Message from CEO

Dear Stakeholders,

In 2021, we strengthened our sustainability commitment and successfully executed our sustainability efforts, having made definitive strides in our key Environmental, Social and Governance (“ESG”) areas. We continued to build transparency into our strategy and reporting. Through this reporting, we aim to strengthen trust with the stakeholders including our employees, customers, suppliers, partners, shareholders, peers, and communities.

In the report, I am pleased to share our vision and the progress we have made. We repeatedly remind and question what 'sustainability' means to us, to Century Bond Berhad (CBB), but before we can achieve the target of a sustainable future and upholding the United Nations Sustainable Development Goals ("UNSDGs"), we must first look directly inside our operations. So, this time around, we came closer to embracing best sustainability practices by improving the production process of this very Report. While maintaining transparency and completeness, we optimised the narratives and, in doing so, reduced the number of pages in the Report.

To reduce the environmental footprint of our 2021 Sustainability Report production, we decided to halve the length of the report and the quantity produced without compromising the integrity of the disclosure. So, this year, the production of our Sustainability Report cost our planet three trees. Although we used Forest Stewardship Council (“FSC®”) certified paper for printing, the three felled trees could have sequestered about 60 kilogrammes of CO2-eq annually. Going forward, we will engage with the regulatory bodies and explore the possibility of producing the Sustainability Report entirely digitally.

Addressing Climate Change

The physical risks of climate change have already started to cause a wide range of physical effects with severe implications to businesses. While weather variability and extremes have always existed, extreme weather events are becoming more frequent and intense; incremental climatic changes are already underway. This year, we witnessed the February 2021 North American cold wave, an extreme weather event with record cold temperatures in many parts of Canada, the United States and Northern Mexico. The cold wave, caused by a southern migration of the polar vortex, which science claimed a sudden stratospheric warming event as the culprit, affected our mattress business in Arizona by temporarily disrupting its supply chain, affecting the production capacity and consequently, its sales traction.

Other manifestations of the physical risks were abnormal storm patterns, torrential rain, flash floods and landslides, which occured in other countries where our value chains are – Malaysia, Europe, China, Indonesia, and Vietnam. Science points to the impacts of climate change growing more severe over the coming years and decades. Therefore, it was only necessarily timely to examine such fundamental questions as to how we have been and will be operating and running our manufacturing operations to chart our business growth, how we rely on our environment, and how we can work better in achieving our sustainability objectives through partnerships and engagement with corporations, governments and non-profit organisations (“NGOs”) to allow us to do more than we could on our own, for the greater benefit of present and future generations.

2021 will go down in our history not just because we rebranded and changed the visual identity of the Company in pursuit of a more robust brand equity. It will also go down in CBB history because it was a turning point in our sustainability journey, a milestone, even. This year, we started focussing on issues that we at KPS must address: our greenhouse gas (“GHG”) emissions. But to play our part in reducing the stockpile of GHG in the atmosphere and subsequently capping the global warning at 1.5°C above the pre-industrial era levels, we must monitor our own emissions. But we cannot monitor something that is unmeasured. Although done at a much later part of the Company’s incorporation, I am pleased that in 2021 we took the step to provide an inaugural disclosure on Scope 1 and Scope 2 emissions from our business operations. As mentioned in our earlier report, with our emissions data, we will be establishing a carbon inventory baseline, followed by identifying strategic initiatives for related operations within the Group.

Aligning with the UNSDGs, with Further Focus

As in the past, the Report conveys our support for the UNSDGs by embedding and integrating the related targets into our business strategies and sustainability initiatives. We commit ourselves to considering environmental and social aspects in addition to financial aspects when making our business decisions, recognising their value in ensuring a sustainable, resilient, and inclusive future. This year, we reviewed our prioritisation on the UNSDGs and re-identified the areas within the 17 UNSDGs and its 169 targets that are most relevant to what we do.

CENTURY BOND BHD (“CBB”)

Integrated packaging solutions provider, driven by five business Divisions: OFFSET/PAPER/CARTON/PLASTIC/OEM

Integrated packaging solutions provider driven by five business divisions, namely Offset, Carton, Paper, Plastics and Original Equipment Manufacturer (“OEM”) for Consumer Products. The Offset division is currently leading the business operating from three plants across Malaysia and Indonesia. The Carton division covers an essential industry with a presence in the Northern, Central and Southern regions of Malaysia. The Paper division operates from three plants across Malaysia and Indonesia. The other two divisions, Plastics and OEM for Consumer Products, continue to support the businesses in providing integrated packaging solutions to customers from the Electrical & Electronics and retail sectors via its plant in Senai.

Corporate Social Responsibilities

As a subsidiary of public listed investment holding of Kumpulan Perangsang Selangor Berhad (“KPS”), we seek to embed sustainability in our business by operating responsibly through the integration of three core sustainability pillars (Economic, Environment, Social) prescribed by Bursa Malaysia Securities Sustainability Reporting Guide and in compliance with Bursa Malaysia’s Main Market Listing Requirement Practise Note 9 Paragraph 6.

The Economic outlines our efforts in ensuring business sustainability via well-defined strategies, the ensuing action plans, and long-term value creation plans. It also elaborates on how these efforts directly or indirectly contribute to developing the local economy and our interaction with the economic system. In the Environment pillar, we share our initiatives in minimizing the intensity of our environmental footprint. The Social outlines our engagement with the diverse group of stakeholders, narrating how these approaches help us achieve a far greater positive impact on our stakeholder network.

Proactive steps were identified to align ourselves with the following selected United Nations Sustainability Development Goals.

OUR SUSTAINABILITY COMMITMENT


SUSTAINABILITY VISION

To contribute to sustainable development by balancing the economic, environmental and social sustainability aspects of the business for the benefit of all stakeholders.


SUSTAINABILITY MISSION

To achieve business and operational excellence through responsible consideration and holistic integration of the economic, environmental, and social risks and opportunities.


01

Aiming to be a responsible corporate citizen.

02

Upholding the highest standards of governance and ethics.

03

Promoting sustainable business practices.

04

Limiting the negative impact of our business on the environment.

05

Building and maintaining strong relationships with stakeholders.

Our Approach

01
  • Aligning sustainability measures to our corporate Vision and Mission.

02
  • Embedding sustainability considerations in our internal activities and external market offerings.
03
  • Cultivating the adoption of sustainability based on the Group's Sustainability Philosophy and Policy.
04
  • Generating positive economic, environment and social impacts on our stakeholders.

Sustainability Policy Statement


The first revision of the Sustainability Policy (“Policy”) was approved by the Board of Directors on 29 November 2018 to ensure the Group’s activities create long-term value for all our stakeholders by addressing Economic, Environmental, Social and Governance ("EESG") opportunities and risks. The Policy clearly states how the Group plans to advance sustainability across its different businesses and in the various sectors. The Group’s Policy was revised on 26 August 2021 to ensure that it stays relevant as a guiding principle by taken into account the latest practices and updated sustainability strategies.

01

Developing and implementing EES action plans and initiatives, as well as committing to measuring and monitoring the said initiatives;

02

Adhering to approved business plans and strategic direction, as well as to all applicable laws, regulations and standards;

03

Addressing environmental challenges and opportunities in our business activities;

04

Strengthening social well-being and community relationships;

05

Providing a conducive work environment and operating in a healthy, safe and efficient manner;

06

Maintaining effective engagement with all stakeholders and Implement effectual governance structure and practice for sustainable development;


TACKLING SUSTAINABLE DEVELOPMENT GOALS

INTRODUCTION

There is ample evidence that industry and manufacturing provide significant opportunities that impact the advantages and benefits of economies of scale, drive investment and innovation, create formal employment, and facilitate global trade. It can enable the structural transformation of economics, critical for economic growth, and create decent job opportunities that help achieve shared and sustainable prosperity.

Since its establishment in 1975, KPS has prioritised strengthening its businesses to optimise returns resulting in significant contributions towards sustainable development. We have since expanded in over five countries, employing more than 4,000 workers, strengthening our position as a global corporation. Forced to deal with unprecedented challenges and uncertainties due to the worldwide economic crisis in 2021, we emphasised evaluating and addressing ESG risks and opportunities. Our focus areas are on eradicating poverty, enhancing people’s well-being, ensuring universal access to high-quality education, and environmental preservation to effectively balance the 5Ps of People, Planet, Prosperity, Peace, and Partnership. We have prioritised six United Nations Sustainable Development Goals ("SDGs") which will help define our SDG-related business priorities more clearly and implement more effective action.

KEY PERFORMANCE INDICATORS FOR MOST MATERIAL MATTERS

ECONOMIC KPIs

ECONOMIC AND BUSINESS PERFORMANCE

ECONOMIC KPIs

WASTE REDUCTION AND ENVIRONMENTAL INITIATIVES

ECONOMIC KPIs

ENERGY EFFICIENCY

SOCIAL KPIs

PROTECTING THE SAFETY AND HEALTH OF WORKERS

SOCIAL KPIs

STRINGENT QUALITY CONTROL PROCEDURES

ECONOMIC

The merits of the virtuous circle have been entirely borne out during the extended COVID-19 pandemic. By pegging our plans and performance on sustainability principles, we have overcome or circumvented many roadblocks in our way these past two years.

As a result, the Group has addressed and assisted all our stakeholders in weathering the challenges during this difficult period whether, they are economic aspirations, environmental goals or social objectives. In line with the previous year, our sustainability reporting is based on the GRI and F4GBM standards to achieve the relevant UNSDGs, as indicated in the Economic-related SDGs number 4 and 8.

ECONOMIC AND BUSINESS PERFORMANCE

The Group maintained an impressive growth trajectory during the reporting period on the back of sound business decisions, strong institutional fundamentals and prudent crisis management amid the volatility of a pandemic environment. We successfully navigated prevailing challenges such as a bearish market, an uncertain investment climate, disruptions to the global supply chain and delays to corporate initiatives via preemptive measures to stem the economic and social impact of COVID-19.

These action plans revolved around securing the safety of our people to protect business continuity while ensuring liquidity and engaging stakeholders consistently in a holistic approach. Our strong financial performance also reflected the judicious shift we made to invest in agile industries with high growth potential, such as manufacturing which currently constitutes more than 80% of Group business. Our healthy financial status ensured we could sustain generous returns to stakeholders, including dividends to shareholders, income security and other benefits for employees, sustained business opportunities for partners and vendors, as well as continued support for a hard-hit community.

HIRING FROM THE LOCAL COMMUNITY

At KPS, we understand the critical role we play in creating and providing employment at locations where we operate. Although the practice is not entrenched in any formal capacity, nevertheless, we consistently prioritise local over foreign employment at each of our operating sites.

That said, our Malaysian operations employ a sizeable contingent of foreigners as general workers due to the general aversion towards manual labour by the local population. In contrast, almost all our employees at executive level and above are Malaysians.

SUSTAINABLE PROCUREMENT PRACTICES AND SUPPLIER ASSESSMENT

The Group maintained an impressive growth trajectory during the reporting period on the back of sound business decisions, strong institutional fundamentals and prudent crisis management amid the volatility of a pandemic environment. Supply chains had been under increasing pressure from customers demanding customised products and immediate, inexpensive delivery. The pandemic ruptured so many of those chains, prioritising the importance of resilience and sustainability. Turning transparency, visibility and traceability - from field or source to factory to customer and beyond - into an operational reality has become as important as reliability and efficiency.

CBB has an established Procurement Policy in place with Standard Operating Procedures ("SOPs") covering all aspects of the process: from vendor assessment to evaluation; quality of products or services, reliability of service delivery, competitive pricing, bidding for contracts, invoicing, inventory responsibility, and other relevant factors. The policies and SOPs cover the procurement practices of all our subsidiary companies, and are mandated to further improve the processes according to the changing demands of their business operations.

CBB is an integrated packaging solutions manufacturer for cement bag products, non-cement bags and box cartons, serving Malaysian and overseas clientele. CBB conducts the Supplier Initial Assessment to evaluate all new suppliers, assessing their quality system, product markings, prices, delivery capability and payment terms. CBB evaluates all existing suppliers based on pre-determined criteria of service offerings, quality, delivery capability and payment terms annually.

In 2021, CBB contracted a total of 1,621 suppliers compared to 1,954 in 2020, leveraging the benefits of local sourcing, accounting for 89.6% or 766 suppliers (2020: 91% or 1,771 suppliers) compared to 10.4% or 89 non-local suppliers (2020: 9% or 183 non-local suppliers) out of its 855 suppliers. The escalating cost of materials and labour drove CBB to aim for supplier consolidation, reducing the number of suppliers and vendors to cushion the strain on finding cost-saving initiatives and reducing risk. This strategy has also allowed CBB more time to focus on improving core suppliers' quality, efficiency, and overall performance.

MATERIALS

Sustainable Materials

As the use of materials naturally contributes to the depletion of natural resources, responsible corporations focus their conservation efforts on maximising consumption and minimising wastages. Material consumption in operations:

1. Primary raw materials such as resin and paper for our plastics injection moulding and manufacturing of electronics components and packaging cartons;

2. Secondary materials including packaging for input materials and chemicals used in the production process; and

3. Office consumables like paper and printer ink.

In line with the approach outlined earlier, the Group practices the 3R guidelines of Reduce, Reuse and Recycle for all materials at our manufacturing sections as well as at headquarters and offices of subsidiary companies.

For the past few years, we have gradually reduced the number of printed copies of our Annual Reports and Sustainability Reports by using QR codes to bridge between online and offline media. We have also embarked on extensive digitalisation for presentations, meetings, communications and with legislative reforms and enforcement, we are on our way to creating a paperless organisation.

As a producer of integrated packaging solutions, CBB purchases raw paper as its primary input material and production chemicals represent the secondary input materials. 88% of its paper are certified by the FSC® as originating from responsibly-managed forests. CBB's consumption of materials purchased was 85.5% of materials purchased with 7.25% either kept in reserve or scrapped. Reused and recycled materials represented 7.25% of total materials consumed.

ENERGY

Energy Management

The manufacturing sector is the highest consumer of electricity among industries, according to the US Energy Information Administration ("EIA"). Although KPS’ plastics injection moulding and packaging activities are comparatively less energy-intensive, nevertheless, we strive to lower consumption for cost control and environmental reasons such as resource conservation and reduction of emissions.

Our energy needs for manufacturing operations and administration are sourced from the national electricity grid. We are committed towards optimising consumption by improving energy efficiency via various electricity-saving measures and use of alternative sources such as solar.

For FY2021, the Group consumed 28,086,795 kWh of electricity at the cost of RM11,074,450.40 in comparison to 25,713,110 kWh and RM10,707,527 the year before. The cost of electricity varies for each subsidiary depending on the respective production schedule. At this stage, the year-on-year increase/decrease in consumption does not provide a clear trend due to the volatility in production schedules during the pandemic.

As part of energy-saving measures, this subsidiary successfully implemented an initiative in 2021 after being delayed in the previous reporting period due to pandemic-related movement and operational restrictions. The installation of solar panels at all its manufacturing facilities was postponed to the following reporting year and replacement of all fluorescent lights to LED was completed by Q4 2021.

CHEMICALS

Chemicals Management

Our subsidiary companies utilise chemicals either in their production processes in the case of Toyoplas, CPI and CBB, or in the supply of water treatment chemicals by Aqua-Flo. Proper management is essential to safeguard the health and safety of employees and others since the movement and storage of chemicals can lead to spillage or leakage. It can also lead to environmental implications in ground and water contamination.

To reduce risk, all subsidiary companies have a chemical management system that essentially forms the framework for moving and storing chemicals. The system ensures the availability of comprehensive Inventory and Material Safety Data sheets, and it complies with local and international safety and environmental policies. Over and above this, they conduct regular training for employees on the safe handling of chemicals. In the event of any untoward incidents, each subsidiary has an Emergency Response Team ("ERT") to directly contain and drive the remediation. For this reporting period, none of our subsidiaries recorded any chemical related accidents or spillages.

CBB recorded 2,281.50 litres of chemical waste, which is in line with its nature of operations. CBB is driving toward using biodegradable type chemicals to reduce the impact and hazard to its employees and the environment. In 2021, 12 of 94 chemicals used by the company are already biodegradable.

WATER AND EFFLUENTS

Water Management

Although Malaysia may have vast water resources, increased demand from rapid urbanisation and industrialisation is threatening to turn the water supply situation from abundance to scarcity, according to a report by the Malaysian Water Partnership ("MWP"). In response, the MWP and the Malaysian National Committee for Irrigation and Drainage ("MANCID") have developed a Malaysian Water Vision, which among many actions, has as one of the objectives the efficient use of water resources particularly by industries. As a manufacturing-heavy group, KPS and its subsidiaries consume considerable amounts of water for its production processes. In fact, an uninterrupted supply of water is critical to our operations to produce quality products on time.

This being the case, we are committed towards water conservation and have incorporated water-saving initiatives such as rainwater harvesting and other measures to recycle and reuse water. At the same time, we also carry out awareness campaigns at our manufacturing facilities to ensure our employees practise prudent water usage in production and other functions.

The various processes of our Manufacturing subsidiaries make generous use of water resources. As such, we are cognisant of rainwater harvesting as a solution to water scarcity. CBB has taken advantage of the high annual rainfall in Malaysia by collecting rainwater and subsequently using the water in its pulp moulding process.

In the first year reporting on this metric, CBB achieved a water consumption average cost per revenue of 0.046% and this will form the baseline for future year comparisons. The subsidiary company had installed a wastewater treatment plant, which started operations in October 2020 to improve the quality of its discharge and to reduce the environmental impact.

EMISSIONS

Emissions and Initiatives to Tackle Climate Change

Global environmental bodies have been ringing the warning bells over the past two years of the pandemic, reminding governments and public sectors of the climate crisis’ dire consequences even as most attention was riveted on COVID-19. The main causes of climate change are GHG emissions, particularly carbon dioxide (CO2) from vehicle combustion and the burning of oil, gas and coal to generate electricity. Industries contribute greatly to emissions as they consume large amounts of electricity to power their activities.

The Group took a leap forward in FY2021 by committing to calculate our GHG emissions. As the exercise is an exhaustive and complex undertaking, in some cases, our subsidiary companies merely listed their various sources of emissions. Calculations are based on various carbon converters from sources including ghgprotocols.org, ecoscore.be and worldbenchmarkingalliance.org, the latter for the country-specific conversion of electricity consumption.

TOTAL GHG EMISSIONS (CO2-EQ IN KG) - CBB

Our emissions accounting is based on various benchmarks whose methodologies and conversion factors apply to a Malaysian context, in particular the source of fuel as well as type of power generation. At the same time, we also refer and compare to other benchmarks such as GHG Protocol and Intergovernmental Panel on Climate Change ("IPCC") Guidelines for National Greenhouse Gas Inventories.

In the case of emissions from mobile combustion (petrol and diesel) under Scope 1, we based our conversion factors on the European Ecoscore1 and a 2020 study on CO2 emissions by Universiti Kebangsaan Malaysia ("UKM")2.

For emissions from purchased electricity under Scope 2, we applied the projection of emissions intensity by the World Benchmarking Alliance ("WBA")3 based on Malaysia’s specific mix of power generation assets by 2023, which includes oil, gas and coal-fired as well as hydroelectric plants.

Along with our step in monitoring and disclosing of our emissions, our manufacturing operations have established action plans towards climate actions through the following initiatives:

WASTE

Waste Management, Circular Economy

Occasionally discarded as an afterthought, waste management is in fact a key factor in protecting and preserving mother nature. The safe and responsible disposal of waste reduces any negative impact it can have on the environment while the recycling of waste materials lowers overall consumption.

Proper waste management has also given rise to a circular economy in which products are repeatedly recycled for optimum use. Apart from spawning new industries, this green business model generates resource efficiency, lowers potential contamination and reduces GHG emissions.

CBB strongly subscribes to these principles with our comprehensive 3R practice of Reduce, Reuse and Recycle alongside ethical and responsible waste management at headquarters and all our subsidiary companies.

Similar to CPI, CBB introduced new waste segregation and recycling initiatives in a bid to maximise the use of its raw and other materials. The first initiative was to segregate paper, metal and plastic waste, while the second involved the recycling of ink and glue sludge into fertiliser.

In line with our efforts to improve the circular economy, the Company has also achieved zero manufacturing waste by converting all its carton trim waste into moulded pulp casings during the year, achieving this KPI (target set ≥90%) for its Materiality Matter of Waste Reduction and Environmental Initiatives. These moulded pulp casings generated RM8.84 million in revenue in the current reporting period, a 56.13% increase from RM5.63 million in 2020.

The subsidiary's raw materials and subsequent recycled consumption for its production processes were 85.50% and 7.30%, respectively. Further details are on page 69 of this Report.

STRINGENT QUALITY STANDARDS


CBB’s main objective is to ensure that all manufacturing processes are meticulously and adequately carried out using the Quality Assurance/ Quality Control(“QA/QC”) procedures. CBB has successfully increased its lot acceptance rate and reduced its product rejection rates and customer complaints by implementing various evaluation methods such as measuring monthly delivery performance, inspection forms and records, and risk analyses.

United Nations Sustainability Development Goals.


No Poverty

Good Health and Well-being

Quality Education

Gender Equality

Affordable and Clean Energy

Decent Work and Economic Growth

Industry, Innovation and Infrastructure

Sustainable Cities and Communities

Responsible Consumption and Production

Climate Action

Life Below Water

Life and Land

Reduced Inequalities

Partnerships for the Goals

Clean Water and Sanitation

Peace, Justice and Strong Institutions

Mapping Our Sustainability Matters with UNSGs


We recognise that the active perticipation of business is a principle driver is achieving the SDGs. and we use the material sustainability matters as a guide to determine where our focus should be with regard to these goals.

Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs




Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



Material Sustainability Matters

Applicable GR Indicator

Relevant Stakeholders

Relevant SDGs



The following set of Century Bond Bhd’s (“CBB”) initiatives towards the integration of sustainability into the business process are in accordance with the Global Reporting Initiative Standard: -



HIGHLIGHTS OF 2021 ACHIEVEMENTS

Managing Materiality Matters with initiatives & KPIs

Donation of Sanitising fogging liquid

Century Bond Bhd donated of Sanitising fogging liquid to all 73 schools in kulai districts.

19th May 2022, Pejabat Pendidikan Daerah Kulai



Donation of Sanitising fogging liquid

Century Bond Bhd donated of Sanitising fogging liquid to all 73 schools in kulai districts.

2nd May 2021, Pejabat Pendidikan Daerah Kulai



Medical Equipment Donation Event

Century Bond Bhd together with Toyoplas Manufacturing Malaysia Sdn Bhd, another subsidiary of KPS have sponsored 1 unit comprehensive ventilator that fits for stringent ICU environment and independent of a central gas supply. It is equipped with most advance technologies with extensive ventilation modes that can be applied to adult, pediatric and neonate patients with all acuity levels at ICUs.

The donation was received by Dr Noorraudah Binti Abdul Rahman, Hospital Director and we are represented by Dato Ang Hua Tong, Chairman of the Persatuan Tionghua Kulai Jaya & Mr Chung Yune Fatt, Deputy President of Pertubuhan Permuafakatan Pendidikan Bahasa Cina Kulai.

14 September 2021, Hospital Temenggong Seri Maharaja Tun Ibrahim, Kulai, Johor



Planting of 100 trees via EcoFrenz Programme

Kumpulan Perangsang Selangor Berhad and Century Bond Bhd stamped their commitment in conserving and preserving the environment by planting 100 trees via EcoFrenz Programme at Taman Bunga Raya, Johor Bahru. The objective of the Programme was aimed at raising the public’s awareness of environmental conservation. Four species of trees; Ketapang, Semarak Api, Jancaranda and Bunga Raya were planted by 80 volunteers from KPSB, CBB, Johor Media Club, local people, and students through Eco-Race Challenge.

The Programme was graced by President of Majlis Perbandaran Johor Bahru (Dato Bandar Johor Bahru), Yang Berhormat Dato Haji Amran Abdul Rahman, Deputy Chief Executive Officer (Operations) of KPSB, Puan Suzila Khairuddin and General Manager of CBB, Mr Alfred Goh Leng Hock, witnessed by around 100 guests.

15 September 2019, EcoFrenz Taman Bunga Raya



Reading corner for SJK (C ) Daerah Kulai

Back in the old days, reading books was the only way we increased knowledge, improved language proficiency, and improved our mind. Today, the rapid development of science and technology that introduced a wide range of high-tech products have taken over the value of books. Those multimedia technologies with audiovisual interaction such as I-pad, Smartphone, Computer and TV have increasingly undermined the value and turning books into ‘protected animal’. Without neglecting benefits that the books have provided to humankind, such swift development in the technology has brought over challenges to the parents in monitoring the type of information that is fed to their children from those high-tech products due to unfiltered access to the Internet. On the contrary, the tradition of reading books has avoided such negative challenge posed by the high-tech products.

CBB, therefore, hope that by adding a ‘Reading Corner’ in school will encourage more students to read books. In addition to the ability in regulating reading materials provided to the students, the school will not only improve the standard of reading through the Reading Corner, but it will also enhance the standard of knowledge in various fields possessed by the student. Reading Corner emphasize a fun, comfortable and free reading environment, in addition to the availability of books that are meaningful to fascinate students to spend their time there. These features are lacking in the library as it could not operate as open as the Reading Corner, due to the tightly controlled on the usage of books in the library and limited time of operation. As the book is a static reading material that devoid the audio-visual interference, reading books allow the students to fully concentrate on their writing style and imagination. From there, it creates a lasting value writing with aclear message. Also, it allows students to stand on the shoulders of a giant, possessing the thinking of great people and look forward to their future.

3 Nov 2019, SJK(C ) Woon Hwa, Bandar Baru Kangkar Pulai, Kangkar Pulai, Johor



Donations of eva mats to kindergarten

Century Bond Bhd (“CBB”) had contributed 50 pieces of Alphabet EVA Foam Mats to Tadika PASTI Taman Aman, Senai. The contribution of the learning aid equipment formed a part of CBB’s Corporate Social Responsibility initiatives for the students at the kindergarten. Not only providing safe and fun learning materials, the puzzle mat can help kids in building their visual sensory development and hand-eye coordination and also served as a great tool for early education.

23 April 2019, Tadika PASTI Taman Aman, Senai



Donations of hand sanitizers to schools

Given the recent pandemic of COVID-19, CBB and KPS has taken a lead to fight the virus via a Corporate Social Responsibility Campaign. CBB & KPSB has donated 1,000 litres of sanitizers with a market value of nearly RM80,000 to 73 schools in Kulaijaya district.

The sanitizers were produced by Macro Chemicals Sdn Bhd, a fully owned subsidiary of CBB. With the rapid spread and the alert of COVID-19, Health Officer has given a warning and exercising campaign in keeping personal hygiene. All schools need to be vigilant on this issue and the best things to do is to protect the students with preventive and protective sanitizers to kill the potential virus before attending the class every day.

9 March 2020, Pejabat Pendidikan Daerah Kulai



FUTURE FOCUS

Continuous Integration of Sustainability into Business Process

Setting Century Bond Berhad’s Commitment Forward