Csr

  • May 2020
  • PDF

This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA


Overview

Download & View Csr as PDF for free.

More details

  • Words: 4,679
  • Pages: 17
I N T E G R AT I N G

STRENGTHS

Our Key Initiatives l Nurturing Our Human Capital l Enhancing Stakeholders’ Relationships l Commitment to Quality l Safety, Health and Environment Commitments l Supporting Community Needs

56

Our Key Initiatives

Nurturing Our Human Capital

Enhancing Stakeholders’ Relationships

Commitment to Quality

Nurturing Our Human Capital In Faber, our people are crucial to the short-term and longterm success of the organisation. Our employee development programmes are strategised to bring a culture of leadership to every level of the organisation. We have instilled a culture of openness, transparency and inclusiveness among our more than 4,200 employees from the various divisions and branch offices throughout Malaysia, India and the United Arab Emirates. Our Corporate Human Resource and Administration Division (“CHRAD”) is a strategic business partner to the divisions in the Group to realise and support the Group’s objectives, which are to build and sustain organisational performance and enhanced individual capabilities and skills. In 2008, CHRAD focused on two human resource strategies. Firstly, in having the right people with the right capabilities, skills and job suitability and secondly, to be the preferred employees’ choice in the Integrated Facilities Management Sector. As our core business is service-driven, having people with the right mindset and capabilities are crucial in driving the business and delivering results. We are committed in ensuring that our people are well guided by their leaders and have the necessary skills to further develop and unleash their potential. At Faber, we provide a stimulating work atmosphere that brings together a pool of the best local talents enabling us to compete effectively in the challenging domestic and international economic environments.

Our in-house Berita Faber newsletter features articles, events, training updates, personal and professional achievements as well as new recruitments.

7 March The 4th Quarter 2007 Employees’ Recognition Award was held to acknowledge employees’ excellence within the Group. Certificates of Appreciation were also presented to employees who voluntarily participated in the 50th National Day Parade.

26 March FMS came to the aid of one of its employees, Othman bin Ahmad when his house was damaged during a storm in Parit Buntar, Perak.

Our Key Initiatives FABER GROUP BERHAD ANNUAL REPORT 2008

Nurturing Our Human Capital (continued) PAGE

Safety, Health and Environment Commitments

59

Supporting Community Needs

3 May 100 employees from the Group participated in the National Workers’ Day Gathering 2008 themed “Innovative Workers, Competitive Nation” held at Stadium Putra, Bukit Jalil, Kuala Lumpur.

CULTIvATING A LEARNING CULTURE

A BALANCED APPROACH

Training is an ongoing process at Faber to ensure that our people are competent in all they do. We focus on a fusion of development programmes as part of our ongoing commitment to harness the best in each individual. This is achieved through a step-by-step implementation of a development stairway that encompasses:

As a caring employer, Faber is concerned for its employees’ wellbeing. Over the years, the Group has extended assistance to employees in their times of need. The Quarterly Employees’ Briefings are an important platform for the Management and employees to share relevant information for workplace improvement. During these sessions, the Employees’ Recognition Award (“ERA”) is presented to individuals who demonstrate remarkable performance in the course of their duties.

• • • • •

Leadership Development Technical Skills Customer Centricity Quality and Productivity Innovation and Creativity

Emphasis on training is divided into two core areas with 60% on Technical Skills and 40% on Soft Skills. In 2008, the Group invested approximately RM3.4 million for training all levels of the organisation (Management, Executive and Non-Executive) and for the Leadership Development Programme. The average training man-days per employee increased to 4.3 days per employee from 2.2 days in 2007.

We encourage our people to attain a positive work-life balance and with the availability of the Committee for Recreational, Welfare and Sports (“CREWS”), our employees can participate in a host of healthy recreational activities. Throughout the year, our employees also participated in various festive and religious celebrations, sports events, the Family Retreat 2008, Workers Day 2008 celebration and in events organised by the UEM Group. By acknowledging and rewarding our employees’ achievements, we have seen tremendous improvement in our work environment and employees’ morale.

Our Key Initiatives

Nurturing Our Human Capital (continued)

Enhancing Stakeholders’ Relationships

Commitment to Quality

RECOGNISING ACHIEvEMENTS In 2008, cash incentives were extended to employees’ children who achieved outstanding academic achievements in their respective examinations. 20 children were rewarded for obtaining successful results for Ujian Penilaian Sekolah Rendah (“UPSR”), 15 children for Penilaian Menengah Rendah (“PMR”) and 3 children for Sijil Pelajaran Malaysia (“SPM”). We also sponsored several students, who are children of our employees, to attend seminars and workshops to motivate and provide guidance in the UPSR, PMR and SPM examinations.

9 - 11 May Faber participated in “My Career Education Fair 2008” at Mid Valley Exhibition Centre, Kuala Lumpur. Over 50,000 people visited the exhibition launched by YB Datuk Ir Hj Idris bin Hj Haron, Deputy Minister, Ministry of Higher Education Malaysia.

23 May Faber emerged as the 2nd runnerup in the UEM Competitive Business Simulation Challenge 2008. 9 June Quarterly Briefing and ERA for 1st Quarter 2008.

60

Our Key Initiatives

Nurturing Our Human Capital (continued)

Safety Health and Environment Commitments

Supporting Community Needs

5 - 6 July Faber’s Family Retreat 2008 at Awana Kijal, Terengganu.

16 August Faber emerged as the 1st runner-up in the UEM Live Talent Extravaganza 2008.

11 July At the “Malam Anugerah Kumpulan UEM 2008”, Elias bin Effendy, Head of Contracts Management Department was the recipient of the Sri wira (Executive) Award. The award recognises an employee’s exceptional performance, outstanding contributions and achievements apart from their daily work scope.

25 September Launching of Faber’s Pilot Mentoring Programme.

31 October Faber’s “Warna-Warni Aidil Fitri-Deepavali” joint celebration held at Faber Towers, Kuala Lumpur.

Our Key Initiatives

Nurturing Our Human Capital

Enhancing Stakeholders’ Relationships

Commitment to Quality

Enhancing Stakeholders’ Relationships At Faber, we are fully committed towards increasing the market’s confidence in how we operate and conduct our business. We have implemented throughout the Group, various best practices, policies and procedures on excellent business ethics and values, good corporate governance, procurement policies and stakeholder engagement. We have a well-established Investor Relations (“IR”) framework and programme to disseminate timely information on our operations, developments and performance. A new IR section has been recently integrated in our corporate website to update potential investors, shareholders, the financial community and other stakeholders, while disclosures and announcements are posted on Bursa Malaysia Securities Berhad’s website. Throughout the year, we held various dialogues with analysts, fund managers and media practitioners to keep them abreast with the latest developments of the Group. The Group has an established risk management framework to facilitate a systematic approach to risk management and to achieve a level of adequate and standard reporting to the Board of Directors in a timely manner. A risk management process has been initiated to identify principal risks affecting its objectives and ensure the implementation of appropriate systems to manage these risks at the Group and business units. Apart from this, our Hospital Support Services Help Desk and Central Integrated Management Information System are key platforms for hospital management to make requests, monitor service performance and retrieve information for decision-making on the services. Our emphasis is on strengthening client interaction to obtain valuable feedback and to promptly act upon any enquiry pertaining to our services. Regular Customer Satisfaction Surveys are also conducted to assess the level of customers’ satisfaction and identify areas for further improvement of our services. Since 1997, we have been managing the Vendor Development Programme (“VDP”) aimed at assisting the growth and competitive edge of local companies or entrepreneurs. In 2008, Faber has enhanced its VDP in line with the guidelines and best practices outlined in the GLC Transformation Programme’s Red Book. Strict selection criteria and predefined performance targets within a five-year incubation period to facilitate the development of selected vendors were integrated into the programme. We endeavour to create easy access for open communication with our stakeholders to maintain a positive impact on the marketplace. We will persist in improving planned and targeted events to encourage relationship-building, information sharing and networking among our stakeholder groups.

29 January Faber conducted an Extraordinary General Meeting (“EGM”) at the Sime Darby Convention Centre, Kuala Lumpur to obtain shareholders’ approval on the Conditional Share Sale Agreement signed on 10 December 2007 between wholly owned subsidiary Faber Hotels Holdings Sdn Bhd (“FHHSB”) and Berjaya Land Berhad for the disposal of FHHSB’s 100% equity interest in Faber Labuan Sdn Bhd for a total cash consideration of USD68.22 million.

14 March Press members toured the Laman Rimbunan development in Kepong, Kuala Lumpur to get a first hand look at the mixed development project, which has received encouraging response from the public.

Our Key Initiatives

Enhancing Stakeholders’ Relationships (continued)

Safety, Health and Environment Commitments

Supporting Community Needs

Our Investor Relations website was introduced in 2008 to enhance communications with potential investors, shareholders and the financial community for online information on the Group’s services and developments.

27 March An Analysts and Media Briefing was organised at the Sime Darby Convention Centre, Kuala Lumpur. The session was aimed at disseminating information on Faber’s latest developments and progress.

24 April An interview session was conducted by the Editor-in-Chief of Home Finder Magazine, Mr Ivan Tan to gain insights on FDH’s Property Development projects.

20 May Faber’s 45th Annual General Meeting was held at the Sime Darby Convention Centre, Kuala Lumpur. This was the second consecutive year where Faber declared dividends to its shareholders. 13 June Faber succesfully held its EGM at the Sime Darby Convention Centre, Kuala Lumpur to obtain shareholders’ approval for its Corporate Proposals: Proposed Capital Repayment to Jeram Bintang Sdn Bhd and Proposed Aqcuisition of Medlux Overseas (Guernsey) Limited’s equity interest in Faber Medi-Serve Sdn Bhd.

22 July A Media Tour was organised to showcase Faber Development Holdings Sdn Bhd’s (“FDH”) latest development projects. Press members toured the Casa Desa Condominium in Taman Desa, Kuala Lumpur after the interview session.

Our Key Initiatives

Nurturing Our Human Capital

Enhancing Stakeholders’ Relationships (continued)

Commitment to Quality

GLCT Transformation Initiatives In addition to enhancing shareholders’ value through improved financial and operational results, Government-Linked Companies (“GLCs”) have broadened the GLC Transformation (“GLCT”) Programme to deliver significant benefits to stakeholders at large, improve procurement processes, enhance the quality of our human capital and embrace Corporate Social Responsibility (“CSR”). STRENGTHENING LEADERSHIP DEvELOPMENT The following are the key initiatives undertaken by the Group in 2008. (“ORANGE BOOK”) ENHANCING BOARD EFFECTIvENESS (“GREEN BOOK”) • Identify criteria of Leaders and collaborate with UEM Leadership Centre on Leadership • Revised the Directors’ Induction Manual. Development plans to ensure that a sufficient • Continued practices as per the requirements outlined in pool of leaders are developed to drive business the Green Book. growth and transformation. • Evaluate leadership skills and capabilities of all Managers and higher positions to identify INTENSIFyING PERFORMANCE MANAGEMENT required gaps. Plan for leadership programmes (“BLUE BOOK”) and training in tandem with identified gaps and • Enhancing Strategic Performance Management was to ensure required measures are in place to initiated to ensure that company rewards and performance reduce and close the gaps within three years. management strategy are cascaded and communicated • Plan and implement Masters of Business clearly to all levels and respective functions. Leadership and Leadership certification • Enhancement of reward system ensures fair reward on programmes for selected key positions to employees’ performance and contributions as measured ensure selected potential leaders are equipped by Key Performance Indicators. with the necessary Leadership skills. • In ensuring good performance practices, a consequent • Identify and assess key leadership positions for management policy has been cascaded and implemented succession planning to ensure level of leaders to improve non-performers. readiness and skills to assume positions. OPTIMISING CAPITAL MANAGEMENT PRACTICES (“PURPLE BOOK”) Disposal of Non-Core Assets • Disposal of 100% equity interest in Faber Labuan Group (the owner of Sheraton Hanoi Hotel) for USD68.22 million, completed in February 2008 has allowed Faber Group to: o Unlock the value of investment in non-core business, and o Streamline operations and focus resources on the two core businesses of Integrated Facilities Management services and Property Development. Further Investment in Core Business • Acquisition of the remaining 30% in Faber Medi-Serve Sdn Bhd (“FMS”) for RM85.5 million to: o Enabled greater participation in business of FMS. o Gave sole liberty to decide on strategic direction of FMS and its growth plans. Redemption of 115 million Redeemable Convertible Preference Shares (“RCPS”) • Capital repayment to Jeram Bintang Sdn Bhd, the holder of the RCPS, via a cash distribution of RM115 million to: o Maintain optimum capital base, and o Address further dilution on shareholdings of ordinary shares.

Our Key Initiatives

Enhancing Stakeholders’ Relationships (continued)

Safety, Health and Environment Commitments

Supporting Community Needs

ACHIEvING vALUE THROUGH CORPORATE SOCIAL RESPONSIBILITy (“SILvER BOOK”) • Collaboration with the Ministry of Higher Education (“MoHE”) focusing on Education and Human Capital Development to develop skilled workforce in Facilities Engineering Maintenance Services (“FEMS”) and Bio-medical Engineering Maintenance Services (“BEMS”). • Development of a joint curriculum for the Diploma in FEMS with the intake of 20 Community College students for a one-year Work Based Learning programme at FMS Ipoh and Penang. • The donation of 6 ambulances to 6 government hospitals within FMS’ concession areas with the objective of serving the community. • The implementation of Faber’s Blood Donation Drive 2008 at 13 selected hospitals within FMS’ concession areas with the objectives of instilling values and creating a sense of responsibility to help the needy. • The Group was declared the winner of the StarBiz-ICR Malaysia Corporate Responsibility Awards 2008 under the “Workplace category for companies with market capitalisation below RM1 billion”. The Group was recognised for its exemplary corporate responsibility in the following key areas:o o o o o o

Code of Conduct, Health and Safety, Human Capital Development, Working Conditions, Diversity and Equal Opportunity, and Labour Practices.

• Participation in the “Malaysia Prihatin” project launched by Community College Selayang, MoHE. The programme is targeted at equipping disabled students with the relevant skills and competencies.

IMPROvING OPERATIONAL EFFICIENCy (“yELLOw BOOK”) • Implementation of the Six Sigma Programme, Continual Improvement Programme, 5S, Kaizen and regular review of processes. • Benchmarking with renowned players in the industry. • Outsourcing of selected categories of manpower and services. • Centralisation of Support Services at Group level.

PROCUREMENT GUIDELINES AND BEST PRACTICES (“RED BOOK”) vendor Development Programme (“vDP”) • Platform to facilitate the development of local vendors, implemented via outsourcing of selected areas of services for a specified period of time. • Successful VDP vendors may be considered to be Faber’s business partners in future projects, e.g. partnership with local vendors in Sabah and Sarawak for laundry services. Established Strategic Supplier Programme • Enhanced vendor registration procedures with stringent selection criteria and processes to ensure the quality of FMS’ registered vendors is maintained. • Worked together with vendors to conduct product service compliance tests with authorised bodies i.e. SIRIM and other organisations. • Introduced the Procurement Card (“P-Card”) system to enhance the purchasing and payment process with local vendors. Implemented a Structured vendor Performance Review Programme • Introduced the online vendor performance review in 2008. Minimise Total Cost Ownership • Initiated direct sourcing project and lean stock management for linen items, cleaning tools and equipment, bio-medical equipment spare parts, uniforms and shoes with a total savings of RM5.8 million recorded in 2008. • Achieved an additional savings of RM3.1 million in 2008, from FEMS and e-FEMS initiatives, the upgrading of the Kamunting Incineration Plant, the opening of the Kuala Ketil Laundry Plant and contribution by Faber Development Holdings Sdn Bhd. Additionally, savings of RM0.6 million were recorded for cost saving initiatives in administratives functions.

Our Key Initiatives

Nurturing Our Human Capital

Enhancing Stakeholders’ Relationships

Commitment to Quality

Commitment to Quality Throughout the years, Faber has epitomised its Quality Objectives “ExCEL” branding in the quality of its products and services synonymous with its Quality Policy “Committed to Excellence”. ExCEL stands for: E – Effective System, x- Excellent Practice, C – Continuous Improvement, E – Ethics and Integrity, and L - Learning Culture. Thus, Faber endeavours to continuously enhance and reinvent itself in order to remain competitive and deliver superior quality services and products to its customers, aligned with its vision and mission. QUALITy MANAGEMENT SySTEM The Quality Management System (“QMS”) in compliance with ISO 9001:2000 standards has been implemented at all levels of the Group. Quality practices are deeply rooted in our day-to-day operations to ensure operational consistency and business continuity without disruption. The implementation of QMS has improved the service and product performance, productivity and efficiency, which leads to improved customer satisfaction. Increasing market competition and the ever-changing business environment require the Group to continuously enhance its skills and technology. Faber strongly emphasises continual improvement as part of its philosophy, which has paved the way for the Group to achieve international acceptance and recognition, and made inroads in international markets. CONTINUAL IMPROvEMENT AND SIx SIGMA PROGRAMME The Group aggressively encourages its employees to be actively involved in Continual Improvement Programmes as the methodologies and improvement tools are able to assist individuals accomplish their respective department’s or company’s Key Performace Indicators. During the year, we continued to improve our key processes by implementing a Six Sigma Programme that has contributed to a total annual savings of RM3.8 million, while successful projects were replicated at relevant sites to maintain the gain. The programme was designed for middle and upper management with cross-functional participation, structured process and statisticsbased problem solving to improve operations and processes. Since 2007, Faber has achieved a commendable savings of RM8.8 million through implementation of the programme.

18 April Four Faber staff were among the first batch of UEM Group’s Six Sigma Green Belters.

our Key initiatives

commitment to Quality (continued)

Safety, Health and Environment Commitments

Supporting Community Needs

18 april FMS LLS Team emerged as the champion in the UEM 2007 Continual Improvement Competition, while the Catalyst Team from FMS Kamunting Plant was declared as the 2nd runner-up. The aim of the competition was to expose participants in the planning and implementation of continual improvement projects in tandem with the requirements of ISO 9001:2000 Quality Management Systems. iSo 13485 certification for medical deviceS management SyStem FMS is at the final stage of developing the Medical Devices Management System to establish a more effective risk management and quality assurance of our medical equipment maintenance service to hospitals. It is expected that with the implementation of the management system, risks to employees servicing medical equipment and end users will be largely minimised. We target to obtain the ISO 13485 certification by the middle of 2009. 5S Programme FMS has embarked on the 5S programme that focuses on establishing an organised and systematic work environment using the five principles of Sort, Set in order, Shine, Standardise and Sustain. This programme has succeeded in boosting employees’ morale as it instils a sense of pride and ownership of their responsibilities while providing a safer workplace environment and improving productivity. An offshoot of the programme, the 3R (Reduce, Reuse and Recycle) Programme has also garnered employees’ participation in preserving the environment and further reduced wastage and scrap. To further attest our programme, the Malaysia Productivity Corporation has audited and issued 5S Certificates for seven sites that have been practicing the 5S programme: FMS Ipoh and FMS Telok Intan in Perak, FMS Alor Setar, FMS Seberang Jaya, FMS Kuala Nerang, FMS Jitra and FMS Yan in Kedah. enhancing cuStomer relationShiPS FMS works hand in hand with the hospital administrators under its concession in the hospitals’ quest of seeking the Malaysian Society for Quality in Health (“MSQH”) and ISO 9001 certifications. In the process, FMS has established positive relationships and developed better teamwork with the hospital administrators.

Our Key Initiatives

Nurturing Our Human Capital

Enhancing Stakeholders’ Relationships

Commitment to Quality

Safety, Health and Environment Commitments Guided by its Safety, Health and Environment (“SHE”) policy, Faber continually strives to improve its safety, health and environmental practices with the objectives of preventing accidents, occupational illnesses and environmental pollution; and achieving long term sustainability and a healthy work environment. The health and safety of our people and work environment are of utmost importance to us. As such, the Group enforces safety, health and environment best practices, policies and procedures at all its business units to ensure that the highest standards of health and safety are being maintained. The establishment of SHE committees and various programmes and Key Performance Indicators have been put in place to enhance health, safety and environment at the locations in which the Group operates in. SAFETy & HEALTH MANAGEMENT SySTEM The Group has further enhanced its Safety and Health Management System (“SHMS”) through more diligent risk assessments, improved health and medical surveillance programmes, stringent vendor and contractor management, enhanced contract requirements and on-line incident and activities reporting. The Kamunting Incineration and Laundry Plants operated by FMS have successfully been certified with OHSAS 18001 standards after completion of the compliance audit on 12 and 13 January 2009. This international certification will certainly propel the Group forward by providing its competitive advantage and increasing marketing and sales opportunities. ENvIRONMENTAL MANAGEMENT SySTEM Ever mindful of the impact our business activities have on the environment in which we operate, the Group continually carries out various environmental protection and preservation initiatives within its daily operations. The Group’s businesses, cognisant of its imprint on the environment, has committed itself to the international standards requirements of ISO 14001 in the development and implementation of its Environmental Management System (“EMS”). This is evident in the recent certification of the Kamunting Incineration and Laundry Plants to ISO 14001 standards on 30 January 2009.

Our Key Initiatives

Safety, Health and Environment Commitments (continued)

Safety, Health and Environment Commitments

Supporting Community Needs

ENvIRONMENTAL MANAGEMENT INITIATIvES The Group has also adopted better environmental care through technologies adopted that cover key areas of air, noise and water quality, and energy efficiency. Constant monitoring and measuring of their parameters have led to improved environmental performance and reduced risks to environmental pollution. Among the initiatives undertaken were: •

Installation of new Air Pollution Control Equipment (“APCE”) at Kamunting’s new incinerator, which meets the European Union emission standards that surpasses the stringent United States Environmental Protection Agency (“USEPA”) standards. The older incinerators at the Kamunting and Lok Kawi plants were upgraded with the APCE, totalling RM7 million, which allows us to meet stringent DOE standards.



A heat recovery system at the Kamunting new incinerator was developed to generate steam through the incineration process, which in turn is being used at the Kamunting Laundry Plant. This contributes to a cost saving of RM240,000 per annum.



Wastewater treatment systems were built at FMS’ laundry plants in Kamunting and Kuala Ketil. Investments of RM573,000 and RM736,000 respectively were expended to treat wastewater from the plants before discharging it to the sewerage system.



Regular monitoring of air emission and water discharge is undertaken to ensure compliance with DOE standards. Currently, our records demonstrate full compliance to DOE standards.



The Group wide 3R (“Reduce, Reuse and Recycle”) recycling programme has helped reduce wastage produced by our activities and reduce negative impact to the environment.

The implementation of the SHMS and the EMS have enhanced our corporate image of being a responsible corporate citizen in promoting and providing a safer work environment for our employees, customers and business associates as well as achieving long-term sustainability.

The health and safety of our employees and hospital administrators are of paramount concern to us. Faber Facilities Sdn Bhd conducted a fire drill at Faber Towers to prepare and familiarise occupants with emergency procedures.

FMS organises fire emergency trainings for its employees and hospital administrators at hospitals.

Our Key Initiatives

Nurturing Our Human Capital

Enhancing Stakeholders’ Relationships

Commitment to Quality

Supporting Community Needs As Faber evolves, its contribution to the social development and welfare of the wider community in which it operates has also expanded. Education, skills training, recreational and healthcare activities are incorporated in the various community programmes that we plan throughout the year. In line with our core businesses in the provision of Hospital Support Services (“HSS”), our collaboration with the Ministry of Higher Education (“MoHE”) was initiated in November 2007 to promote cooperation in the areas of education and training. Faber and MoHE co-developed the curriculum for the Diploma in Facilities Maintenance and Management offered through the local Community Colleges. Students pursuing this programme are stationed at the FMS offices to acquire on-the-job skills and hands-on experience under Faber’s Work Based Learning (“WBL”) module. The first batch of 20 students from the Hulu Langat Community College were registered on 4 August 2008, with 10 students stationed at FMS Ipoh and another 10 at FMS Penang. The students are now into their second semester of the WBL module and are set to graduate with a Diploma in Facilities Maintenance and Management at the end of 2009. A similar programme, focusing on Bio-medical Engineering

26 April The WBL seminar themed “Pioneering Partnerships: Sharing Experiences”, organised by the Ministry of Higher Education was held at the Oriental Crystal Hotel in Kajang, Selangor.

16 June Faber contributed six ambulances to six government hospitals within FMS’ concession areas. YB Dato’ Sri Liow Tiong Lai, Minister, Ministry of Health Malaysia handed over the ambulances to the respective State Health Directors from Perlis, Kedah, Penang, Perak, Sabah and Sarawak.

Our Key Initiatives

Supporting Community Needs (continued)

Safety, Health and Environment Commitments

Supporting Community Needs

Services (“BEMS”) will be implemented with the first student intake scheduled for January 2010. Faber’s initiatives in these programmes are proof of our commitment towards helping to produce industry-relevant and industry-ready graduates. On 8 April 2008, we launched the Faber Blood Donation Drive 2008 campaign aimed at promoting the spirit of “Live Life. Save Life”. Major Dr. Faiz Khaleed, Malaysia’s Astronaut, was on hand at the launch to encourage our staff to be regular blood donors. The campaign attracted 1,989 individuals, of which 1,477 were successful donors. Hospital Sultan Abdul Halim in Sungai Petani, Kedah accounted for 168 donors - the highest number of donors, followed by Hospital Batu Gajah, Perak with 48 donors and Hospital Sultanah Bahiyah in Alor Setar, Kedah with 140 donors. On 16 June 2008, we contributed six units of ambulances worth RM707,000.00 to six government hospitals within the concession areas. YB Dato’ Sri Liow Tiong Lai, Minister, Ministry of Health Malaysia handed over the ambulances to the respective State Health Directors. On 11 September 2008, in conjunction with the fasting month, the Group hosted a breaking of fast reception with orphans from Asrama Darul Taqwa, Kuala Lumpur. Our Senior Management and employees contributed their time and effort generously and spent an eventful evening with the orphans. Corporate Social Responsibility (“CSR”) will continue to be an important cornerstone in sharing our success with the community. The support and involvement of our employees and continuous efforts in CSR will be the key drivers in further developing our contributions to society.

8 - 16 April July In response to the National Blood Bank’s plea for contributions to its blood bank supply, Faber conducted the Blood Donation Drive 2008 at 13 hospitals between 8 April to 16 July 2008. The campaign received overwhelming response with 1,477 successful donors.

Raising Standards Our Key Our Initiatives

Supporting Community Needs (continued)

26 - 27 July FMS Ipoh was the venue for the two-day WBL training programme themed “Train the Trainers”. This was part of Faber’s collaborative efforts with the Ministry of Higher Education to train 20 FMS employees to be the students’ mentors and facilitators.

4 August Faber received 20 students, the pioneers of the WBL Diploma in Facilities Maintenance and Management.

11 September Faber organised a breaking of fast with orphans from Asrama Darul Taqwa, Kuala Lumpur as part of its caring commitment to the community.

19 September Faber and the Taman Desa Women’s Community Club, Kuala Lumpur organised a jumble sale. Proceeds of the sale were channeled to the Ti-Ratana Welfare Society.

Related Documents

Csr
June 2020 28
Csr
May 2020 35
Csr
June 2020 26
Csr
June 2020 25
Csr
May 2020 29
Csr
May 2020 8