Corporate

Resp nsibility
r e p o r t 2013

To be a sustainable business is to be a responsible business. As a

young telecommunications company aspiring to be a leading player in
Malaysia, Packet One Networks (Malaysia) Sdn Bhd (P1) manages
our business with a focus on long-term sustainability and not just
immediate profit and growth.
P1 as a subsidiary of Main Market listed, Green Packet Berhad,
places strong emphasis on corporate governance in accordance to
the high standards set out by the Malaysian Code of Corporate
Conduct and the listing requirements of Bursa Malaysia.
While we have in the past five years since our incorporation,
implemented initiatives that deliver value to our key stakeholder
groups; employees, customers, community, suppliers, regulators, and
shareholders; we are only beginning our journey in defining the P1
corporate responsibility framework and in the reporting of our efforts.
However, we are pleased to find that our efforts are aligned to Bursa
Malaysias corporate social responsibility framework built on the
pillars of Workplace, Environment, Community and Marketplace.

WORKPLACE
We believe that our employees, whom we refer to as Packeteers, are
the most important asset of our company. Our aim is to find and keep
the highest caliber employees and encourage their strong
contribution through active engagement and learning and
development opportunities.
Employee engagement
We believe that successful employee engagement wins over the head
and the heart. It is without a doubt that goals and role clarity is
important for employees to effectively contribute to the overall
success of the organization. However, that alone is not enough and at
P1, we constantly strive to instill purpose and meaning into the work
that we do.

P1 aims to be a top tier telecommunications company serving the

most innovative converged communications services with advanced
next generation technology. To reach our ultimate goal, the Packeteer
must possess the P1 challenger DNA and practice our shared STRIP
values service excellence, teamwork, reliability, innovation and
passion. Besides formal channels such as twice-yearly performance
appraisals to reinforce a winning culture through a shared purpose
and values, we engage with employees through various communication
channels as follows:
Intranet portal - PacketNet facilitates our employees daily administrative
tasks and enables robust information and knowledge-sharing
amongst employees.
Face-to-face sessions Managements open door policy, Quarterly
Team Meet and cyclical Teh Tarik (tea) sessions for employees to get
closer to top management and provide feedback about the company.
Active information updates The sharing of key corporate developments
and activities disbursed via platforms such as announcement email,
memo board, and the companys internal e-newsletter, Packeteers
Pride.
Fielding of ideas, input and feedback Encourage employee
feedback with easily accessible channels such as email-based Idea
Hub and speakout boxes located on every floor of our office building.

HAPPINESS AT WORK
With employees spending so many hours at work, it is
important for us to make P1 a great place to work. We
believe that employees happiness at work translates to a
more productive, creative, and loyal workforce. Our
initiatives, from purposefully creating recreational spaces
for interaction at the work place, to running employee
programs and activities; are aimed at promoting positive
interaction, team spirit, and to boost employee pride.
Our facilities for employees include a dedicated recreation
floor with a game room, relaxation room and a gym. We
also have a rooftop garden, an in-house cafeteria and
small group dining area for team get-togethers.

The Green Packet Group (GPG) Sports & Social Club also
organizes activities throughout the year with a focus on
community service and philanthropy, health and fitness,
and to create festive joy around the many diverse cultural
festivities celebrated in Malaysia. The GPG Sports &
Social Club is run by employees of the Group on a voluntary
basis with members elected by their peers annually.
Aside from social activities, we believe that open and
candid communication in our daily work interactions is
the key that will unlock our limitless potential. It is through
open and candid communication that we fuel ideas;
challenge concepts, systems and processes; and provide
the check and balance that makes something good even
better. While the companys values of teamwork and
passion both work to inculcate the desired communications
culture, we believe that creating a casual and friendly
environment is also necessary and hence practice a
5-day dress down policy among others.

ENVIRONMENT
P1 is conscious about reducing the environmental impact of our operations and focuses on
reducing paper usage, conserving energy and reducing our carbon footprint to play a part in
protecting earths natural resources.
Reducing paper waste
Our efforts to reduce paper usage start at the workplace and extend to our commercial
activities particularly on the reduction of physical bills and printed marketing collaterals.
P1 as at 30 June 2013, has 553,000 subscribers. To our deter customers from requesting for
hardcopy bills, P1 imposes a charge of RM5.00 monthly. On top of that, we constantly
promote the use of e-bill and the checking of billing information via P1s Self Care portal. All
of these efforts had resulted in 98.6% of our customers opting for e-bills.
In 2013, we also significantly reduced paper usage for marketing collaterals with a few simple
but effective measures. They are as follows:

Initiative

2012

2013

Saving %

Use of lower
grammage paper
for leaflets

128 gsm art paper

80 gsm art paper

38%

Stricter trade
control mechanism
to counter wastage

Quantity: 10,477,030

Quantity: 3,604,709

69%

Volume composition of
1,2,and 3-panel
leaflets: 12:42:46

Volume composition of
1,2,and 3-panel
leaflets: 25:55:20

Quantity: 1,323,000 sheets

of paper

Quantity: 576,667 sheets

of paper

Modify designs
and layouts to
reduce
- the number of
panels per leaflet
Revised registration
forms to reduce
number of sheets
required

Not applicable

56%

Internally, our efforts to go paperless stepped up a notch in 2013 with the introduction of the
Paper Use & Distribution process which regulates paper use by allocating a specified volume
of paper to each department on a monthly basis. This effort is coordinated by the companys
Facilities Department and the appointed Green representative of each department. Paper
allocation is based on the departments historical usage and any additional requests will need
valid justifications and approvals by departmental and divisional heads.

Month

Target Distribution
(A4 Reams)

Jan

Feb

162

Mar

Apr

129

Actual Distribution
(A4 Reams)

Saving (%)

173

-6.79%

142

12.40%

152

6.17%

115

10.85%

Our efforts to reduce paper wastage will also reduce greenhouse gas emissions as less
energy and fuel are being expended on printing, processing, mailing and the transportation of
paper.
Taking cars off the road
At P1, we encourage employees use of public transportation by providing shuttle services to
and from public transportation hubs on a daily basis. Current, around 10% of our employees
use this facility. We will encourage more employees to use this facility over time to help reduce
the number of cars on the road.
Energy savings
As part of the green initiative, we encourage employees to form the habit of switching off
electricity that is not being used with internal announcements, notices and poster campaigns.
The Facilities Department, which is accountable for the companys energy savings goal,
constantly makes adjustments and monitors progress. Some simple measures taken include
switching off 50% of lighting in certain low-use areas and limiting the number of lifts operating
from 7:00pm. Thus far, our efforts had resulted in an encouraging monthly reduction of
RM11,319 on our electricity bills since March 2013. We will continue to track our energy
consumption and aim for more savings.

COMMUNITY
We feel strongly about closing gaps be it bridging the digital divide,
opportunity gap or leveling the playing field.
As a company, we believe in closing the gaps so that everyone can have
access to similar opportunities. Over the years, P1 has actively supported
various initiatives to carry out our belief.
- Implemented a proof-of-concept community broadband center utilizing 4G
WiMAX in rural Chini Timur, Pahang. The center provides Internet access and
implements various ongoing initiatives to develop the necessary skills and
values for the community to adopt ICT.
- Implemented nine (9) P1 community broadband centers and additionally
provided broadband to homes in the rural areas of Perak and Kedah under
the Governments Universal Service Provision fund.
- Collaborated with local youtubers on P1s marketing campaign in 2012, and
organised the P1 Malaysian Filmmaker Showcase - 15Malaysia. Both are
aimed at bridging the wide local content gap and highlight the creativity of
local independent filmmakers.
- Contributed towards the Governments public low cost housing fund to
facilitate access to safe, comfortable living conditions where families may be
raised with the hope of greater opportunities for their future.
Aside from facilitating access to equal opportunities through technology and
infrastructure, P1 consistently runs our annual Give blood, Give Life blood
donation campaign; and through the GPG Sports & Social Club, organizes
charitable initiatives for employees to give back to the underprivileged communities where we operate.

MARKETPLACE
External Stakeholder Engagement
Managing Customer Expectations
Responsible marketing for broadband services is a
major concern to both consumers and Government.
Areas of concern include advertised speed against
actual speed and key terms of services such as contract
duration, opt-out service add-ons, and cancellation
policies. At P1, we ensure to clearly manage customer
expectations with a few extra steps beyond the
inclusion of clauses in our marketing collaterals.
These extra steps include:
Including check-off boxes for important information
and terms of service in registration forms which customers
must acknowledge.
Disseminating a welcome leaflet with important
information and terms of service as part of the sign-up
process.
Making available and promoting to customers, P1s
comprehensive FAQ page on the official P1 customer
portal.

Sustaining customer loyalty

We believe that customers who are engaged are customers who will stay loyal to the brand and
service. As such, P1 actively engages our customers for the purpose of building a strong P1 community,
to educate, or to receive feedback. The few channels that we utilize are as follows:
1. Monthly e-newsletter, entitled P1 e-Social
2. Annual Customer Satisfaction Survey
3. The P1 Cares Facebook page for post-sale customer service
4. The P1 Cares Twitter handle for post-sale customer service
5. The P1 share email account for general customer feedback
on their service
6. Email and SMS service notifications
7. Loyalty rewards
Building P1 brand strength
In todays competitive marketplace, we understand that a strong brand is critical for our business
success and place strong emphasis on crafting and presenting a unique brand identity. To do this, we
developed a two-part brand book entitled, How we look and Who we are. The brand book acts
as a guide for internal and external brand custodians to ensure consistent presentation of our brand
visual identity and directs how we behave as an organization.

A High Performing Organization

Our formula for a high performing organization is to create a
highly competent workforce through continuous learning and
development; and to ensure that they are highly engaged.
Employee Satisfaction Index
One of the ways that we engage our employees on the business
methodically is through our annual employee engagement
survey. The survey helps us better understand employees
expectations and through that understanding, enables us to build
a more conducive environment for a high performing
organization.
The survey is independently administered by an international
survey organization to ensure strict confidentiality and unbiased
reporting. The survey response rate for 2012 was [87%].
Learning and development
P1s dedicated Learning & Development department continues
to plan and organize in-house and external training programs
based on the individual needs of our employees and in line with
business requirements. GP Beyond, the Groups e-learning
platform carries a rich resource of relevant training and
development courses that employees can access at anytime and
complete at their own pace.
P1 also established a Leadership Program especially for key
talents with specialized skill sets or are high performers. The
program combines training and information-sharing in a small
group setting, and 1-on-1 mentoring by the Groups top
management team.