KUB Malaysia Berhad

Climate Impact & Sustainability Data (2022)

Reduced print run of all publications
Completed planned LPG sphere at Westport Klang facility, increasing storage capacity by 1,000 metric tonnes
Implemented Closed Ended Conservation Trenches (CECT) techniques for replanting fields
Introduced a zero-burn policy for the first phase of the planned oil palm replanting exercise at Sungai Buloh estate

Introduced a one-day-a-week work from home rotation
Introduced special leave dispensation for employees scheduled to undertake their COVID-19 vaccination
Kelab KUB organised engagement programmes, including an annual dinner with orphans from Rumah Nur Sakinah
Kelab KUB raised funds to help 12 employees whose homes had been severely damaged by floods
Focused on developing technical and behavioural competency frameworks

Established a Sustainability Policy and Framework
Established a robust sustainability governance structure spearheaded by the Board of Directors
Implemented Anti-Bribery and Corruption Policy, Vendor Code of Business Ethics, Whistleblowing Policy and Employee Handbook

Long-term Goals:

Medium-term Goals:

Increase dealer coverage in underrepresented areas of the country in LPG division
Replanting of old and low yielding oil palm stands at Sungai Nape estate (294 hectares in FY2023, 313 hectares in FY2024, 398 hectares in FY2025)

Short-term Goals:

Steady recovery in sales volumes in LPG division
Continue RCRQ and repainting activities, ongoing social media marketing efforts, and dealer acquisition drive in LPG division
Further invest in the modernisation of processes in LPG division (palletising systems)

Increasingly competitive marketplace and threat of price wars in LPG division
Rise of substitute products such as Natural Gas and Liquefied Natural Gas
Inflationary effect on the price of fuels used in LPG division due to the Russia-Ukraine conflict
Lower-than-anticipated fresh fruit bunches (FFB) production in Agro division due to heavy rainfall and labour shortage
High fertiliser costs in Agro division
Highly competitive marketplace and low revenues in ICT business
Subdued demand for new ICT installations and maintenance support
Softening of CPO prices and continued shortages in foreign labour in Agro division
Rising cost of inputs such as fertilisers, agrochemicals, building materials, spare parts, and fuel in Agro division

Spent RM2.4 million on reconditioning and requalification of LPG cylinders and RM1.2 million on repainting
Continued to build downstream presence by recruiting new sub-dealers and increasing supply to convenience stores
Maintained ongoing social media engagement activities
Implemented a comprehensive plan to upgrade estates, including gravelling of field roads, construction of workers’ quarters, and implementation of a new Estate Computer System (iECS)
Mechanised infield FFB collection and evacuation processes
Implemented key turnaround initiatives for KUBTel focused on securing early market entry in private 5G and 5G CRAN Fronthaul solutions
Working towards developing product readiness and optimising speed-to-market across Multi-Edge Computing, Private 5G Core and 5G-in-a-box
Undertaking extensive business development activities
Investing in gains within market segments where existing presence
Strengthening existing partnership with Nokia and establishing collaborative relationships with other global technology players
Expanding presence in telecommunications build and lease territory
Approaching completion of the final leg of KUBTel’s Mutual Separation Scheme
Selective reskilling of existing employees and recruitment of specialised professionals
Mechanisation of in-field collection, manuring and field upkeep activities
Increased adoption of best agricultural practices and implementation of practices for enhanced productivity

Supplier Audits: 98.6% of vendors are local

Frameworks Used: GRI Standards: Core Option, UN SDGs

Certifications: OHSAS 45001:2018, ISO 22301:2019, MSPO, ISO 9001:2015