Supporting the Local Market The impact of the COVID-19 pandemic reverberated across many industries, especially those that depend on the global supply chain. Construction materials, labour services and building fixtures are commonly sourced from international markets to optimise cost and meet volume demand. To overcome this challenge, we managed procurement costs through sound contract management by maintaining product pricing and continuously monitoring resource availability to manage the lead delivery time of the products we procured. Cognisant of our operational needs, the Group remains steadfast in procuring 100% of our products from the local market. We continue to endorse the hiring of local suppliers as a means to stimulate the recovery of Malaysia’s economy while ensuring the Group maintains a steady supply of products required to maintain our operations. FY17 FY18 FY19 FY20 FY21 FY22 Group Procurement 5,486,647 12,950,634 16,067,161 18,051,445 10,428,942 23,409,032 Building Materials 47,129,475 33,482,110 30,836,568 8,171,861 9,469,581 11,390,080 Our disclosure in this section was prepared with reference to national and international sustainability indicators listed below: Bursa Malaysia Common Indicators • C1(a) Percentage of employees who have received training on anti-corruption by employee category • C1(b) Percentage of operations assessed for corruption-related risks • C1(c) Confirmed incidents of corruption and action taken • C7 (a) Proportion of spending on local suppliers • S6 (a) Percentage of new suppliers that were screened using environmental criteria • S6 (b) Number of suppliers assessed for environmental impacts • S7 (a) Percentage of new suppliers that were screened using social criteria • S7 (b) Number of suppliers assessed for social impacts GRI 2: General Disclosures 2021 • Disclosure 2-6 Activities, value chain and other business relationships • Disclosure 2-9 Governance structure and composition • Disclosure 2-10 Nomination and selection of the highest governance body • Disclosure 2-11 Chair of the highest governance body • Disclosure 2-12 Role of the highest governance body in overseeing the management of impacts • Disclosure 2-13 Delegation of responsibility for managing impacts • Disclosure 2-14 Role of the highest governance body in sustainability reporting • Disclosure 2-15 Conflicts of interest • Disclosure 2-16 Communication of critical concerns • Disclosure 2-17 Collective knowledge of the highest governance body • Disclosure 2-18 Evaluation of the performance of the highest governance body • Disclosure 2-25 Processes to remediate negative impacts • Disclosure 2-27 Compliance with laws and regulations GRI 204: Procurement Practices 2016 • Disclosure 204-1 Proportion of spending on local suppliers GRI 205: Anti-Corruption 2016 • Disclosure 205-1 Operations assessed for risks related to corruption • Disclosure 205-2 Communication and training about anti-corruption policies and procedures • Disclosure 205-3 Confirmed incidents of corruption and actions taken GRI 308: Supplier Environmental Assessment 2016 • Disclosure 308-1 New suppliers that were screened using environmental criteria • Disclosure 308-2 Negative environmental impacts in the supply chain and actions GRI 414: Supplier Social Assessment 2016 • Disclosure 414-1 New suppliers that were screened using social criteria • Disclosure 414-2 Negative social impacts in the supply chain and actions taken 104 ANNUAL REPORT 2022
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