employs the Balanced Scorecard system to measure employee and business productivity towards identifying best practices andenhance management techniques. Each subsidiary adopts distinct approaches, reflecting their commitment to efficiency and continuous
improvement.
RW emphasises a robust Performance Management system, evaluating employee performance against KPIs. RBSB has implemented the
Project Time Input Control Setup (“PROTIC”) program to measure productivity. RWS and RWT also utilises the Balanced Scorecard system formeasuring and optimising performance.

Investing in Human Capital

Increased internal talentdevelopment focus

Budgetary spend on talent, average training
hours and average training spend per employee

Active marketing outreach andemployer branding activities

Information on talent acquisition acvtivities,
i.e. roadshows, career talks, advertising, etc.

Promoting ESG credentials to
attract millenials

Promote ESG initiatives by effectively
communicating them through social media
engagement, empowering employees to advocate
for them, and participating in sustainability events

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

60

61

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGADHERENCE TO LOCAL LABOUR LAWS AND
INTERNATIONAL CONVENTIONSIn terms of regulatory compliance, Ranhill adheres to the Malaysian
Employment Act 1955, the Sabah Labour Ordinance and Employment
Act 1955 and its equivalent in Thailand. The Group also has aligned
to the statutes stipulated by the International Labour Organisation(“ILO”), the Universal Declaration of Human Rights and the following
UN Global Compact 10 Principles:
Human rights, labour, environment and anti-corruption
UN Guiding Principles on Business and Human Rights
International Labour Law
Prohibiting child and forced labour
Ensuring non-discrimination and equal opportunity
Supporting a harassment-free and violence free workplace
Prohibiting retaliation or any form of physical and mental
disciplinary practice
Respecting worker’s right to freedom of association
Ensuring compliance with laws governing working hours andwages
The rights of workers have been reinforced with theestablishment and implementation of the following policies
and procedures:
Elimination of excessive
working hours

Procedure on Fatigue
Management

Compliance with minimum
wage

Compliance with Minimum
Wage Order 2018

Right to freedom of
association / collective
bargaining

Policy Statement on Human
Rights and Labour Standards

Prevention of child or force
labourWritten policies that address
non-discrimination, thecreation of an equal
opportunity workplace,gender and ethnic diversity

Policy Statement on
Recruitment for both
employees and vendors

Ranhill SAJ communicates its HR policies globally through internal
circulation in dual-language (English & Malay). Ranhill Sabah ensures
accessibility by communicating the policy within the company,
available for staff access in a shared folder. Worley affirms theglobal communication of its policy. RBSB effectively communicates
the Ranhill Group sustainability policy globally, translating it into

relevant languages for easy comprehension. Ranhill Technologies
disseminates the policy through InfoRWS to all employees, including
it in Bahasa Melayu language. RWT distributes a staff handbook
to new employees. These practices highlight the commitment towidespread understanding by making policies accessible and clear in
relevant languages.
The Ranhill Group provides specific training for managers on handling
reports or instances of bullying or harassment within its subsidiaries.
Ranhill SAJ offers Domestic Inquiries Modules for executives andabove. Worley conducts annual training on the Code of Conduct,
including for new hires, without specifying the inclusion of MACC.
Ranhill SAJ has a policy against child and forced labour, complying
with the Malaysian Employment Act. Ranhill Sabah also affirms theprevention of child labor and forced labour through its HRPPM0201
Recruitment and Selection Policy.
RBSB expects managers to familiarise themselves with procedures
outlined in the Grievance Procedures and the eCCBE platform.
Ranhill Technologies handles misconduct through the Group’s IR
mechanisms without mentioning specific training. RWT, without
specific training mentioned, relies on the Human Resources
Department to advise managers within the grievance mechanism.
In 2023, Ranhill has continued to see zero confirmed reported
cases of non-compliance or complaints from employees of unfair
or discriminatory treatment, harassment in all forms, as well ascomplaints of forced labour, excessive working hours and human rights
infringements or violations.
The findings were obtained from a labour risk assessment conducted
in 2023. The assessment was conducted as part of the procedures for
the Business Continuity Management System (“BCMS”).

Ranhill SAJ engages closely with Jabatan Tenaga Kerja (“JTK”) toensure alignment the latter’s labour standards. Worley follows
guidelines such as the labour law and the Malaysian Employment
Act, ensuring compliance with labor standards.
RBSB actively participates in workshops, talks, and seminars
organised by the MEF and utilises its levy to contribute to Human
Resources Development Corporation (“HRD Corp”), showcasing acommitment to labour standards and professional development
initiatives.
HRD Corp Visit, elevating labour standards and championing professional development

EQUAL OPPORTUNITY WORKPLACE (DIVERSITY AND INCLUSIVITY)
Ranhill subscribes to the principle of Equality, Diversity and Inclusivity (“EDI”) as being a fundamental approach to talent management. EDI
ensures that Ranhill is able to have access to the best possible talent and importantly, ensures that it complies with its strong corporate beliefs
in upholding human and labour rights.
Hence, the focus on merit being the sole basis for the hiring, retaining and rewarding as well as promotion of talents. Importantly, EDI is viewed
as having strategic value as it enables Ranhill to benefit from a stronger collective pool of talents, professional qualifications, experience,expertise and perspectives. This promotes more informed decision making, ideas development and the cultivation of a high-performanceorganisational culture.
GHR continues to champion diversity and inclusivity with talents coming from all major ethnic groups in Malaysia, including East Malaysia(Sabah and Sarawak). Championing diversity also ensures that marginalised and under-represented groups have access to employment
opportunities.
The Group’s HR policies continue to champion meritocracy with clear mentions of commitment to ensure equal and fair access to employment,
training and promotion opportunities and to be able to work in a conducive environment free from abuse, harassment or any negative
behaviours.

ENGAGEMENT WITH ASSOCIATIONS ON TALENTMANAGEMENT MATTERS

Ranhill subscribes to the principle of equal work for equal pay. The Group strictly forbids any discrimination in the hiring, rewarding,remunerating of, and promotion as well as training of employees based on race, gender and religious background or any other socio-culturaland demographic factors.

As in previous years, Ranhill SAJ, RWS and RSE continue to engage
with industry bodies and governmental entities pertaining to talentmanagement. These include relevant ministries and agencies such as
the Malaysia Employer Federation (“MEF”).

Historically, the water, power and infrastructure sectors tend to see a more male based workforce. This is likely due to the physical nature ofmany jobs, where working on operational sites and undertaking job functions that require physical strengths is typically not preferred by many
women in the Asian context. However, the gender disparity declines significantly in terms of office based jobs.

Such engagements serve to ensure Ranhill is abreast of the latest
development with regard to employment conditions and stipulations
and also provides opportunities for Ranhill to share its views as an
employer.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

62

63

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGGROUP EMPLOYEE DEMOGRAPHICSETHNIC DIVERSITY BY EMPLOYEE CATEGORY

General Workforce Data

2021

2022

2023

Ethnicity Breakdown

Total Workforce

3,909

4,018

4,203

Male Employees

3,114

3,162

3,271

Female Employees

795

856

932

Number of Managerial Staff with Indian Ethnicity

Nil

11

17

Malaysian Employees

3,485

3,990

4,043

Number of Managerial Staff with Others Ethnicity

Nil

19

53

Number of Executive Staff with Malay Ethnicity

Nil

882

753

2021

2022

2023

Number of Managerial Staff with Malay Ethnicity

Nil

282

309

Number of Managerial Staff with Chinese Ethnicity

Nil

33

34

Foreign Nationals

115

28

160

Malay Employees

3,347

3,622

3,735

Number of Executive Staff with Chinese Ethnicity

Nil

89

73

Chinese Employees

142

123

120

Number of Executive Staff with Indian Ethnicity

Nil

40

22

Number of Executive Staff with Others Ethnicity

Nil

89

97

Indian Employees

77

77

65

Others

251

162

283

Number of Operational Staff with Malay Ethnicity

Nil

2,475

2,264

Senior Management Staff

67

73

87

Number of Operational Staff with Chinese Ethnicity

Nil

12

13

Management Staff

253

267

327

Number of Operational Staff with Indian Ethnicity

Nil

28

24

975

1,097

945

Number of Operational with Others Ethnicity

Nil

58

131

2,612

2,581

2,844

2021

2022

2023

3,107

3,015

3,428

Executives
Non-Executives

WORKFORCE BY PERMANENT AND NON-PERMANENT EMPLOYEESGENDER DIVERSITY BY EMPLOYEE CATEGORY
2021

2022

2023

Number of Permanent Employees

Number of Female Managerial Staff

72

94

108

Number of Temporary Staff / Contractors

802

1,003

775

Number of Male Managerial Staff

173

252

306

Percentage of Permanent Employees (%)

79.5

75.0

81.6

Number of Female Executive Staff

236

318

358

Percentage of Employees that are Contractors or Temporary Staff (%)

20.5

25.0

18.4

0

0.02

0.02

100

99.8

86

2021*

2022

2023

Nil

1

1

Number of Male Executive Staff

596

782

587

Percentage of Global Staff with a Disability (%)

Number of Female Operational Staff

368

435

448

Percentage of Employees Entitled to Employee Benefits (%)

Number of Male Operational Staff

1,777

2,137

1,984
WORKFORCE BY ABLED / DIFFERENTLY ABLED COMPOSITIONAGE DIVERSITY BY EMPLOYEE CATEGORYDisability Breakdown
2021

2022

2023

Number of Managerial Staff Aged 30 and Below

Nil

3

2

Number of Non-Disabled Managerial Staff

Nil

344

413

Number of Managerial Staff Aged 31-50

Nil

181

223

Number Disabled Executive Staff

Nil

0

1

1,100

944

Number of Disabled Managerial Staff

Number of Managerial Staff Aged 51-65

Nil

154

183

Number of Non-Disabled Executive Staff

Nil

Number of Managerial Staff Aged 65 and Above

Nil

8

6

Number of Disabled Operational Staff

Nil

1

3

Number of Executive Staff Aged 30 and Below

Nil

234

320

Number of Non-Disabled Operational Staff

Nil

2,572

2,841

Number of Executive Staff Aged 31-50

Nil

704

513

Number of Executive Staff Aged 51-65

Nil

155

104

Number of Executive Staff Aged 65 and Above

Nil

7

8

Number of Operational Staff Aged 30 and Below

Nil

603

763

Number of Operational Staff Aged 31-50

Nil

1,490

1,614

Number of Operational Staff Aged 51-65

Nil

478

464

Number of Operational Staff Aged 65 and Above

Nil

1

3

*

Data collection commenced in 2022, therefore no data is available for 2021.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

64

65

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGEMPLOYEE TURNOVER BY EMPLOYMENT CATEGORYRECRUITMENT AND SELECTION
Ranhill’s hiring policy is based on merit; that is the provision of access to all interested and qualified candidates to apply for the position. The
principle applies irrespective if the position is open to internal candidates, external or both internal and external candidates.
In all instances, vacancies are published or communicated widely to ensure the best possible reach and that a wider net of talents can apply
for the position. Candidates are to be selected based on their professional qualifications, work experience, competencies and expertise andother relevant employment conditions such as willingness to work irregular hours, overtime and more. Considerations pertaining to Sociodemographic factors such as ethnicity, gender, age, marital status and political affiliations cannot be used as criteria when selected candidates
for interviews or when hiring talents.
In certain instances, physical disability may be a consideration for certain jobs that require able bodied persons, especially onsite or physicallydemanding jobs. Nonetheless, where possible, Ranhill and all subsidiaries provide equal opportunities to physically challenged individuals forsuitable positions. Though locals are given priority, foreigners may also apply for all advertised vacancies.
EMPLOYEE NEW HIRES BY AGE AND GENDER

New Hires (Male)

2021

2022

2023

181

525

556

New Hires (Female)

56

174

204

New Hires Aged 30 and Below

122

363

584

New Hires Aged 31-50

90

279

578

New Hires Aged 51-65

25

53

67

New Hires with Disabilities or from Underprivileged Groups

0

1

0

237

689

768

Turnover

2021

2022

2023

Turnover (Male)

206

211

204

Turnover (Female)

33

73

72

Total Turnover

239

284

276

Turnover

2021

2022

2023

Turnover Aged 30 and Below

145

76

72

Turnover Aged 31-50

73

115

107

Turnover Aged 51-65

21

89

95

Total New HiresEMPLOYEE TURNOVER BY GENDER AND AGE

Turnover Aged 65 and Above
Total Turnover

0

4

2

239

284

276

2021

2022

2023

Management

Nil*

Nil*

41

Executive

Nil*

Nil*

108

Non-Executive

Nil*

Nil*

127

Total

239

284

276

Full-Time Staff Voluntary Turnover Rate (%)

6.1

7.1

5

*

Data collection commenced in 2023 as per Bursa mandatory sustainability disclosure, therefore no data is available for 2021 & 2022.

EMPLOYEE ENGAGEMENT
Constant two-way interaction with employees is a common feature across Ranhill Groupwide. Engagement is considered vital as it enables
Management to cascade key information on company policies, strategies and more, whilst at the same time, gathering feedback, views,
aspirations and concerns of the workforce. Hence, two-way engagement is a valuable source of information for Management.
Employee engagement is driven through a wide range of formal and informal channels. A significant highlight is the Ranhill SAJ townhall, held
annually, where Management, including the CEO engages with all staff, companywide.
Total Spend (RM) on Employee Engagement activities

Total Spend (RM) on Employee Engagement Activities

2021

2022

2023

136,559.5

707,251.2

2,348,259.4

The townhall aside, there is an active engagement programme featuring various events to discuss employee related matters throughout theyear. Work life balance is also emphasised through employee engagement, namely in the form of health and social activities organised and /or sponsored by the Group for staff.
Kindly refer to Appendix Six for a comprehensive list of employee engagement activities undertaken by the Group and its subsidiaries in 2023.

R-care, Fun Day 2023 at Taman Bandar Bukit Layang-layang, Pasir Gudang

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

66

67

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING

As part of employee engagement, various company satisfaction surveys are conducted annually to assess employee morale and to identify areas
for improvement. The surveys are structured to enable management to develop insights into employment conditions and how management
can make improvements.

In addition, Ranhill SAJ employees who come under the B40 category, which is the lower income strata of society according to government
statistics, are entitled to financial aid provided by Ranhill. This is aid that the subsidiary provides on a voluntary basis comprising:

Percentage of Employee Engagement Survey (Satisfaction Category)

2021

2022

2023

Ranhill SAJ

66.8

82

90.6

RSE

97.7

88

90.0

RWT

79

90

Nil*

RWS

83

77

86.1

RBSB

0

86

89.3

RW

78

84

89.4

58.6

70.9

88.1

Group Average*••

Ranhill SAJ Advance increment for employees earning less than RM2,000
Ranhill Worley: Covid-19 Assistance for Married Staff - RM500 and Single Staff - RM250

The actual quantum varied based on the recipient’s basic compensation. Benefits accorded to full time employees include the following:
Statutory sick pay leave without
hospitalisation depending on the
period of services:• 14 days for less than two years• 18 days between two and five years• 22 days for more than five years

RWT has merged with RWS, resulting in integrated operations.

A period of up to 60 days is granted
if hospitalisation is necessary

PROMOTIONS AND REWARDS MANAGEMENT

Company supported / subsidised
health / medical insurance plan for
staff

Consistent with the principle of merit, Ranhill subscribes to equal pay for equal work with terms of remuneration and benefits to commensuratewith the individual’s employee’s performance in terms of contribution to, or achievement of individual, departmental, or company KPIs andtargets. Remuneration is also determined based on an employee’s professional qualifications, related job experience and expertise, role playedin terms of job responsibility and function as well as present market rates. The latter is to ensure competitiveness of remuneration and benefits.
Matters of pay and benefits cannot be determined based on socio-demographic factors such as gender, ethnicity, social background, marital
status and so forth. All salaries paid in Ranhill exceed the Minimum Wage Order requirements and its equivalent in Thailand. Similarly, benefits
for employees include mandatory provisions as stipulated in Employment Act 1955 and its equivalent in other countries as well as various
additional monetary and non-monetary benefits. Employees are also entitled to various allowances such as travel, hardship, meals and otherallowances.

Ratio of Basic Salary and Remuneration of Women to Men for Key Employee Categories

Employee’s New Born Benefits

Allowances andReimbursement Claims

Employee’s Bereavement / Wreath

Overtime Payments(where applicable)

Employee’s Treat - Fruits Season

Employee’s Birthday Gift

Employee Education Assistance
Programme

Employee’s Wedding Benefits

RETIREMENT SAVINGS AND INSURANCE BENEFITS
As in previous years, Ranhill continues to make payments for employees’ retirement schemes as well as medical and other insurance payments.
These are statutory payments as well as voluntary benefits paid in the interest of employees.
At Ranhill, the employer contributes 12% of an employee’s salary to the Employee’s Provident Fund (“EPF”) if the salary exceeds RM5,000 and
13% if it is below RM5,000. Additionally, employees contribute 11% of their monthly salaries to the EPF.

Ranhill has a comprehensive policy in place that specifically addresses and emphasises the importance of pay equity.
Salary and Remuneration

Free Medical Check-up

Insurance Benefits

2022

2023

1:1

1:1

2021

2022

2023

Total Payments Made to Employees in terms of Salaries, Bonuses and Benefits(RM’ Million)

273.2

275.7

312.5

Total Statutory Payments Made for Employees’ Retirement Benefits (“EPF”)(RM’ Million)

30.3

30.2

35.8

Employee Benefits Data

Total Payments in Medical Insurance (“SOCSO”) for Employees (RM’ Million)
Total

3.1

3.1

3.3

306.6

309.0

351.6

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

68

69

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGOVERTIME AND WORKING HOURSEMPLOYEE MEDICAL TRUST FUND

All employees entitled to overtime pay are also paid accordingly as per stipulated rates under relevant labour laws. Employees are not allowed
to work beyond the stipulated number of overtime hours. In 2023, there were zero cases of excessive working hours recorded.

A unique feature at Ranhill SAJ is the existence of the Ranhill SAJ Medical Trust Fund (“MTF”). This is a company wide initiative to enable more
staff to have access to more comprehensive medical services. Staff need only contribute RM5 to the fund.

LEAVE ENTITLEMENTS
Ranhill employees are entitled to a wide range of leave beyond statutory leave requirements stipulated under the Employment Act 1955. These
include study leave, emergency leave, bereavement and compassionate leave, pilgrimage leave and parental leave among other.
Pertaining to parental leave, in accordance with revisions to the Employment Act 1955, female employees are entitled to paid maternity leaveof 98 consecutive days for each confinement period. Male employees are granted paternity leave of 7 days for each occasion of childbirth.

The fund was established by the company to provide financial coverage on medical services and items that are typically not covered by
medical insurance companies. These include vitamin supplements to aid recovery, medical equipment such as weighing scales, blood pressure
monitors, glucose test kits and wheel chairs and orthopaedic beds for staff who require such necessities.
Funds collected are managed by a select committee who is responsible for providing cash disbursements as and when required by members.
The fund has been very effective with RM153,500.00 disbursed to relevant staff in 2023.

RANHILL GROUP PARENTAL LEAVE

2021
2021

2022

2023

3,296

3,024

3,930

Employees Who Took Paternity Leave

138

93

183

Employees Who Took Maternity Leave

23

18

34

Parental Leave
Employees Entitled for Maternity and Paternity Leave

Return to Work (Post-Parental Leave)
Male:
Return to Work Rates (Return to work after parental leave period)

100%

100%

100%

Female:Return to Work Rates (Return to work after parental leave period)

100%

100%

100%

Male:
Retention Rates (Remain with the organisation for 12 months or more post parental leave)

100%

100%

100%

Female:Retention Rates (Remain with the organisation for 12 months or more post parental leave)

100%

95%

100%

No. of Staff Covered by the MTF
Funds Disbursed (RM)

2022

2023

1,719

1,803

1,903

67,192.1

273,450.4

153,473.5

COLLECTIVE BARGAINING AND FREEDOM OF ASSOCIATION
Ranhill SAJ’s Collective Agreement provides for employees’ right to bargain collectively for wages and benefits.
As provided for in the labour laws of Malaysia, Ranhill respects employees’ right to freedom of association and collective bargaining. At Ranhill
SAJ, a union has been established for non-executive employees as per Malaysian law. The union is managed in accordance to relevant legal
requirements as stipulated under the following legislation: Trade Union Act 1959, Industrial Relations Act 1967 and where relevant, Immigration
Act 1956 / 63 of Malaysia.
Employees are constantly updated on their rights and Group Management continues to communicate actively with employees, including
employee interest groups and unions.

Percentage of Employees Covered by Collective Bargaining Agreements (%)

2021

2022

2023

61.2

63.8

63.1

Beyond remuneration, the collective bargaining agreements addresses healthcare and other benefits. Besides formal collective bargaining
agreements, employees may also choose to bring up issues or grievances in a collective manner to the Management. The Management
recognises such informal collective bargaining mechanisms. Employees may choose to appoint representatives to represent their interests indiscussions with management.
In addition, Ranhill respects employees’ rights to join or be affiliated with any professional, or political body or any society or cultural groups
so long as such entities are not deemed illegal by the law.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

70

71

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGMINIMUM NOTICE PERIOD FOR OPERATIONAL CHANGESEMPLOYEES’ COMPETENCY AND CAREER DEVELOPMENT (TRAINING)

Ranhill SAJ implements a minimum notice period before significant operational changes to provide employees with time to adapt and plan
accordingly. Ranhill Sabah also follows this practice with a notice period of 2 months. Worley ensures a notice or letter is provided to inform
respective employees of significant operational changes. RBSB aligns with sustainability goals by implementing a minimum notice period,
providing a 2-month notice for executive-level employees and a 1-month notice for non-executive level employees. This commitment fosterstransparency and support, allowing employees to prepare for changes and promoting stability while minimising the impact on their well-being.

INTRODUCTION
The professional development of employees is a mainstay of Ranhill’s approach to talent development. Provision of training opportunities
serve to develop the individual and collective competencies of staff which supports improved performance and productivity. It also enables
the grooming of leaders or talent for key employment position in the company, including strategic positions within management. In particular,
Ranhill is committed to producing competent industry talent through the Sijil Kemahiran Malaysia (“SKM”) Certification for Water Operators.

Notices may not be applicable in emergency situations that warrant a quick response. 2023 saw zero complaints received from employees withregard to operational changes.
GRIEVANCE MECHANISM AND PROCEDURES
Ranhill respects the right of employees to convey any grievances and multiple channels are available for employees to do so. These include
formal channels such as the whistleblowing channel, reporting to GHR or their immediate superiors / management. The approach is based on
uncovering employee dissatisfaction and to reach mutually satisfying resolution. Grievances, if left unresolved, could lead to frustration andresentment to permeate among employees, resulting in morale and productivity impacted and in serious cases, employee resignation andhigher attrition rates.
The Ranhill Group has established grievance mechanisms across its subsidiaries to address staff concerns related to bullying and harassment.
Notably, the newly established Ranhill Internal Communication Channel (“RICH”) platform has been designated as a grievance mechanism for
employees.
Ranhill SAJ has implemented a comprehensive approach, incorporating whistleblowing, sexual harassment, anti-retaliation policies, and ageneral grievance policy. Ranhill Sabah employs a dedicated grievance policy, while Worley encourages staff to report incidents to the HR
Department. RBSB’s grievance mechanism includes a confidential reporting channel, and Ranhill Technologies utilises the RICH platform forcommunication.
RWT employs a group-based approach, requiring a minimum of two staff members to report grievances related to bullying, ensuring fair andeffective handling of collective grievances through the organisation’s established procedures. This collective commitment reflects the Ranhill
Group’s dedication to providing a secure and responsive work environment for its employees.
Where relevant, unionised employees may also use union channels to voice grievances or any matter they feel warrants management’s
attention. The Group recognises all forms of grievances. These include complaints on sexual harassment, discrimination in any form, abuse,violence, coercion and human rights violations. In 2022, there were zero cases of grievance reported across the Group across all channels.

SKM Talents Trained by Ranhill SAJ

2021

2022

2023

158

66

49

Training also can serve as a morale booster for staff and improves employee satisfaction and potentially reducing attrition rates, especially of
long-serving, experienced staff. Hence, training serves a dual objective of benefitting employees as well as Ranhill.
The approach to training is driven through annual employee appraisals with all employees receiving at least one appraisal throughout the year.
Appraisals support the development of comprehensive and customised Training Needs Analysis (“TNA”) reports for individual employees. This
enables the identification of improvement areas or skill gaps which can then be addressed through relevant training.
The appraisal process includes self-assessment by employees as well assessment by superiors. Employees have the right to discuss / dispute
appraisal results and scores with their immediate superiors or with HR. In 2023, all staff have been appraised except probationary and temporary
staff. There were zero unresolved cases of dissatisfied appraisals during the year.
Ranhill’s approach to training and development is centred on its Human Capital Development Framework (“HCDF”) and its Succession Planningand Management Policy and Procedures . The policy can be viewed here: https://www.ranhill.com.my/sustainability-policies.php.
2021

2022

2023

Leadership Development Center (C-1)

23

23

23

Leaders Ready (C-2)

37

36

36

Also guiding the management approach to training is the Employee's Learning and Development Policy and Procedures. The latter has
been formulated based on the (“CURE”) concept of Crosskilling, Upskilling, Reskilling and Expert skilling employees in accordance to theorganisation’s requirements and in tandem with the unique skillset of each employee.
In addition, Ranhill has also implemented the Ranhill Development Framework for Leaders, Executive, Supervisory and Support development
programmes. This is a subset of the overall larger training focus towards developing competent leaders Groupwide.
With a few exceptions, all training is paid for by Ranhill or its operating companies. Staff receive full wages for days they attend training. The
Group contributes to the Human Resources Development Fund (“HRDF”), a statutory training fund under the Human Resources Ministry. Funds
are utilised to pay for employees’ training courses.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLEGRI STANDARDSCONTENT INDEXSASBDISCLOSURES(UTILITIES)APPENDICESCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

72

73

CONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGCONTRIBUTIONS TOWARDS SOCIAL WELLBEING & CAPACITY BUILDINGRANHILL GROUP: EMPLOYEE TRAINING DATAASSESSMENT OF TRAINING EFFECTIVENESS
2021

2022

2023

69,035.2

90,586.4

165,599.3

General Training Data
Training Hours as a Company
Total Training Days as a Company

Nil

18,022

21,087

Total Training Spend as a Company

2,264,436.4

2,045,845.6

3,927,709.0

Total Training Hours (Male)Nil

101,824.0

125,894.8

Total Training Hours (Female)Nil27,894.6

34,808.5

Total Training Days (Male)Nil

14,162

16,362.7

Total Training Days (Female)

Nil

3,860

6,382.6

Average Training Hours per Employee

17.7

32.3

39.4

Average Training Days per Employee

3.4

4.5

5.0

Average Training Spend per Employee

579.3

582.3

934.5

Average Training Hours by Gender

In ensuring the quality of training provided to employees, all training courses, be it external or internal are assessed post completion of thecourse. Employees are required to provide feedback via survey forms or other mechanisms on the quality of the course attended and if they
are of the view that their knowledge and skills on the subject covered has improved.
At the workplace, post completion of the course, employees are assessed by their superiors based on the following criteria:•••

Improvements in work performance
Positive changes in behaviour and motivations
Ability to apply training developed to the job

If the criteria is met, the course is deemed to be effective and relevant follow-up measures are then implemented accordingly.
INTERNSHIP AND MANAGEMENT TRAINEE PROGRAMMES
Ranhill also provides internship or job placement opportunities for university students and also unemployed local talent. Interns who display
excellent performance can be absorbed into the Group.

Average Training Hours per Employee (Male)

31.6

32.2

38.5

Average Training Hours per Employee (Female)

30.4

32.6

37.4

Average Training Hours per Employee (Senior Management Staff)

17.9

25.4

22.4

Average Training Hours per Employee (Management Staff)

25.1

34.5

49.1

Average Training Hours per Employee (Executives)

31.2

18.4

38.7

Average Training Hours per Employee (Non-Executives)

24.4

25.7

34.9

Total Training Hours per Employee (Senior Management Staff)

Nil1,855.7

1,951.3

Total Training Hours per Employee (Management Staff)

Nil

9,202.0

16,044.0

Total Training Hours per Employee (Executives)

Nil

20,164.3

36,553.0

Number of Internships Provided

Total Training Hours per Employee (Non-Executives)

Nil

66,314.2

99,362.0

Total Male Employees Attended Training

7,356

1,967

3,073

Total Female Employees Attended Training

2,292

575

1,009

Total Employees Attended Training

9,648

2,542

4,082

Average Training Hours by Employee Category

Total Training Hours by Employee Category

Attended Training Data

Ranhill Sabah has established the HRPP 0404 - Internship and Management Trainee Programme Policy & Procedure, reflecting a commitment
to supporting youth employment initiatives.
RW affirms having a policy in place for this purpose. RBSB actively supports sustainability through policies encouraging apprenticeships andoffering opportunities for graduate placements, with registration in TalentCorp and the Protégé programme. Ranhill Technologies engages
in Protégé and intern programs, while RWT welcomes students for training and hires graduate employees, collectively demonstrating acommitment to addressing youth unemployment and fostering talent development.
2021

2022

2023

222

361

341

Number of Interns Absorbed into the Group

0

23

15

Number of Management Trainees

2

30

9

Number of Management Trainees Retained by Ranhill / Operating Company

11

6

4

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENHANCING GOVERNANCE ACROSS THE GROUP
5 6 7 8 9 10 11 12 13 14 15 16

74

75

ENHANCING GOVERNANCE ACROSS THE GROUPENHANCING GOVERNANCE ACROSS THE GROUP

OCCUPATIONAL SAFETY AND HEALTH

Ranhill has developed
its OSH Management
approach based on
industry best practices
and the Group’s own
Ranhill’s Rules of LifeINTRODUCTION
Occupational safety and health (“OSH”) is of primary importance as any OSH incident can havevarying ramifications on operations as well as stakeholders. Incidents of injuries, damages oreven fatalities can significantly disrupt operations, lead to financial impacts as well as cause
serious impacts to individuals, families and society. Consequences to brand image can also betangible and ultimately erode overall confidence among key stakeholders such as regulatory
bodies, investors and local communities.
Hence, continuing to strive for safe and secure operations exemplified in a zero major incidents
and zero fatality track record is the focus for Ranhill. Increasingly, Ranhill is using more leading
indicators (Unsafe Acts, Unsafe Conditions, near misses, etc.) together with lagging indicators(lost time incident frequency rate, fatality rates, etc.).

BOARD OVERSIGHT ON HEALTH AND SAFETY
OSH comes under direct oversight of the Board and Senior Management of the Group and relevant subsidiaries. In reinforcing Management’srole, The CEO of each subsidiary has been designated the management level champion of OSH with OSH performance indicators included intheir performance review and linked to remuneration. The designated senior leadership individual for oversight on health and safety matters
is as follows:
Ranhill SAJ

Chief Executive Officer

RWT

Chief Executive Officer

RWS

Chief Executive Officer

RSE

Chief Executive Officer

RBSB

Chief Executive Officer

RW

Chief Executive Officer

Given its importance, Ranhill adopts a no compromise approach to OSH. OSH is a primaryconsideration and is to be considered in terms of all aspects of operations, including key work
activities and processes, locations of work sites, travel to and from , as well as the comfort andsafety of staff and workers on site. In particular field sites which potentially may have a higher
propensity for OSH incidents as opposed to office environments.

At RSE, OSH related KPIs have been included in employees’ performance appraisals. Matters pertaining to OSH are reported from site teams all
the way up to the GRMC and thence the full Board. These include OSH statistics and training data, reports on incidents, remedial actions taken,
risks assessments and other pertinent information.

Ranhill has developed its OSH Management approach based on industry best practices and the Group’s own Ranhill's Rules of Life (“ROL”).
The Group wide OSH Policy covers all stakeholders including employees, visitor and 3rd party workers. The Board and Senior Management are
cognisant of both the tangible and intangible impacts of OSH on value creation. The OSH Policy can be viewed here: https://ranhill.com.my/sustainability/sustainability-policies/

In the spirit of inclusivity and in maintaining a best practice approach to OSH, relevant direct Ranhill employees and workers on site are
selected to participate in joint OSH committees with Management. This is to ensure that employees and workers can play a direct role indetermining the safety of their work environments and that Management remains sensitive to the concerns, issues and suggestions raised bythose who would be most impacted by any OSH incident.

Most of Ranhill’s subsidiaries such as Ranhill SAJ, RSE are ISO 45001 certified. RSE has also committed to ensuring the high OSH standards as
stipulated in its Environment Policy Statement. All subsidiaries have established their respective policies and procedures with regard to OSH.

HSE meetings are held quarterly or as and when circumstances necessitate such meetings i.e. post major OSH incidents. Non-compliance
are reported in the Safety Observation Report. Following are the percentage of employees that have worker representation in formal joint
management-worker health and safety committees:

OSH has been included in the Ranhill Risk Register. Risk profile reports are submitted to the GRMC on a quarterly basis, and the HSE Performance
Report from subsidiaries is submitted monthly to Group HSE.
The Group’s subsidiary to varying degrees apply the following approaches in managing OSH: Unsafe Act Unsafe Condition (“UAUC”) reporting,Toolbox Meeting, Knowledge Sharing, Hazard Identification, Risk Assessment & Risk Control (“HIRARC”).

WORKER REPRESENTATION ON JOINT HEALTH AND SAFETY COMMITTEES

Percentage of Employees

2021

2022

2023

Ranhill SAJ

6.9

7.4

7.08

RWS

5.2

12.6

13.9
24.0

RSE

25

24.0

Ranhill SAJ

OSH Policy & ROL

RWT

24.3

52.9

Nil*

RWT

OSH Policy & ROL

RBSB

1.6

3.5

3.2

RWS

OSH Policy

RW

13.5

4.1

2.1

RSE I and RSE IIOSH Policy, ROL, Quality Policy (ISO 9001:2015), ESH Policy (ISO 45001 in progress), Environment Policy,
ISMS Policy (ISO 27001)

*

RBSB

OSH Policy & ROL

RW

OSH Policy & Worley LifeRWT has merged with RWS, resulting in integrated operations.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICESENHANCING GOVERNANCE ACROSS THE GROUP
5 6 7 8 9 10 11 12 13 14 15 16

76

77

ENHANCING GOVERNANCE ACROSS THE GROUPENHANCING GOVERNANCE ACROSS THE GROUPIDENTIFICATION AND ASSESSMENT OF HIGH RISK LOCATIONS & MITIGATION MEASURESAll subsidiary companies practice a Hazard Identification, Risk Assessment & Risk Control (“HIRARC”) methodology to ensure that risks are
identified, mitigated and reduced if not eliminated. 2023 sees Ranhill restating the list or areas or types of work deemed to have higher OSH risks:
Ranhill SAJ• Chlorine installation and chlorine leaks• Working at height• Diving works• Confined space activities• Drowning while working at dams and reserviors• Struck by falling objects• Traffic accidents when working by road sides or high traffic areas

RWS• Working at height and confined space

2021

2022

2023

7,375,209

8,040,468

9,056,784

Company Fatalities

0

0

0

Contractor Fatalities

0

0

0

No. of Loss Time Injuries

0

0

0

LTIFR

0.54

0.25

0.22*

LTIF

0.11

0.05

0.04

0

0

0

Unsafe Act Unsafe Conditions

889

1,487

2,640

Absenteeism Rate – Days**

7.69

6.15

0.35

Absenteeism Rate – Headcount**

0.1

0.06

0.02

Manhours• Scaffold work activity especially to support loads such asconcrete slab
• Heavy lifting activity• High voltage activity• Biological hazards

No. of Workers Undergoing Health Surveillance (Long-Term Convalescence)• Working at transformer area
• Confined space activites• Manual handling of hazardous chemicals* The assurance of the data is provided by Deloitte PLT.
** Absenteeism rate: “Measure of actual absentee days lost, expressed as a percentage of total days scheduled to be worked by workers for the same period”.

INCIDENT INVESTIGATIONHEALTH AND SAFETY RELATED TRAINING
The vigilance on OSH is supported through continuous training. In 2023, relevant staff continued to be sent by operating subsidiaries for related
OSH training. Staff throughout the year, attend a wide range of OSH training programmes based on the respective subsidiaries’ operational
requirements.
TOTAL NUMBER OF EMPLOYEES TRAINED TO OSH STANDARDS
2021

2022

2023**

Ranhill SAJ

741

1,348

883

RWS

336

83

55

RWT

0

0

Nil*

RSE

0

92

90

RW

Nil

Nil

635

Total

1,077

1,523

1,663

* RWT has merged with RWS, resulting in integrated operations.
** Data for Ranhill SAJ, RSE I and RSE II are assured by Deloitte PLT.

Performance is also benchmarked against industry standards as set by the regulator based on a HSE Performance Index. Based on these,internals targets have been set for OSH performance. HSE data is verified by an external party during the ISO 9001 audit and during internal
audit exercises. Data is tracked through Monthly Performance reports, Internal Audits, DOSH and DOE Audits, Workplace Inspections, Accident
and Incident reports and also UAUC reports.

• Excavation work

RSE I & RSE II• Electrical switching activities• Working in “online” condition• Lifting activities• Working at height

Following are Ranhill’s health and safety performance data presented for the most relevant companies (companies who have a higher
materiality exposure to OSH incidents and risks). Performance is tracked using monthly performance reports, internal audits, DOSH and DOE
audits, workplace inspections, safety observation reports and UAUC reports.

OSH GROUP

RWT• Confined space activity especially during inner pipe welding activity• Noise hazard at pump areas• Chemical hazard such as Ammonia, Chlorine, Caustic and Soda
• Deep excavation work for pipe laying and tee off• Working at height for roof installation, solar panel installation,
tank construction

HEALTH AND SAFETY PERFORMANCEAll OSH incidents are thoroughly investigated irrespective if such incidents are major or minor. Investigations are conducted in accordance to
the Quality Management System QSPEHS01 - Incident Reporting system. Investigation, where required would involve external parties such as
DOSH, local municipal authorities and others, where relevant. However, all incidents are investigated internally, with a comprehensive reportproviding all pertinent information prepared and submitted to the OSH Committee. The report is also escalated to the respective Boards andSenior Management of the affected subsidiary and if warranted, escalated to the Group Board and Management.
Incident reporting beyond detailing the incident should also include prevention measures to avoid a future recurrence. The lessons learnt are
to be applied and cascaded Group wide to all relevant operations.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCETASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

APPENDICESENHANCING GOVERNANCE ACROSS THE GROUP
5 6 7 8 9 10 11 12 13 14 15 16

4ENHANCING GOVERNANCE ACROSS THE GROUPENHANCING GOVERNANCE ACROSS THE GROUPCUSTOMER SATISFACTION AND TRUST

Subsidiary

Description

ApproachRanhill SAJ

As the sole state water operator in Johor, ensuring thatpotable water is safe for consumption is imperative tothe wellbeing of the state.

Compliance to all SPAN KPIs in relation to water quality
and safety. In 2023, Ranhill SAJ has complied with all
SPAN KPIs. Refer to appendix for the full compliance
performance achieved in 2023.

Ensuring optimum operations of WTPs and pipelines isvital towards preventing water supply disruptions.

At all sites, various signs informing and reminding the
public on unauthorised entry are displayed.
All operational sites such as WTPs, reservoirs and dams
have been secured and where necessary, guarded by
security personnel.
When undertaking pipe rehabilitation, replacement
or repair works, construction works are undertaken inaccordance to SOPs set by the authorities. This includes
ample placements of warning signs so that the public
is aware of such works and can take precautionary
measures if required.

RWTT and AnuRAKENHANCING
GOVERNANCEACROSSTHE GROUP

79

With regard to ensuring public health and safety, disclosures are scoped to the following Group subsidiaries:

RBSB

CONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDING

78

PUBLIC HEALTH AND SAFETY

RSE

ENVIRONMENTAL
AWARENESS ANDPRESERVATIONAs Sabah’s largest Independent Power Producer (“IPP”),
the onus is on RSE to ensure that its operations of the
Teluk Salut and Rugading power stations are at optimum
levels and able to produce and despatch energy to meetthe demands of the grid. Ensuring safe operations isessential to preventing inability to despatch power,
which could lead to blackouts or OSH incidents such as
fire, explosions and others.

Compliance to all KPIs set by SESB. This includes
compliance for air emissions, effluents and noise levels.
Necessary preventive measures and containment
measures have been undertaken in the event of fire or
any other hazardous incidents.

The management approach to customer service and satisfaction is driven by Ranhill SAJ’s ISO 9001:2015 certified Quality Management System(“QMS”). The QMS is also consistent with the KPIs and performance targets set by water industry regulator, SPAN.
Essentially, the QMS covers a wide range of aspects related to customer satisfaction. These include water quality, water supply and waterpressure, as well as customer service levels, customer complaints resolution times and rates and opening and closing of water accounts.
All KPIs are supported by Service Level Agreements (“SLAs”) which state by when complaints must be resolved or escalated to higher levels
based on the severity of the case.
2021

2022

2023

99.7

100.7

99.3

Bill Collection Rates (%)

Following are Ranhill SAJ’s customer satisfaction related performance data. Data is only available for 2022 as the survey is only conducted once
every three years.
2021

2022

2023

Nil

89

Nil

Customer Complaints Received

153,721

169,673

183,619

Customer Complaints Resolved

153,721

169,673

183,619

100

100

100

Number of Substantiated Complaints Concerning Breaches of Customer Privacy
and Losses of Customer Data

0

0

0

Total Number of Identified Leaks, Thefts, or Losses of Customer Data

0

0

0

Number of Complaints from Regulatory Bodies

55

50

90

Number of Complaints from Regulatory Bodies Resolved

55

50

90

Customer Satisfaction Scores (%)

Resolution Rate (%)

Similarly, RSE also continues to register a high-level of customer satisfaction consistently over the past three years:

RBSB has designed and built the 50MW LSS plant in
Bidor and the plant is to be safe and fit for purpose toenable power despatch to the grid.
Safe and fit for purpose operations at all WTPs, WWTPs
and RWTPs.

The topic of customer satisfaction mainly is relevant to Ranhill SAJ, whose operations involve providing potable water to more than
4 million residential and non-residential consumers. Hence, the company continues to focus on upholding customer satisfaction in accordance
to SPAN’s KPIs.

Compliance to regulatory standards set by the Thaigovernment.

Thus far, all operations continue to record zero health and safety incidents involving the public.

2021

2022

2023

Customer Satisfaction Scores

RSE I: 100%
RSE II: 100%

RSE I: 100%
RSE II: 94%

RSE I: 100%
RSE II: 97%

Customer Complaints Received

RSE I: 1
RSE II: 0

RSE I: 0
RSE II: 0

RSE I: 0
RSE II: 0

Customer Complaints Resolved

RSE I: 1
RSE II: 0

RSE I: 0
RSE II: 0

RSE I: 0
RSE II: 0ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

12

APPENDICESTASKFORCE ON CLIMATE RELATED FINANCIAL DISCLOSURES
3 4 5 6 7 8 9 10 11 12 13 14 15 16

80

81

TASKFORCE ON CLIMATE RELATED FINANCIAL DISCLOSURESTASKFORCE ON CLIMATE RELATED FINANCIAL DISCLOSURESGOVERNANCE

STRATEGY

SPECIFIC
RECOMMENDATIONS ORGANISATION’S ADOPTION OF RECOMMENDATIONSSPECIFIC
RECOMMENDATIONS ORGANISATION’S ADOPTION OF RECOMMENDATIONS

Describe the board’s
oversight of climaterelated risks andopportunities.

Describe the climaterelated risks andopportunities theorganisation has
identified over the
short, medium, andlong term.

All ESG topics deemed material including climate change come under direct oversight of the Board of Directors
and Senior Management of Ranhill. The same approach is also practiced in all subsidiary companies with theleadership of these subsidiaries tasked with providing the necessary oversight on climate change and all material
topics.
A robust implementation and governance framework is being established to ensure successful implementation
under the purview of the Group’s Sustainability Working Committee, assisted by a GHG Management Team.
The task of oversight under the purview of the Board of Directors is to ensure the development of a Net Zero 2050
roadmap, which has been achieved and supporting interim milestones such as the 2030 emissions reduction target(please see pages 38-39 for more information).
The Board also plays an effective oversight role with related data on energy and GHG emissions presented to theBoard for its review. The Board also provides review and approves broad strategic direction for the execution ofplans to drive decarbonisation.
A Board level champion has been appointed, which is Independent, Non-Executive Director, Mr. Lim Hun Soon @David Lim. He is designated Board champion for all ESG related matters.
Other areas on which the Board has oversight is physical and transition climate risks, of which the working
committee has been tasked to undertake more rigorous risk assessment towards developing more comprehensive
and precise determination of climate risks.
For further information on the existing sustainability governance structure and roles and responsibility of each
body within the taskforce, please refer to pages 17-18.

Describemanagement’s rolein assessing andmanaging climaterelated risks andopportunities.

Supporting the Board of Directors is Management in the form of the MARCC and the Sustainability Working
Committee. The role of Management is to specifically develop effective plans to drive the realisation of the Net
Zero 2050 Roadmap.
With the end-goal and interim goals set, Management’s role is to go beyond identifying broad based strategies andto actually implement plans to ensure continued progress towards the end goal.
This includes undertaking necessary cost-benefit analysis of RE implementation in operations, developing multiple
strategic options supported by estimated budgets for the approval of the Board.
While there is a central taskforce driving the effort, management also involves the direct management ofsubsidiaries, with the latter tasked to develop specific decarbonisation plans for their respective operations. In thismanner, a cross-functional approach is developed, where ideas, resources can be better streamlined and businessand operational synergies can be realised.
Management’s role naturally would include addressing operational or day-to-day matters related to climate
risks as well as decarbonisation. These include developing tangible KPIs and targets and ensuring such targets
are achieved. The inclusion of climate risks in the respective Risk Registers are also a fundamental part ofManagement. Each subsidiary is required to undertake a climate risk assessment and to determine its material
physical and transition risks.
Management is also tasked at ensuring there are robust mitigation strategies and systems in place to addressing
emerging and existing risks arising from climate change.

CLIMATE CHANGE: PHYSICAL RISKS Disrupted rainfall patterns that may lead to a sudden deluge of rain or protracted periods of drought. The
former may led to flash floods which could impact the operations of WTPs in affected areas. Notably floodprone areas would be more exposed to such impacts. Such events could lead to WTPs being unable to operateor even damaged, thus reducing water supply and leading to revenue loss. Damages incurred would also leadto increased operational costs or higher insurance premiums for assets.
 Frequent incidents of flooding may necessitate WTPs being relocated to avoid further damage. This would
incur significant CAPEX. Damages cost by flooding to WTPs and other water assets would ultimately require
additional OPEX for repair works and to source replacements for equipment and machinery.
 Flash floods can also see roads and other infrastructure being inundated. This may significantly hamper NRW
and pipe rehabilitate and replacement activities. Hence, infrastructure leakage index (“ILI”) may increase if
flash floods or heavy rainfall continue over extended periods of time.
 The possibility of droughts may affect river water levels, thus reducing the overall quantities of water available
for abstraction. Diminished supply may lead to reduced ability to abstract, treat and supply water. Water
rationing may need to be implemented, which would affect revenues and also inconvenience customers.
Increased costs and losses may be incurred due to the inability or diminished ability to supply water.
 In addition, during times of drought, any pollution incidents may be more severe as the reduced water
quantity would effectively lead to a higher concentration of pollutant in river waters. This would exacerbate
the impact of pollution on water supply.
 While Ranhill has yet to apply any specific climate scenarios such as the Representative Concentration
Pathway (“RCP”) scenarios, the Group’s initial assessment based on previous incidents is that sea water levels
can be expected to rise over the next decade in tandem with rising ambient temperatures.
 Rising seawater would affect coastal operations. The other impact is the seawater flowing up to 20-40km
into rivers inland. This would lead to rivers being salinised and thus impact WTP abstraction and supply
operations. This would impact water supply as well as lead to revenue loss as WTPs in affected areas would
need to be temporarily shut down to prevent salinised water entering the Johor water system.
 Hotter temperatures, heatwaves and such affect worker productivity, when undertaking construction or any
infrastructure works including pipe rehabilitation and replacement works. This may delay or hamper the paceof such works.
 It is also possible that collectively or individually, flash floods, heavy rainfall and hotter temperatures may
pose increase OSH risks to workers.
CLIMATE CHANGE: TRANSITIONAL RISKS Transition risks mainly involve risks associate or rising from Ranhill’s ongoing decarbonisation journey. Ranhill
aims to become Net Zero by 2050. However the potential pitfalls may become apparent well before.
 The potential risk arises from lower than expected return on investments made from switching to solar. This
include total CAPEX and thereafter maintenance and other OPEX costs. The rising cost of solar panels, which
are beyond the Group’s control is also a factor that could diminish the return on investment (“ROI”) expected.
 Legal risks include non-compliance or high tax exposures to any potential carbon tax imposed by thegovernment.
 Other transition risks include potential opportunity costs, as funds and resources are allocated for
decarbonisation, which could be utilised for other business purposes that may generate higher and faster
returns. For example, leveraging internally generated funds to develop CCGT power plants.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

12

APPENDICESTASKFORCE ON CLIMATE RELATED FINANCIAL DISCLOSURES
3 4 5 6 7 8 9 10 11 12 13 14 15 16

82

83

TASKFORCE ON CLIMATE RELATED FINANCIAL DISCLOSURESTASKFORCE ON CLIMATE RELATED FINANCIAL DISCLOSURESSTRATEGY (CONTD.)METRICS AND TARGETS

SPECIFIC
RECOMMENDATIONS ORGANISATION’S ADOPTION OF RECOMMENDATIONSSPECIFIC
RECOMMENDATIONS ORGANISATION’S ADOPTION OF RECOMMENDATIONS

Describe the climaterelated risks andopportunities theorganisation has
identified over the
short, medium, andlong term.

Describe theimpact of climaterelated risks andopportunities on
the organisation’s
businesses, strategy,
and financial
planning.

CLIMATE CHANGE OPPORTUNITIES The onset of climate change has generated increased awareness and interest on more sustainable solutions
for business. This includes increased appetite for RE and greywater use, carbon capture and storage (“CCUS”),
addressing NRW and others. All of these present potential commercial opportunities for Ranhill.
 The establishment of the voluntary carbon market (“VCM”) in Malaysia in FY2022, provides opportunities
for Ranhill to participate which will enable the Group to effectively reduce any fugitive carbon emissions oremissions that it cannot completely reduce. The purchase of carbon credits will be useful in reducing any
outstanding emissions towards achieving its Zero Carbon by 2050 goal.
 The increased focus on RE, especially through the CGPP programme enables Ranhill to not just increase thenation’s installed RE capacity, but also expand the business of its energy sector and subsequently revenues.
Locally as well as abroad, there is an increasing momentum for RE adoption and Ranhill’s Energy sector is well
positioned to capitalise on this development.
 RBSB is also well positioned to bid and propose “green” based infrastructure development i.e. thermal energy
storage, district cooling system and others.
The impacts to Ranhill are both commercial (financial), as well as operational. Necessary provisions, allocations
and funding are required which could influence financial planning going forward.
In terms of business strategies, the focus is on mitigating risks – reducing exposure and also to leverage emerging
and existing opportunities.

RISK
SPECIFIC
RECOMMENDATIONS ORGANISATION’S ADOPTION OF RECOMMENDATIONS
Describe theorganisation’s
processes for
identifying andassessing climaterelated risks.

Risk identification is done as part of the overall Group risk management approach, Risk identification is
also undertaken at the subsidiary level. Going forward, Ranhill will explore the possibility of developing
and implementing a dedicated climate risk identification and management approach for the Group and all
subsidiaries.

Describe theorganisation’s
processes for
managing climaterelated risks.

Ranhill considers the severity and likelihood factors of physical and transition risks and the nature of the impact
i.e. is the impact financial, operational, reputational and if the impact is on the Group or its stakeholders or both.

Describe how
processes for
identifying, assessing,and managing
climate-related risks
are integrated into theorganisation’s overallrisk management.

The Group is looking to further establish its risk management approach for climate change and to further integrate
climate change into the Group Risk Register.

Disclose themetrics used by
the organisation
to assess climaterelated risks andopportunities in linewith its strategy andrisk management
process.

Aside from the use of typical energy and emissions metrices, Ranhill also is intending to assess the extent ofclimate risks and impacts based on monetary perspectives. In essence, establishing financial indicators as tohow any risk event or opportunity can be intrinsically linked to a monetary value. Other indicators used include
stakeholder perceptions, brand equity, access to financing and employee morale and satisfaction.

Disclose Scope
1, Scope 2 and, if
appropriate, Scope
3 greenhouse gas(GHG) emissions andthe related risks.

Please refer to pages 43-44 of SR2023 for the Group’s carbon profile comprising Scope 1, 2 and 3 emissions.

Describe thetargets used by theorganisation to
manage climaterelated risks andopportunities andperformance against
targets.

Ranhill’s targets are provided in the Group’s narratives pertaining to its Net Zero 2050 on pages 38-39.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

Topic

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCETASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

BURSA ESG PERFORMANCE DATA TABLE
7 8 9 10 11 12 13 14 15 16

BURSA ESG Performance Data Table

BURSA ESG Performance Data Table

Indicators

2021

2022

2023
Managerial: 7.2%
Executive: 66.2%
Operational: 26.6%

Percentage of employees who have received
training on anticorruption by employee
category
The Group Level:
100%
Subsidiaries Level:
80%

Subsidiaries Level:
100%

0

0

0

Total amount invested in the community where 860,000
the target beneficiaries are external to the listed
issuer840,000

748,500

Total number of beneficiaries of the investment
in communities

3,216 poorand hardcore
households acrossJohor

2,726 poor andhardcore poor
households
across Johor &7 educational
institutes, religiousorganisations andbuildings

Confirmed incidents of corruption and action
taken

Diversity

ENHANCING
GOVERNANCEACROSSTHE GROUP

85

Percentage of operations assessed forcorruption-related risks

Community /Society

CONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDING

84

Common Indicators
Anti-corruption

ENVIRONMENTAL
AWARENESS ANDPRESERVATION

3,237 poorand hardcore
households acrossJohor- Managerial staff

Male: 2.2%
Female: 5.4%

Male: 6.3%
Female: 2.3%

Male: 7.14%
Female: 2.5%

- Executive staff

Male: 18.5%
Female: 7.3%

Male: 7.9%
Female: 19.5%

Male: 13.82%
Female: 7.85%- Operational staff

Male: 55.2%
Female: 11.4%

Male: 53.2%
Female: 10.8%

Male: 56.86%
Female: 11.82%- Managerial staff< 30: 0.1%
31-50: 4.5%
> 50: 4%

< 30: 0.07%
31-50: 5.31%> 50: 4.26%- Executive staff< 30: 5.8%
31-50: 17.5%> 50: 4.1%

< 30: 7.66%
31-50: 11.71%> 50: 2.31%- Operational staff< 30: 15%31-50: 37.1%> 50: 11.9%< 30: 18.44%
31-50: 38.97%> 50: 11.28%

Male: 86%
Female: 14%

Male: 60%
Female: 40%< 30: 0%31-50: 11.11%> 50: 88.89%< 30: 10%31-50: 10%> 50: 80%

Percentage of employees by age group:

Percentage of directors by age group

Male: 66.67%
Female: 33.33%

Indicators

2021

2022

2023

Total energy consumption (GJ)

11,906,504.08

24,519,655.16

25,374,257.74

Health and safety

Number of work-related fatalities

0

0

0

Lost time incident rate

0.54

0.25

0.22

Number of employees trained on health andsafety standards

1,077

1,523

1,663

100%

Percentage of employees by gender:

Percentage of directors by gender

Topic
Energymanagement

Labour practices
and standards

Managerial: 11,057.7 Managerial: 18,022.25
Executive: 41,804
Executive: 20,164.3
Operational: 100.46
Operational:
66,314.2

Total hours of training by employee category

Percentage of employees that are contractors
or temporary staff

20.50%

25%

18.40%

Total number of employee turnover by
employee category

Managerial: 41
Executive: 108
Operational: 127

Number of substantiated complaints
concerning human rights violations

0

Supply chain
management

Proportion of spending on local suppliers

100%

100%

100%

Data privacy andsecurity

Number of substantiated complaints
concerning breaches of customer privacy andlosses of customer data

0

0

0

Water

Total volume of water used (Megalitres)

692,885.53

708,531.21

720,668.75

Note:
A grey cell indicates that due to the recent implementation of ESG reporting requirements by Bursa Malaysia in 2023, some of the data for the years 2021 and 2022
are not available.

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

86

87

GRI STANDARDS CONTENT INDEXGRI STANDARDS CONTENT INDEXThis report has been prepared in accordance with the GRI Standards 2021.
Statement of use

Ranhill has reported the information cited in this GRI content index for the period 1 January 2023 until
31 December 2023 in accordance with the GRI Standards.

GRI 1 used

GRI 1: Foundation 2021

GRI Standard

GRI Code

GRI Disclosure

GRI 2:
GeneralDisclosures
2021

Organisational Overview

GRI Standard

GRI Code

GRI 2:
GeneralDisclosures
2021 (contd.)

Sustainability Governance

Page Reference and Reasons for Omissions, If
Applicable

2-1

Organizational details

Page 2, Corporate Philosophy & Page 3, Ranhill
Fact Sheet

2-2

Entities included in the organization’ssustainability reporting

Page 13, About This Report

2-3

Reporting period, frequency and contact point

Page 13, About This Report

2-5

External assurance

Page 14, About This Report

2-6

Activities, value chain and other business
relationships

Pages 4-5, Our Presence

2-7

Employees

Pages 61-62, Equal Opportunity Workplace(Diversity &Inclusivity)

2-8

Workers who are not employees

Pages 61-62, Equal Opportunity Workplace(Diversity &Inclusivity)

Sustainability Governance

GRI Disclosure

7

8

GRI STANDARDS CONTENT INDEX
9 10 11 12 13 14 15 16

Page Reference and Reasons for Omissions, If
Applicable

2-21

Annual total compensation ratio

Page 66, Promotions and Rewards Management

2-22

Statement on sustainable development strategy

Pages 11-12, Message From Chairman and Chief
Executive

2-23

Policy commitments

Page 18, Promoting Good Governance ThroughInternal Policies

2-24

Embedding policy commitments

Page 18, Promoting Good Governance ThroughInternal Policies

2-25

Processes to remediate negative impacts

Page 46, Combatting Water Pollution

2-26

Mechanisms for seeking advice and raisingconcerns

Pages 21-22, Whistleblowing Channel,
Page 70, Grievance Mechanism & Procedures

2-27

Compliance with laws and regulations

Page 60, Adherence To Local Labour Laws And
International Conventions

2-28

Membership associations

Page 14, About This Report

2-29

Approach to stakeholder engagement

Pages 24-27, Stakeholder Engagement

2-30

Collective bargaining agreements

Page 69, Collective Bargainining And Freedom Of
Association

3-1

Process to determine material topics

Page 29, Assessing And Prioritising Material Topics

3-2

List of material topics

Page 29, Assessing And Prioritising Material Topics

3-3Management of material topics

Page 29, Assessing And Prioritising Material Topics

Stakeholder

GRI 3:
Material Topics
2021

Materiality

2-9

Governance structure and composition

Pages 16-18, Sustainability Governance Structure

2-10

Nomination and selection of the highest
governance body

Pages 16-18, Sustainability Governance Structure

2-11

Chair of the highest governance body

Pages 16-18, Sustainability Governance Structure

ECONOMIC

2-12

Role of the highest governance body inoverseeing the management of impacts

Pages 16-18, Sustainability Governance Structure

201-1

Direct economic value generated and distributed

Page 31, Economic Values Created

201-3

2-13

Delegation of responsibility for managing
impacts

Pages 16-18, Sustainability Governance Structure

GRI 201:
Economic
Performance
2016

Defined benefit plan obligations and otherretirement plans

Page 67, Retirement Savings And Insurance
Benefits

201-4

Financial assistance received from government

Role of the highest governance body insustainability reporting

Pages 16-18, Sustainability Governance Structure

Page 67, Retirement Savings And Insurance
Benefits

202-1

Conflicts of interest

Page 19, Sustainability Governance Structure

Ratios of standard entry level wage by gendercompared to local minimum wage

Page 66, Promotions and Rewards Management

2-15
2-16

Communication of critical concerns

Pages 29-30, Assessing and Prioritising Material
TopicsGRI 202:
MarketPresence 2016

202-2

Proportion of senior management hired from thelocal community

Page 62, Group Employee Demographics

2-17

Collective knowledge of the highest governancebody

Pages 16-18, Sustainability Governance Structure203-2

Significant indirect economic impacts

Page 31, Indirect Economic Values Created

2-18

Evaluation of the performance of the highest
governance body

Pages 16-18, Sustainability Governance Structure

GRI 203:
Indirect Economic
Impacts 2016

204-1

Proportion of spending on local suppliers

2-19

Remuneration policies

Page 18, Board Remuneration and Sustainability
Targets, Page 66, Promotions and Rewards
Management

GRI 204:
Procurement
Practices 2016

Page 33, Proportion Of Spending On Local
Procurement

2-20

Process to determine remuneration

Page 18, Board Remuneration and Sustainability
Targets, Page 66, Promotions and Rewards
Management

2-14

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

GRI Standard

GRI Code

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCECONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUP

1

2

3

4

APPENDICES

5

6

GRI STANDARDS CONTENT INDEXGRI STANDARDS CONTENT INDEXGRI Disclosure

Page Reference and Reasons for Omissions, If
Applicable

GRI Standard

205-1

Operations assessed for risks related tocorruption

Page 20, Assessment Of Operations At Higher Risk
To Corruption

205-2

Communication and training about anticorruption policies and procedures
Confirmed incidents of corruption and actions
taken

GRI 306:
Waste 2020

GRI Code

GRI Disclosure

7

8

GRI STANDARDS CONTENT INDEX
9 10 11 12 13 14 15 16

Page Reference and Reasons for Omissions, If
Applicable306-1

Waste generation and significant waste-related
impacts

Pages 20-21, Assessment Of Operations At Higher
Risk To Corruption

306-2

Management of significant waste-related impacts Pages 52-54, Waste Management

306-3

Waste generated

Pages 52-54, Waste Management

Page 19, Strong Anti-Corruption Stance

306-4

Waste diverted from disposal

Pages 52-54, Waste Management

306-5

Waste directed to disposal

Pages 52-54, Waste Management308-1

New suppliers that were screened using
environmental criteria

Page 33, Supplier Assessment

308-2

Negative environmental impacts in the supply
chain and actions taken

Page 33, Supplier Assessment

401-1

New employee hires and employee turnover

Page 64, Recruitment And Selection

401-2

Benefits provided to full-time employees thatare not provided to temporary or part-time
employees

Page 67, Retirement Savings And Insurance
Benefits

GRI 308:
Supplier
Environmental
Assessment 2016

GRI 301:
Materials 2016

301-2

Recycled input materials used

Page 53, Waste Recycled

301-3

Reclaimed products and their packaging
materials

Page 54, Recycling Initiatives

GRI 302:
Energy 2016

302-1

Energy consumption within the organization

Page 42, Group Energy Consumption

SOCIAL

302-2

Energy consumption outside of the organization

Pages 41-42, Energy Consumption

302-3

Energy intensity

Pages 41-42, Energy Consumption

GRI 401:
Employment 2016

302-4

Reduction of energy consumption

Pages 41-42, Energy Consumption

302-5

Reductions in energy requirements of products
and services

Pages 41-42, Energy Consumption

303-1

Interactions with water as a shared resource

Page 46, Preserving Water Resources

303-2

Management of water discharge-related impacts

Page 47, Addressing And Preventing Water
Pollution Through Technology

303-3

Water withdrawal

Pages 50-51, Water Consumption

303-4

Water discharge

Pages 50-51, Water Consumption

303-5

Water consumption

Pages 50-51, Water Consumption

304-1

Operational sites owned, leased, managed in, or
adjacent to, protected areas and areas of highbiodiversity value outside protected areas

Page 55, Biodiversity

304-2

Significant impacts of activities, products andservices on biodiversity

Page 55, Biodiversity

304-3

Habitats protected or restored

Page 55, Biodiversity

304-4

IUCN Red List species and national conservation
list species with habitats in areas affected byoperations

Page 55, Biodiversity

305-1

Direct (Scope 1) GHG emissions

Page 43, GHG And Carbon Emissions

305-2

Energy indirect (Scope 2) GHG emissions

Page 43, GHG And Carbon Emissions

305-3

Other indirect (Scope 3) GHG emissions

Page 43, GHG And Carbon Emissions

305-4

GHG emissions intensity

Page 43, GHG And Carbon Emissions

305-5

Reduction of GHG emissions

Page 43, GHG And Carbon Emissions

305-6

Emissions of ozone-depleting substances (ODS)

GRI 305:
Emissions 2016SASB
DISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX89

ENVIRONMENTAL

GRI 304:
Biodiversity 2016

BURSA ESGPERFORMANCEDATA TABLEENVIRONMENTAL (CONTD.)

205-3

GRI 303:
Water andEffluents 2018

TASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURES

88

GOVERNANCE
GRI 205:
Anti-corruption
2016

ENVIRONMENTAL
AWARENESS ANDPRESERVATION

305-7

Nitrogen oxides (NOx), sulfur oxides (SOx), andother significant air emissions

Pages 52-54, Waste Management

401-3

Parental leave

Page 68, Ranhill Group Parental Leave

GRI 402:
Labor/
Management
Relations 2016

402-1

Minimum notice periods regarding operationalchanges

Page 70, Minimum Notice Period For Operational
Changes

GRI 403:
Occupational
Health and Safety
2018

403-1

Occupational health and safety management
systemPages 74-79, Occupational Safety And Health403-2

Hazard identification, risk assessment, andincident investigation

Pages 76-77, Identification And Assessment of High
Risk Locations and Mitigation Measures

403-3

Occupational health services

Pages 74-79, Occupational Safety And Health403-4

Worker participation, consultation, andcommunication on occupational health andsafetyPage 75, Worker Representation On Joint Health
And Safety Committees

403-5

Worker training on occupational health andsafetyPage 76, Health And Safety Related Training

403-6

Promotion of worker healthPages 75-77, Worker Representation On Joint
Health And Safety Committees

403-7

Prevention and mitigation of occupational health Pages 76-77, Identification And Assessment of High
Risk Locations and Mitigation Measuresand safety impacts directly linked by business
relationships

403-8

Workers covered by an occupational health andsafety management system

Pages 74-79, Occupational Safety And HealthPage 44, Other Air Emissions

403-9

Work-related injuries

Page 77, Health And Safety Performance

Page 45, RSE I and RSE II Air Emissions

403-10Work-related ill healthPage 77, Health And Safety PerformanceABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

90

91

GRI STANDARDS CONTENT INDEXSASB DISCLOSURES (UTILITIES)

7

8

SASB DISCLOSURES (UTILITIES)
9 10 11 12 13 14 15 16

TOPIC

ACCOUNTING METRIC

GHG and Energy
Resource Planning

IF-EU-110a.1

Page 72, Ranhill Group:Employee Training Data

1) Gross global Scope 1 emissions, percentage covered
Please refer to GHG and Carbon
under (2) emissions-limiting regulations, and (3) emissions- Emissions, page 43
reporting regulations

Programs for upgrading employee skills andtransition assistance programs

Page 71, Employees’ Competency And Career
Development (Training)Greenhouse gas (GHG) emissions associated with power
deliveries

Please refer to GHG and Carbon
Emissions, page 43

IF-EU-110a.2

404-3

Percentage of employees receiving regularperformance and career development reviews

Page 73, Assessement Of Training Effectiveness

Please refer to GHG and Carbon
Emissions, page 43

IF-EU-110a.3

GRI 405:
Diversity and Equal
Opportunity 2016405-1

Diversity of governance bodies and employees

Pages 62-63, Group Employee Demographics

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

405-2

Ratio of basic salary and remuneration of women
to menPage 66, Promotions And Rewards Management

Air Quality

Please refer to RSE I and RSE II
Air Emissions, page 45

IF-EU-120a.1

GRI 406:
Non-discrimination
2016

406-1

Incidents of discrimination and corrective actions Page 60, Adherence To Local Labour Laws And
taken
International Conventions

Air emissions of the following pollutants: (1) CO, (2) NOx(excluding N2O), (3) SOx, (4) particulate matter (PM10), (5)mercury (Hg), (6) percentage of each near areas of dense
population

Water Management

407-1

Please refer to Water
Consumption, pages 50-51

IF-EU-140a.1

GRI 407:
Freedom of
Association
and Collective
Bargaining 2016

(1) Total fresh water withdrawn, (2) total fresh water
consumed, percentage of each in regions with High orExtremely High Baseline Water Stress
Number of incidents of non-compliance associated withwater quality permits, standards, and regulations

Please refer to Appendix Two:
Ranhill SAJ’s Compliance to
SPAN KPIs, pages 92-96

IF-EU-140a.1

GRI 408:
Child Labor 2016

Description of water management risks and discussion ofstrategies and practices to mitigate those risks

Please refer to Preserving Water IF-EU-140a.1
Resources, page 46

Workforce Health &Safety(1) Total recordable incident rate (TRIR), (2) fatality rate,and (3) near miss frequency rate (NMFR)

Please refer to Health And
Safety Performance, page 77

Grid Resiliency

Number of incidents of non-compliance with physical and / Please refer to Data Privacy andor cybersecurity standards or regulations
Security, page 21

GRI Standard

GRI Disclosure

Page Reference and Reasons for Omissions, If
Applicable

404-1

Average hours of training per year per employee

404-2

GRI Code

SOCIAL (CONTD.)GRI 404:
Training and
Education 2016

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

Page 69, Collective Bargainining And Freedom Of
Association

408-1

Operations and suppliers at significant risk forincidents of child labor

Page 60, Adherence To Local Labour Laws And
International Conventions

GRI 409:
Forced orCompulsory Labor
2016

409-1

Operations and suppliers at significant risk forincidents of forced or compulsory labor

Page 60, Adherence To Local Labour Laws And
International Conventions

GRI 413:
Local Communities
2016

413-1

GRI 414:
Supplier Social
Assessment 2016

REFERENCED INFORMATION

CODE

IF-EU-320a.1
IF-EU-550a.1

Operations with local community engagement,
Pages 26-28, Stakeholder Engagement,
impact assessments, and development programs Pages 56-58, Contributions Towards Social
Wellbeing & Capacity Building

SASB DISCLOSURES: UTILITIES – ACTIVITY METRICS
ACTIVITY METRICUNIT OF MEASURE

CODE

414-1

New suppliers that were screened using social
criteria

Page 33, Supplier Assessment

Please refer to Group Energy Consumption, page 42

IF-EU-000.D

414-2

Negative social impacts in the supply chain andactions taken

Page 33, Supplier Assessment

Total electricity generated, percentage bymajor energy source, percentage in regulated
markets
Total wholesale electricity purchased

IF-EU-000.E

GRI 415:
Public Policy 2016

415-1

Political contributions

Page 22, Political Views And Contributions

Please refer to Group Energy Consumption, page 42;375,764,074 kWh of purchased electricity

GRI 416:
Customer Healthand Safety 2016

416-1

Assessment of the health and safety impacts ofproduct and service categories

Page 79, Customer Satisfaction & Trust

GRI 418:
Customer Privacy
2016

418-1

Substantiated complaints concerning breachesof customer privacy and losses of customer data

Page 79, Customer Satisfaction & TrustABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

7

8

9

APPENDICES
10 11 12 13 13 15 16

92

93

Appendix One: External Assurance Statement

Appendix One: External Assurance Statement

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

7

8

9

APPENDICES
10 11 12 13 13 15 16

94

95

Appendix One: External Assurance Statement

Appendix One: External Assurance Statement

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

9

APPENDICES
10 11 12 13 13 15 16

97

APPENDIX Two: RANHILL SAJ COMPLIANCE TO SPAN KPIS

APPENDIX TWO: RANHILL SAJ COMPLIANCE TO SPAN KPIS

Performance Measures

Key Performance Indicator (KPI)

Target2023

Achievement
2023

1

WATER SERVICES PERFORMANCE

1.1

Supply Coverage% coverage Urban Areas

100%

100%

% of Water Supply
Coverage% coverage Rural Areas

99.5%

99.72%

Treated Water Quality
Compliance Rate

% of water quality tests that meet the NDWQ Standardsa) Residual chlorineb) E Colic) Res. Chlorine & E Colid) Turbiditye) Aluminium

99.0%
99.9%
99.95%
99.7%
95.0%

99.99%
100%
100%
99.88%
97.06%

Continuity of Water
Supplya) Comm. pipe failures to be repaired within 24 hours;(for cases where services are affected)

95%

100%

Water Interruptions andMain Breaksb) Pipe repair and restoration of supply for pipe below 200mm
dia. to be within 24 hours

95%

100%

c) Pipe repair and restoration of supply for pipes size 200mm up
to 600mm dia. to be within 36 hours

95%

100%

d) Pipe repair and restoration of supply for mains exceeding
600mm dia. to be within 48 hours

95%

100%

99%

99.82%

1.3

8

96

SPAN KPI Year 2023

1.2

7

1.4

Water Pressure

Minimum pressure of 10m at meter point to be maintained for all
premise types (Unit : % compliance)

1.5

Security of Supplya) Water Treatment Plants reserve margin of at least 15%• JOHOR• Johor Bahru• Batu Pahat• Muar• Kluang• Kota Tinggi• Segamat• Pontian• Mersing

10%
2%
6%
15%
15%
15%
15%
4%
15%

10.53%
4.86%
11.72%
18.19%
9.37%
32.23%
19.42%
4.33%
21.20%b) Interconnections between water treatment plants via network
system not less than 80%• JOHOR• Johor Bahru• Batu Pahat• Muar• Kluang• Kota Tinggi• Segamat• Pontian• Mersing

10.53%
4.86%
11.72%
18.19%
9.37%
32.23%
19.42%
4.33%
21.20%

93.62%
100%
100%
100%
80%
89%
89%
100%

Performance Measures

Target2023

Achievement
2023

100%
100%
70%
60%
70%
70%
70%
70%
60%

100%
100%
100%
76%
100%
100%
100%
81%
89%

a) Percentage responded within 24 hours

99.5%

99.01%b) Response and resolution of Complaints - % complaints
responded and resolved according to Customer Charter
schedule

99.3%

99.88%c) Telephone Complaints:- % responded within 10 seconds (excluding crisis period
beyond our control and include abandoned calls)

92%

94%

NRW
a) % Total of NRW• JOHOR• Johor Bahru• Batu Pahat• Muar• Kluang• Kota Tinggi• Segamat• Pontian• Mersing

25.5%
23.5%
37.0%
29.8%
28.2%
27.8%
33.2%
25.5%
22.5%

25.0%
20.5%
34.5%
29.43%
29.9%
24.0%
37.0%
28.6%
22.5%

b) Real losses volume: Liter / connection / day (l / con / day)

303

303

c) Commercial loss: number of meters not functioning or stop

0.2%

0.19%

Key Performance Indicator (KPI)

1

WATER SERVICES PERFORMANCE (CONTD.)

1.5

Security of Supply (Contd.)2

CUSTOMER SERVICE

2.1

Water Supply Complaintsc) Percentage of storage capacity in order to suit demand morethan 24 hours supply• JOHOR• Johor Bahru• Batu Pahat• Muar• Kluang• Kota Tinggi• Segamat• Pontian• MersingResponse time to complaints

3

OPERATIONAL AND ECONOMIC PERFORMANCE

3.1

Non-Revenue Water

3.2
3.3

3.4

Operating Cost
Collection Efficiency

Operating Ratiod) Infrastructure Leakage Index (ILI)

8.7

8.6

a) Operating Cost per 1000 accounts

639,354644,083b) Operating Cost per cubic meter produced: RM / m3

1.103

1.168

Billing efficiency

99.50%

99.60%

Average collection period<45 days

31.60

Percentage of total debts for active account more than 120 days

<34%

13.98%

Operating Cost / Revenue

0.61

0.67

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

7

8

9

APPENDICES
10 11 12 13 13 15 16

98

99

APPENDIX TWO: RANHILL SAJ COMPLIANCE TO SPAN KPIS

APPENDIX THREE: Thailand Operation COMPLIANCE TO
REGULATORS’ KPIS

Performance Measures

Target2023

Achievement2023% of water treatment plants with sludge treatment facilities
compared to total no. of water treatment plants

90%

100%

% of total volume of treatment residue treated compared to total
volume of treatment residue generated

90%

Key Performance Indicator (KPI)

4ENVIRONMENTAL PERFORMANCE

4.1

Sludge Treatment

4.2

THAILANDACTUALTARGET
1

100%

YTD JANUARY
2023

YTD DECEMBER
2022

YTD DECEMBER
2023

Amata City Chonburi Industrial Estate WTP-2CB Stage 1 & Stage 2 (Concession)
Color

15

10

5

5

Turbidity

4

0.66

0.94

0.80

5

COMPETENCY

pH Range

6.5-8.5

7.50

7.20

7.50

5.1

a) Water Treatment Plant
Requirement of- Percentage of staff obtained Sijil Kemahiran Malaysia (SKM)
competent staff to operate
Level 2water treatment plant and- Percentage of staff obtained Sijil Kemahiran Malaysia (SKM)
distribution system
Level 3

Total Solids

600

392

296

358

Influent Compliance

100

100

100

100

b) Water Distribution- Percentage of staff obtained Sijil Kemahiran Malaysia (SKM)
Level 2- Percentage of staff obtained Sijil Kemahiran Malaysia (SKM)
Level 390%85%97.68%
94.92%

75%

96.50%

75%

81.80%

2

3

4

5

Amata City Chonburi Industrial Estate WWTP-1CB (Concession)
Color

300

N/A

N/A

N/A

pH at 250C

5.5-9

6.80

7.10

7.10

Total Dissolved Solids

3,000

1,222

1,236

1,232

Suspended Solids

50

6.0

6.0

28.0

BOD (5 days, at 200C)

20

<2

10.0

7.9

COD

120

37

52

54

Total Kjeldahl Nitrogen as N

100

2.10

4.00

3.20

Oil & Grease & Fat

5

<3

<3.0

<3.0

Effluent Compliance

100

100

100

100

Amata City Chonburi Industrial Estate WRTP-1CB (Concession)
Color

15

5

5

5

Turbidity

4

0.50

0.50

0.50

pH range

6.5-8.5

7.00

7.10

7.40

Dissolved Solids

600

500

432

444

Influent Compliance

100

100

100

100

Amata City Rayong Industrial Estate WTP-2RY (Concession)
Color

≤15

5

5

5

Turbidity

4

0.75

0.50

1.43

pH Range

6.5-8.5

7.40

7.60

7.60

Total Solids

≤600

128

152

153

Influent Compliance

100

100

100

100

pH at 250C

5.5-9.0

7.40

7.50

7.30

Total Dissolved Solids<3,000

600

832

788

Suspended Solids

<50

2.0

8.0

12.0

BOD (5 days, at 200C)

<20

14.0

10.0

6.4

COD

<120

35

82

37

Total Kjeldahl Nitrogen as N

<100

7.70

6.60

8.00

Oil & Grease & Fat

<5

<3.0

<3

<3.0

Effluent Compliance

100

100

100

100

Amata City Rayong Industrial Estate WWTP-2RY (Concession)

7

8

9
TARGETACTUALYTD JANUARY
2023
YTD DECEMBER
2022
YTD DECEMBER
2023

Amata City Rayong Industrial Estate WTP1/2-RY (Concession)

pH (25°C)
6.5-8.5
7.00
7.10
7.20

Turbidity
4
0.88
0.79
0.89

Colour≤15
5
5
5

Total Dissolved Solids (TDS)
≤600
156
138
156

Total Hardness (as CaCO3)
≤300
49
44
58

Chloride (Cl)
≤250
22
22
28

Influent Compliance
100
100
100
100

N/A
N/A
N/A

Amata City Rayong Industrial Estate WWTP-4RY (Concession)

Color
300

pH at 250C
5.5-9.0
7.00
7.20
7.20

Total Dissolved Solids<3,000
1,760
1,862
2,132

Suspended Solids
<50
20
35
13

BOD (5 Day, at 200C)
<20
12.0
10.0
12.0

COD
<120
44
51
31

Total Kjeldahl Nitrogen as N
<100
18.20
20.30
15.40

Oil & Grease & FAT
<5
2.0
<3
<3.0

Effluent Compliance
100
100
100
100

AIT Concession

pH
5.0-9.0
7.30
7.30
6.80

BOD
<20
4.0
18
16

Total Suspended Solids
<30
18.0
5
5

Total Dissolved Solids<500***
400
316
424

Oil & Grease
<5.0
<3
<3
<3

Total Kjeldahl Nitrogen
<35
21.00
9.80
3.20

Effluent Compliance
100
100
100

Amata City Rayong Industrial Estate WRTP2-RY (Concession)

Color
15
5
5
5

Turbidity
4
0.50
0.50
0.50

pH range
6.5-8.5
6.70
7.20
6.60

Dissolved Solids
600
292
304
298

Influent Compliance
100
100
100
100
303,346.10

1,931,985,736.41 1,931,978.24

4,491.80
331,155.13

2,816,645.27

359,163,787.61

66,077,591.97

12,671.81

821,252,045.88

136,178,052.63

11,069.95

4,210.07

30,455.95

744,459,579.19

123,393,896.30

13,931.33

5,938.02

132,728.56

131,623.63

52,051.44

6,822.48

15,585.94-

194.22-329,841.36

329,841.36

87,927.47

2,637.94--

36,748.62

34,776.66

24,566.04

4,028.64--

423.981,037,086.68

3,518,620.25

2,099,668.86

752,342.24

8,612.50

10,188.26

13.83

288,469.79

2,955.56

31,870.03

1,757,289.26

1,716,062.43

64,656.78

45,081.55

1,942.76

2,095.47

5,934.66-

1,596,351.21

31,870.03

83,930.34

952,532.71

811,205.60

486,196.74

60,076.16

15,299.19

13.34

25,215.37

7,889.74

216,515.06

83,930.34-

382,562.97

382,409.97

182,411.76

143,119.00

2,732.00--

12,267.00

41,880.21

0.00-

153.009

TOTAL SCOPE 1, 2 & 3

4,491,799.02

376,847.58
459,100.64-

123,071,178.42

5,758.00

357,602.70
357,602.70

153

8

331,155,129.41

Cat. 7 Employee Commuting

465.72739.63-

135,819,787.95-

239,275.95

0.00

57,396.77-

1,377.00-

153.00

-

0.00

-

-

-

7

TOTAL SCOPE 3

465,723.49
739,627.00

Cat. 5 Waste Generated in Operations

44,134,900.34--

56,969.55

0.00

9,356.80-

131.5820.46
1,831.72

0.00

6

2.12

-

272,392.58

0.00

1,061,348.69

17,100.42

38,343.64

-

0.38

-

SASB
DISCLOSURES(UTILITIES)

Cat. 6 Business Travel

303,346,104.73
2,122.64-

330,312.85

258,519.85
258,519.85

1,971.96

-

153

1.23
25,973.79

3,229.18

-

0.00

-

53,725.41

442.1854,167.59

-

-

-

5

Cat. 3 Fuel and energy-related activities

18,012,229.03
277,869.11

357,896.24
357,896.24

0.00

-

-

-

-

131.96-0.00-

4,796.90

155.794,952.69

-

-

-

-

4

Cat. 4 Upstream Transportation and Distribution

290,466,672.62
290,466,672.62

1,104.93-

323.14--

81,419.08

-

0.00

-

698,319.83

281,609.78

979,929.61--

4,272.15

0.00

321,803.01
306.7421,803,013.12
306,739.41

Cat. 1 Purchased Goods & Services
Cat. 2 Capital Goods

Scope 3:
Indirect
Emissions

291,556.49

620,807,163.04

54,175.95

607.72--153.00-0.00-

1,818.96-

1,818.96

-

-

-

-

RBSB
0.00

2

291,556.49

684,716,097.01

30,120.19

607.72

39,633.05

0.00

-

0.00

-

-

-

0.00

-

-

-

RWT
4,272.15

1

291,556,491.78

2,619,523.02

877.5014,462.17

134,576.03

323.14

-

0.00

-

259

522.79781.79

-

-

-

-

RWS
0.00

GRI STANDARDSCONTENT INDEXTOTAL SCOPE 2

24.48
52,710.48

94,416.72

7,435.80

7,435.80-

2,894.41

703.61

3,598.02

608,466,562.65

-

-

-

RSI
0.00

101

Purchased Electricity

291,556,491.78

102.27

Scope 2:
Indirect
Emissions

102,274.06

1,309,274,115.22 1,309,266.62(iv) Fire Suppression System & Fire Extinguisher

56.16

254.73TOTAL SCOPE 1

56,158.97(iii) Mobile Air-Conditioner

0.05

46.55
254,725.07

165,303.94

57.54

57.54

-

2,868.83

2,878.54

5,747.37

669,126,093.84-

12,235,149.85

RSE O&M II
0.00

100

(i) Refrigerant

68,074.63

-

0.00

-

2,177,223.48

370,472.95

2,547,696.43--

15,418,894.32

RSE O&M I
0.00

BURSA ESGPERFORMANCEDATA TABLE(ii) Air-Conditioner

413.20413,204.65

Fugitive Emissions--

7,493.34
7,493.34

Purchased Gas-

2,941.91

1,277,592.66-

3,751.96

RSE II
620,701,712.50

TASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURES(i) Equipment-(iii) Compressed Natural Gas

656.79656,785.64
2,941,906.82(i) Petrol

1,277,592,656.49
3,598,692.46(iv) Natural Gas (Combined Cycle)
Mobile Combustion(ii) Diesel

3,598.69-(iii) LPG

27,662.07

27,662,068.28(i) Petrol (Generator Consumption)

RSE I
684,544,988.16

ENHANCING
GOVERNANCEACROSSTHE GROUP(ii) Diesel (Gas Turbine & Black Start)-

RSAJ
3,751.96(tCO2eq)

CONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDING

1,305,254,724.77 1,305,254.72

GROUP

APPENDIX THREE: Thailand Operation COMPLIANCE TO
REGULATORS’ KPISENVIRONMENTAL
AWARENESS ANDPRESERVATION

Stationary Combustion

ECONOMICPERFORMANCE

Scope 1:
DirectEmissions

ASSESSING AND
PRIORITISING
MATERIAL TOPICS

GHG EMISSIONSSTAKEHOLDERENGAGEMENT(kgCO2eq)

SUSTAINABILITY
GOVERNANCESTRUCTURE

Emissions Sources

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITY

Scope

ABOUT
THIS REPORT

2022

6

MESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVE

APPENDIX FOUR: RANHILL GHG INVENTORY AND CARBON ACCOUNTING ANALYSISABOUT
RANHILL UTILITIESBERHAD
APPENDICESAPPENDICES
10 11 12 13 13 15 16

MANAGEMENT’SAPPROACH TOSUSTAINABILITYABOUT
THIS REPORTSUSTAINABILITY
GOVERNANCESTRUCTURE

ASSESSING AND
PRIORITISING
MATERIAL TOPICSSTAKEHOLDERENGAGEMENTECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLE

1

2

3

4

APPENDICES

5

6

7

8

9

APPENDICES
10 11 12 13 13 15 16

APPENDIX FIVE: LIST OF TRAINING COURSES

522,146.98
595,604.80
251,072.64
150,420.19
882,890,693.57
351,501,762.52
2,103,800.09
TOTAL SCOPE 1, 2 & 3

2,103,800,090

860,464,992.65

38,386.61

6,484,407.10

831,822.39

521,993.98

182,411.76
486,196.74

564,760.30

64,656.78

530,980.25

752,342.24

5,071,905.25

24,566.04

34,625.20

87,927.47

251,072.64

52,051.44

148,027.03

13,931.33

242,732,687.19

11,069.95

146,831,755.48

2,816,645.27

56,602,256.65

4,491.80

453,290.06

4,491,799.02

453,290,063.98

Cat. 7 Employee Commuting

TOTAL SCOPE 3

5,464.00

130,967.50
14,037.07

15,299.19
1,943.46

29,417.02
83,320.38

143,100.71-

3,460.08-

5,111.63-

12,674.19
12,622.76

13,916.85
3.58
416,461.30-

596.19596,189.09
Cat. 5 Waste Generated in Operations

Cat. 6 Business Travel

300,065.69

300.07

8,455.06-

25,215.37-

10,571.64

3,757.97

342,739.37

204.5859334-

841.0817232--

465.2704689-

242,158,616.05-

146,029,681.61
44,211,017.95

3.96

432,779.15

3,962.56

432,779,148.34
Cat. 3 Fuel and energy-related activities

Cat. 4 Upstream Transportation and Distribution

174,502.79

28,647.93
24,011.93

420,633.39-

3,746,858.98

3,338.98
5,758.00

158,033.54-

82,836.13-

533,600.19-

782,545.28
9,158,132.14-

15,057.14

61.76
61,756.84

15,057,142.44
Cat. 1 Purchased Goods & Services

Scope 3:
Indirect
EmissionsCat. 2 Capital Goods

0.00

88,179.00

88,179.00

53,578.20

53,578.20

359,846.76

359,846.76
0.00

-

0.00

-

0.00
134,850.34

134,850.34
263,621.74

263,621.74

292,007,032.98

292,007,032.98

292,907.11

292,907.11

292,907,109.02

292,907,109.02

Purchased Electricity

TOTAL SCOPE 2

Scope 2:
Indirect
Emissions153.00-178,883.08-

11,046.35

17,100.42

1,052,655.09-

3,761.41

-

0.00

-

2,393.16

54,175.95

617,599,095.67

30,120.19

735,795,316.36
2,959,612.96

980.05102.381,357,602,917.08 1,357,602.92

102,376.61(iv) Fire Suppression System & Fire Extinguisher

SASB
DISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX103

TOTAL SCOPE 1-

153
1,989.00

1,831.72-

153
28,801.94

26,821.89
-

153

-

-

-

476.136131.5877,333.26
131,983.86

437.5852,710.48

78,309.07

290.68110.60110,604.31

290,681.21(ii) Air-Conditioner(iii) Mobile Air-Conditioner

153.00

0.00

20.46

3,841.18
153.380.382572,725.48

1.225785-

153.000.00-

476.14
131,640.79-

162,541.62
64,884.01

24.48

436.57436,568.59
Fugitive Emissions

0.05

-

0.00
0.00

-

0.00

-

0.00
0.00

-

0.00
0.00

0

0.00
0.00

0

-

-

Purchased Gas-

102(i) Equipment--

175,041.90
10,788.77-

698,319.83-

3,608.41--

1113.707285
1,769.35-

1,409.17
2,311,804.59-

3,203.86-

3,203,855.74(ii) Diesel(iii) Compressed Natural Gas-

0.00
175,041.90-

10,892.96

104.1971277

979,929.61

281,609.78

3,608.41

-

0.00

-

1,917.02

803.3159397-

1,769.35
4,229.38

712.442,820.21

2,738,905.25

427,100.66

3,916.29

712,438.16

3,916,293.90
Mobile Combustion(i) Petrol

-

-

-

-

-

-

-

-

-

-

-

606,924,738.24-

716,420,698.38

-

-

-

1,323,345.44-

1,323,345,436.62(iii) LPG

(iv) Natural Gas (Combined Cycle)

-

-

-

-

-

-

-

10,540,947.30-

19,207,846.97-

88,683.63-

29,837.48-

29,837,477.90(i) Petrol (Generator Consumption)(ii) Diesel (Gas Turbine & Black Start)

GROUP
RBSB

0.00
0.00

RWT
RWS

0.00
0.00

RSI
RSE O&M II

0.00

RSE O&M I

0.00

RSE II

617,465,685.54

RSE I

735,628,545.35
88,683.63

RSAJ(tCO2eq)

Stationary Combustion

Scope 1:
DirectEmissions

GHG EMISSIONS(kgCO2eq)
Emissions Sources
Scope

2023

1,353,182,914.52 1,353,182.91

APPENDIX FOUR: RANHILL GHG INVENTORY AND CARBON ACCOUNTING ANALYSIS

0.00

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

46.54

MESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVE(i) Refrigerant

ABOUT
RANHILL UTILITIESBERHAD

RSE
DATE
FROM

DATE TONO. OF
PARTICIPANT

Gutor Electronic Asia
Pasific Sdn Bhd

4/1/2023

6/1/2023

4

Latihan Pemantapan Kawad Kecekapan
Organisasi Keselamatan Kebakaran (OKK)

Non Technical Jabatan Bomba dan
Penyelamat Malaysia

9/1/2023

9/1/2023

10

3

Seminar Keselamatan Kebakaran Uniform
Building By-Law 1984 (Amendment) 2021

Non Technical Jabatan Bomba dan
Penyelamat Malaysia

9/1/2023

9/1/2023

2

4

Basic First Aid & CPR with AED Training (Session 1) Non Technical Persatuan Bulan Sabit
Merah Malaysia

12/1/2023

13/1/2023

15

5

Basic First Aid & CPR with AED Training (Session
2)

Non Technical Persatuan Bulan Sabit
Merah Malaysia

17/1/2023

18/1/2023

26

6

OHSMS-Legal Requirement & Other Requirement

Non Technical Think Big Management
Consultant Sdn Bhd

1/2/2023

2/2/2023

17

7

ISO 45001 : Occupational Health and Safety
Management System - Documentation Review
RPOMIINon Technical Think Big Management
Consultant Sdn Bhd

8/2/2023

9/2/2023

20

8

ISO 45001 : Occupational Health and Safety
Management System - Documentation Review

Non Technical Think Big Management
Consultant Sdn Bhd

8/2/2023

9/2/2023

18

9

ISO 45001 : Occupational Health and Safety
Management System - Consultation Session(Clause 7-8)

Non Technical Think Big Management
Consultant Sdn Bhd

15/2/2023

16/2/2023

15

10

Workshop on Key Changes to Employment Act
Non Technical MEF Academy Sdn Bhd
1955: Reflection towards Labour Ordinance Sabah& Sarawak

20/2/2023

21/2/2023

1

11

ISO 45001 : Occupational Health and Safety
Management System - Consultation Session(Clause 7-8)

Non Technical Think Big Management
Consultant Sdn Bhd

20/2/2023

21/2/2023

17

12

FUJIFILM Business Innovation Expo: Experiencing
Innovation Roadshow

Non Technical FUJIFILM Business
Innovation Asia PacificPte.Ltd

22/2/2023

22/2/2023

1

13

Cyber Security Awaraness

Non Technical Condition Zebra (M)Sdn Bhd

16/3/2023

16/3/2023

79

14

Kursus Talian atas Voltan Rendah Sesi 1/2023
secara Separuh Masa (80 Jam)

25/2/2023

26/3/2023

2

NO. TRAINING TITLETRAINING
TYPE

1

Gutor UPS level 2

Technical

2

TRAINING PROVIDER

Technical

Institut Kemahiran
Belia Negera, Kinarut

Technical

GTUser.com

15

Frame 6FA User Conference

17/4/2023

20/4/2023

3

16

Occupational Safety and Health Conference 2023
(OSHCOF 2023)

Non Technical OMK Consultation Sdn
Bhd

14/3/2023

15/3/2023

2

17

ISO 45001: Occupational Health and Safety
Management System - Document Review &Finalization

Non Technical Think Big Management
Consultant Sdn Bhd

20/3/2023

21/3/2023

13

18

ISO 9001: 20015 Internal Audit Refresher Course(RPOM)

Non Technical Think Big Management
Consultant Sdn Bhd

21/3/2023

22/3/2023

15

19

ISO 9001: 2015: Awareness Course (RPOM)

Non Technical Think Big Management
Consultant Sdn Bhd

23/3/2023

23/3/2023

12

20

Data Visualisation & Analytics with Power BI

Non Technical Malaysian Institute of
Accounts

6/6/2023

7/6/2023

2

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTRANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

MANAGEMENT’SAPPROACH TOSUSTAINABILITYSUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

7

8

9

104

105

APPENDIX FIVE: LIST OF TRAINING COURSES

APPENDIX FIVE: LIST OF TRAINING COURSES

NO. TRAINING TITLETRAINING
TYPE

TRAINING PROVIDER

DATE
FROM

DATE TONO. OF
PARTICIPANT

21

Sabah Oil, Gas & Energy Convention andExhibition, SICC

Non Technical The EIC Energy Market
Intelligence (Asia
Pacific) Sdn Bhd

8/6/2023

9/6/2023

2

22

Webinar on the New Revision of the Information
Security Management System Standard IEC
27001: 2022

Non Technical SIRIM QAS International

11/4/2023

11/4/2023

823

Jana Kuasa Voltan Rendah dan Penyegerakkan
Sesi 2/2023 secara Separuh Masa (80 Jam)

8/4/2023

14/5/2023

2

24

Introduction to Photovoltaic (PV) System
Management

Non Technical Selangor Human
Resource Development
Center (SHRDC)

3/7/2023

3/7/2023

1

25

Improving Your People Communication &Interpersonal Skills

Non Technical Aim Skills Development& HR Consultancy PLT

27/7/2023

28/7/2023

1

26Managing Recurrent Related Party Transactions

Non Technical CKM Advisory Sdn.
Bhd. Company
No.201601009058

15/6/2023

15/6/2023

6

27

Awareness and Understanding of Quality
Management System ISO 9001:2015

Non Technical DanaSafe

14/6/2023

14/6/2023

28

Awareness and Understanding of Occupational
Safety and Health Management System ISO
45001:2018

Non Technical DanaSafe

14/6/2023

14/6/2023

29

Seminar Keselamatan Kebakaran Uniform
Building By-Law 1984 (Amendment) 2021

Non Technical OMK Consultant

7/6/2023

8/6/2023

1

30

BEM Roadshow Sabah and Sarawak 2023

Non Technical BEM

5/7/2023

6/7/2023

3

31

LDP - Module 1.1 - Transformational Leadership

Non Technical First Skill Consultant
PLT

13/6/2023

13/6/2023

32

Seminar Keselamatan Kebakaran Fire Certificate
for the Designated Premises

Non Technical Jabatan Bomba dan
Penyelamat Malaysia

12/7/2023

33

LDP - Module 1.3 - Impactful Presentation

Non Technical First Skill Consultant
PLT

34

LDP - Module 1.4 - Problem Solving & Decision
MakingNon Technical First Skill Consultant
PLT

35

Preparatory Course for Steam Engineer Certificate
of Competency Examination (Boiler)

36

ISMS Internal Audit Training for Ranhill PowerO&M Sdn Bhd (RPOM)37

NO. TRAINING TITLETRAINING
TYPE

TRAINING PROVIDERAPPENDICES
10 11 12 13 13 15 16

DATE
FROM

DATE TONO. OF
PARTICIPANT

43

Authorised Gas Tester and Entry Supervisor for
Confined Space RPOM & RPOMII (Refresher)

Non Technical NIOSH

6/9/2023

7/9/2023

11

44

Authorised Entrant and Standby Person for
Confined Space Refresher RPOM & RPOMII(Refresher)

Non Technical NIOSH

4/9/2023

4/9/2023

1845

Preparatory Course for Steam Engineer Certificate
of Competency Examination (Boiler)

18/9/2023

22/9/2023

1

46

Financial Transformation & Global CFO

Non Technical Corporate WorldIntelligence

3/10/2023

5/10/2023

1

47

Authorised Entrant and Standby Person for
Confined Space

Non Technical NIOSH

3/10/2023

4/10/2023

1

48

Seminar AKAS 1974: Alam Sekitar Tanggungjawab
Bersama

7/11/2023

8/11/2023

449International Greentech & Eco Products
Exhibition & Conference Malaysia

5/10/2023

6/10/2023

3

3

50

International & Independent GE Frame 6B, Frame
7E & Frame 9E User Conference 2023

7/11/2023

10/11/2023

3

3

51

Authorised Gas Tester and Entry Supervisor for
Confined Space (AGTES) - 3 Pax (TBA)

Non Technical NIOSH

4/12/2023

6/12/2023

3

52

Authorised Entrant & Stand-by Person for
Confined Space - 7 Pax

Non Technical NIOSH

18/11/2023

19/11/2023

7

53

Pressure Safety Valve

Non Technical Materials Technology
Education Sdn Bhd

27/11/2023

29/11/2023

3

20

54

Effective Store and Warehouse Management

Non Technical Knowledge Hub Asia
Sdn Bhd

15/11/2023

16/11/2023

2

12/7/2023

2

55

LDP - Module 1.2 - Emotional Inteligience

Non Technical First Skill Consultant
PLT

19/10/2023 20/10/2023

20

22/6/2023

23/6/2023

20

56

The 19th Asian Oil, Gas & Petrochemicals
Engineering Exhibition

Non Technical OGA

13/9/2023

15/9/20231

9/8/2023

10/8/2023

20

57

ENLIT ASIA ; Strengthening ASEAN Readiness in
Energy 2023

Non Technical Enlit Asia

14/11/2023

16/11/2023

13

7/8/2023

11/8/2023

158

Non Technical DanaSafe

18/10/2023

19/10/2023

18

Non Technical DanaSafe

17/7/2023

18/7/2023

19

ISO 9001: 2015 Quality Management System
Internal Audit Training (RSE O&M II) - Refresher
Course59

Non Technical DanaSafe

20/11/2023

21/11/2023

22

ISMS ISO 27001: 2013 Awareness Training for
Ranhill Power O&M Sdn Bhd (RPOM)

Non Technical DanaSafe

28/7/2023

28/7/2023

5

ISO27001: 2022 ISMS Awareness & Internal Audit
Training (RSE O&M II) - Refresher Course

60

Non Technical SMR HR Group

21/11/2023

23/11/2023

2

38

National Human Capital Conference & Exhibition
2023 (Borneo Region)

Non Technical HRD Corp

4/7/2023

5/7/2023

1

Competency - Based Training Analysis (CBTNA) Workshop

61

23/11/2023

19/1/2025

2

30

The Energy Transition Conference: Accelerating A
Responsible Energy Transition 2023

Non Technical Tenaga National
Berhad28/9/2023

29/9/2023

4

Kursus Penjaga Jentera Elektrik A4 secara
Separuh Masa bagi Sesi 2/2023 di IKBN

62

4/12/2023

5/12/2023

1840

Knowledge Management workshop

Non Technical Group HR

5/9/2023

5/9/2023

1

ISO27001: 2022 ISMS Annex A Control & SOA
RSE O&M II

41

Regroup & Refresh Ranhill Power 2023-Session 1

Non Technical Fokus Budi Consultant

14/7/2023

15/7/2023

64

63

21/10/2023

26/11/2023

1

42Regroup & Refresh Ranhill Power 2023-Session 2

Non Technical Fokus Budi Consultant

21/7/2023

22/7/2023

62

Kursus Modul Kendalian Pencawang 11 KV(80 Jam) Sesi 2/2023

64

Pre HR- Engagement

13/12/2023

15/12/2023

3

Technical

Technical

Institut Kemahiran
Belia Negera, Kinarut

Boiler Dynamic PLT

Technical

Technical

Boiler Dynamic PLT

Kelab JASaba

Non Technical MGTC
Technical

Technical

Dutch Gas Turbine
Association

Institut Kemahiran
Belia Negera, Kinarut

Non Technical DanaSafe
Technical

Institut Kemahiran
Belia Negera, Kinarut

Non Technical Group HR

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPTASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

7

8

9

106

107

APPENDIX FIVE: LIST OF TRAINING COURSES

APPENDIX FIVE: LIST OF TRAINING COURSES

RW

NO. TRAINING COURSE

TRAINING
TYPE(GENERIC /TECHNICAL)ORGANIZER/TRAINER

1

CA-EBS

GENERICOFF SHORE SEQU SAFETY SDN BHD

1

NEW T BOSIET CA-EBS

GENERICCROWE CPE SDN BHD

DATENO. TRAINING COURSE

TRAINING
TYPE(GENERIC /TECHNICAL)APPENDICES
10 11 12 13 13 15 16

ORGANIZER/TRAINER

DATE

1

REFRESHER T BOSIET & CA EBSTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

5/7/2023

2

REFRESHER T BOSIET & CA EBSTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

7/7/2023

15 - 17/2/2023

3

NEW T BOSIET & CA EBSTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

17 - 18/7/2023

4BASIC OCCUPATIONAL FIRST AID,CPR & AED

GENERICACADEMY OF SAFETY AND
EMENGENCY CENTRE SDN BHD

26 - 27/7/2023

5

EMERGENCY RESPOND PLAN AND PREPAREDNESSGENERICACADEMY OF SAFETY AND
EMENGENCY CENTRE SDN BHD

28/7/2023

DEALING WITH DIFFICULT PEOPLE

GENERICWORKWISE SERVICES SDN BHD

23 - 24/8/2023

27/1/2023

2

PREPARATION OF THE 2022 EMPLOYERS RETURN (FORM E)
AND MAJOR MISTAKES LEADING TO EMPLOYERS TAX AUDITGENERICCROWE CPE SDN BHD

15/2/2023

1

EMERGENCY RESPOND PLAN AND PREPAREDNESSGENERICACADEMY OF SAFETY AND
EMERGENCY CARE SDN BHD

7/3/2023

2

BASIC OCCUPATIONAL FIRST AID, CPR & AED

GENERICACADEMY OF SAFETY AND
EMERGENCY CARE SDN BHD

9 - 10/3/2023

1
2

PV ELITE BEGINNER LEVELTECHNICALSUTERA ANAYLITICS SDN BHD

28 - 30/8/2023

3

NEW T BOSIETTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

8 - 9/3/2023

3

NEW T BOSIET & CA-EBSTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

7 - 9/8/2023

4

IMPORTANT INDUSTRIAL AND HIGHER COURT DECISION
OF 2022TECHNICALLS HUMAN CAPITAL SDN BHD

9/3/2023

1

EMPLOYER’S RESPONSIBILITIES IN MANAGINGIMMIGRATION AND EXPATRIATE TAX COMPLIANCE IN
MALAYSIA

GENERICCROWE CPE SDN BHD

6/9/2023

52023 BUDGET SEMINAR

GENERICMALAYSIA INSTITUTE OF ACCOUNT

16/3/2023

6

API 580/581 RISK BASED INSPECTION PROFESSIONALTECHNICALIDC TRAINING HOUSE SDN BHD

6 - 10/3/2023

7

API 571 COROSSION & MATERIAL PROFESSIONAL NA

TECHNICALIDC TRAINING HOUSE SDN BHD

13 - 17/3/2023

1

POWER BI LEVEL 1

GENERICSUNA AVENTURES

10 - 11/5/2023

2

POWER BI INTELLEGENT LEVEL 2

GENERICSUNA AVENTURES

17 - 18/5/202

3

POWER BI ADVANCE LEVEL 3

GENERICSUNA AVENTURES

25/5/2023

4

NEW T BOSIET CA-EBSTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

22 - 24/5/2023

5

MBAGENERICAA KNOWLEDGE SDN BHD

22/5/2023 30/1/2025

6

SEVEN KEYS TO BUILDING HIGH-PERFORMING
ORGANIZATIONSGENERICAA KNOWLEDGE SDN BHD

26 - 28/5/2023

NO. TRAINING COURSE

TRAINING
TYPE(GENERIC /TECHNICAL)ORGANIZER/TRAINER

DATE

1

API 579 FITNESS FOR SERVICESTECHNICALPETROSYNC

2

HASiL-MEF TAX SEMINAR 2023 TOWARDS SUSTAINABLE
RECOVERY

GENERICMEF

3

HYSYS TRAINING GP-01 (INTRODUCTION TO STEADY STATESIMULATION FOR OIL & GAS PRODUCTION, CONDITIONING& PROCESSING)TECHNICALEAST ONE ZERE ONE SD BHD

12 - 14/6/2023

4

HYSYS TRAINING GP-02 STEADY STATE SIMULATION FOR
HC PROCESSINGTECHNICALEAST ONE ZERE ONE SD BHD

19 - 21/6/2023

12 - 16/6/2023
12/6/2023

2

PROFESSIONAL SCURM MASTERTECHNICALTRAINOCATE (M) SDN BHD

26 - 27/9/2023

3

LEADERSHIP EXCELLENCE: NURTURING VALUES-BASEDLEADERS FOR POSITIVE IMPACT

GENERICAA KNOWLEDGE SDN BHD

9-10/9/2023

1

NEW T BOSIET & CA-EBSTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

4 - 6/10/2023

2

REFRESHER T BOSIETTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

3SIMPOSIUM KESIHATAN MENTAL & KESEJAHTERAANKOPORAT 2023

GENERICTHE VEILLE SDN BHD

23 - 24/10/2023

4

ORACLE DATABASE 19c: SQL WORKSHOPTECHNICALTRAINOCATE (M) SDN BHD

23 - 27/10/2023

5

PwC MALAYSIA’S BUDGET 2024 SEMINAR: BALANCINGECONOMIC GROWTH AND FISCAL SUSTAINABILITY

GENERIC

PRICEWATER HOUSE COOPERTAXITION SERVICES SDN BHD

4/10/2023

26/10/2023

ABOUTRANHILL UTILITIESBERHADMESSAGE FROMCHAIRMAN AND
CHIEF EXECUTIVEABOUT
THIS REPORTMANAGEMENT’SAPPROACH TOSUSTAINABILITY

RANHILL UTILITIES BERHAD • SUSTAINABILITY REPORT 2023

SUSTAINABILITY
GOVERNANCESTRUCTURE

STAKEHOLDERENGAGEMENTASSESSING AND
PRIORITISING
MATERIAL TOPICSECONOMICPERFORMANCEENVIRONMENTAL
AWARENESS ANDPRESERVATIONCONTRIBUTIONSTOWARDS SOCIALWELLBEING &CAPACITY BUILDINGENHANCING
GOVERNANCEACROSSTHE GROUPBURSA ESGPERFORMANCEDATA TABLESASBDISCLOSURES(UTILITIES)GRI STANDARDSCONTENT INDEX

1

2

3

4

APPENDICES

5

6

7

8

9

APPENDICES
10 11 12 13 13 15 16

108

109

APPENDIX FIVE: LIST OF TRAINING COURSES

APPENDIX SIX: LIST OF EMPLOYEE ENGAGEMENT ACTIVITIESRANHILL SAJ

TRAINING
TYPE(GENERIC /TECHNICAL)ORGANIZER/TRAINERDATEMASTERING YEAR-END REPORTING AND BUDGET 2024 TAX
INSIGHTS AFFECTING THE EMPLOYER AND EMPLOYEE:
2023 FORM E & EA

GENERICCROWE CPE SDN BHD

8/11/2023

2

FULL COURSE CIDB ASSEMENT THROUGH METOHD 1

GENERICMEGAWATI JATI ACADEMY SDN BHD

7 - 26/11/2023

3

MICROSOFT ACCESS ESSENTIAL TRAININGTECHNICALTERITARYINFOTECH SDN BHD

27 - 28/11/2023

4

NEW T BOSIET & CA-EBSTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

20/11/2023

5

NEW T BOSIET & CA-EBSTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

29/11/2023

6

H2S TRAININGTECHNICAL

OFF SHORE SEQU SAFETY SDN BHD

7LEADERSHIP EXCELLENCE: NURTURING VALUES-BASEDLEADERS FOR POSITIVE IMPACT

GENERICAA KNOWLWEDGE SDN BHD

8WEENERGIZER CONFENRENCE 2023

GENERICINTERRADIGM SDN BHD

27 -28/12/2023

1

PRIMAVERA 6

GENERICPACE UP

8 - 9/12/2023

2

POWER BI DATA ANYLYSTGENERICTRAINOCATE (M) SDN BHD

13 - 12/12/2023

3

POWER BI LEVEL 1

GENERICSUNA VENTURA

20 - 21/12/2023

Health Screening
Program

4

TRAIN THE TRAINER

GENERICSHEQ MANAGEMENT CONSULTANT
SDN. BHD

27/11/2023 1/12/2023

Karnival Sukan RSAJ

NO. TRAINING COURSE
1TASKFORCE ON
CLIMATE RELATEDFINANCIALDISCLOSURESHRA Tour

29/11/2023
17 - 19/11/2023

Majlis Sambutan
Hari Raya Aidilfitri Dinner Raya
CSR Banjir
CSR Ramadhan
Solat Hajat Perdana
World Quran Hour
Blood Donation
Program

Employee
Recognition Award
Sick Staff Visit

RSE

RW

Teambuilding Regroup & Refresh
Ranhill Power
Division 2023

Hari Raya
Celebration

Annual Dinner& Employee
Appreciation Night
2023

Mental Health
Program

HSE Day Ranhill
Power Division 2023

Covid AssistanceBlood Donation
Program
New Born Gift

Sports Club Activities Get Well Soon
Wishesi.e. bowling, futsal,
fishing, dart, hiking,Jenga, Carrom,
Esports Competition
and Voice of Ranhill

RBSB
RBSB Wellness
program-Fruit &Flowers
Zakat - WakalahSport Activities Bowling (Invitation)
Special Financial
Assistance
Staff Retirement FrameRTHRA Tour
Majlis Sambutan
Hari Raya Aidilfitri Dinner Raya
CSR Banjir
CSR Ramadhan
Solat Hajat Perdana
World Quran Hour

RWTT & AnuRAK
Amata city Run 2023
(Marathon)
Participate inactivities anddistribute gifts on
National Children’sDay
Planting a forest inhonor of His Majesty
the King

HR Pre-Engagement

Blood Donation
ProgramReleasing fish,
planting mangrove
forests

Gift of Kurma in
RamadanHealth Screening
ProgramLong Service Award

Jamuan Hari Raya by
Department
Staff Engagement Feature Wall Design
Competition
Fruit day3R Campaign &Spring Cleaning
Exercise In
Preparation For
Office Relocation
Contribution for the
bereaved family

5S activities
Annual Dinner Event
Pay homage to thegods and sacredthings at plant 2023

RANHILL UTILITIES BERHAD
Registration No. 201401014973 (1091059-K)

Bangunan Ranhill SAJ
Jalan Garuda, Larkin, 80350 Johor Bahru
Johor Darul Takzim, Malaysia
Tel : 07 225 5300
Fax : 07 225 5310
Email : ir.info@ranhill.com.my

www.ranhill.com.my
Cover: Printed on FSC® Certified Mix 70% 290gsm V Cote White;
Text: Printed on FSC® Certified Mix 120gsm Credit Simili.

4.917
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