Workplace Management
At Pantech Global, our people are the foundation of everything we manufacture. As a business where safety, skill, and dedication on the production floor directly determine the quality and reliability of what we deliver to customers worldwide, we recognise that a well-managed, fairly-treated and engaged workforce is not separate from business performance — it is central to it. Our commitment to workplace management spans five key focus areas: Occupational Safety and Health, Human Rights, Human Capital Management, Diversity, Equity and Inclusion, and Community Management — reflecting our responsibility not only to those who work within our operations, but to the communities that surround them.
We believe that meaningful progress in workplace management requires more than policy alone. It calls for sustained investment in training and development, a genuine commitment to safety as a shared responsibility, and an inclusive culture where every employee — regardless of role, level or background — is treated with fairness and respect. As we continue to grow, we remain committed to building a workplace that our employees are proud to be part of, and one that contributes positively to the communities in which we operate.
Workplace Management
A safe and healthy workplace is both a fundamental right and a cornerstone of operational excellence at Pantech Global. As a manufacturer where our employees work closely with heavy machinery, high-temperature processes, and industrial materials daily, safety is not a peripheral concern — it is embedded in how we operate. We are committed to fostering a proactive safety culture where every employee, contractor, and visitor on our premises is protected from harm, guided by our Occupational Safety and Health (“OSH”) Policy and our CARE commitment.
C Comply with the relevant legal and other OSH requirements
A Aim to be an organisation free from pollution, accidents and occupational diseases
R Reduce risks and eliminate hazard to promote a safe work environment
E Empower directors, management, and employees to engage in OSH consultation and communication, while fostering a culture of continual improvement
Occupational Safety and Health (OSH)
Good Health and Well-being
Employee well-being is embedded in how we manage our workplace, from medical coverage and healthcare access to broader health-focused staff benefits.
Decent Work and Economic Growth
Beyond creating local employment, we uphold strong occupational health and safety standards and cultivate a workplace that supports employee well-being.
- Risk: Workplace incidences, health hazards, and non-compliance with safety regulations can lead to loss of productivity, legal liabilities, and reputational harm.
- Opportunity: Implementing robust safety and health measures contributes to a conducive environment for employee wellbeing and enhanced productivity.
Governance and Oversight
- The Board, through the Sustainability Management Committee (“SMC”), maintains ultimate oversight of health and safety risk management across the Group.
- Safety initiatives are overseen by the SMC, chaired by an Executive Director, ensuring high-level, sustained focus on health and safety matters.
- The Board regularly reviews workplace safety performance, incident reports, and mitigation measures to ensure alignment with regulatory requirements and the Group’s safety objectives.
- Health, Safety, and Environment (“HSE”) Working Committees are established at entity level, comprising both management and elected or nominated employee representatives, ensuring worker concerns are directly represented and addressed.
- Monthly meetings between senior management and HSE Working Committees provide a structured forum to review safety performance, policy updates, and incident investigations.
Policies and Standards
- Our Occupational Safety & Health (“OSH”) Policy is supported by a formal Occupational Safety and Health Management System (“OSHMS”), developed in accordance with the Occupational Safety and Health Amendment Act 2022 (“OSHA 2022”) and the ISO 45001:2018 standard.
Risk Management
- Rigorous safety and health management systems are applied to assess risks, identify potential hazards, and reduce exposure through continuous monitoring and periodic review.
Training and Capacity Building
- Onboarding health and safety training is conducted for all new employees, complemented by ongoing HSE and Personal Protective Equipment (“PPE”) training for staff and contractors.
- External contractors are required to attend mandatory HSE briefings before commencing work on our premises, ensuring compliance with site safety procedures.
Culture and Engagement
- We foster a proactive safety culture that encourages all employees to actively participate in maintaining a safe workplace.
- Weekly Toolbox Sessions, facilitated by HSE Committees, provide a platform for open dialogue and reinforcement of safety practices.
- We work closely with the Board and management to regularly review and update safety and health procedures, with the aim of achieving zero safety incidents.
1. Health and Safety Training Sessions
| FY2025 | FY2026 | |
|---|---|---|
| Number of training and briefing sessions on Health and Safety Standards | 49 | 78 |
| Number of employees trained on Health and Safety Standards | 368 | 626 |
| Training hours on Health and Safety Standards | 1,650 | 1,859 |
2. Safety Incidents
| FY2025 | FY2026 | |
|---|---|---|
| No. of Fatalities involving Employees | 0 | 0 |
| No. of Fatalities Involving Contractors | 0 | 0 |
| No. of Incidents | 9 | 8 |
| Major Incidents | 5 | 2 |
| Minor Incidents | 4 | 6 |
| Total Man-Hours Lost | 1,944 | 1,576 |
| Lost Time Incident Rate (LTIR) (Employees) |
0.86 | 0.77 |
Note 1: LTIR refers to the loss of productivity associated with accidents or injury arising out of or in the course of work. We defined lost time incident as any work-related injury resulting in at least half workday lost (4 hours) beyond the time of injury. The man-hours lost are the number of hours of absence from scheduled work due to the safety incident. LTIR is calculated in accordance with Bursa Malaysia’s Sustainability Reporting Guide: (Number of lost time injuries x 200,000)/ Total number of hours worked. This covers all permanent and contract staff across the two (2) reporting entities.
Note 2: The health and safety data, including number of work-related fatalities, LTIR and number of employees trained on Health and Safety, was independently verified by UHY Malaysia PLT. The verified indicators are our material Health and Safety performance data. The assurance was conducted in accordance with ISAE 3000 (Revised) and represents a limited level of assurance, as defined by the standard. Please refer to the respective Sustainability Statements for more details and the assurance statements.
Safety will always remain a shared responsibility at Pantech Global. We remain committed to continuously strengthening our safety practices and working towards our ultimate goal of zero safety incidents, for the wellbeing of our people and the long-term sustainability of our business.
Human Rights
Gender Equality
We champion an inclusive workplace where opportunities are extended equally, regardless of gender.
Decent Work and Economic Growth
Beyond creating local employment, we uphold strong occupational health and safety standards and cultivate a workplace that supports employee well-being.
- Risk: Breaches in human rights practices can result in legal penalties, loss of business partnerships and significant reputational damage.
- Opportunity: Adherence to regulated employment practices reinforces Pantech Global’s reputation as a responsible employer and can attract and retain human capital.
Pantech Global’s Human Rights Policy, approved by the Board on 10 June 2025, is anchored by six core principles guided by the International Bill of Human Rights, the UN Guiding Principles on Business and Human Rights, and the ILO Declaration on Fundamental Principles and Rights at Work:
- Non-Discrimination
We prohibit discrimination against any individual on the basis of race, gender, religion, nationality, disability, sexual orientation, or any other characteristic protected under international human rights standards. - Fair Employment Conditions
We ensure our wages meet national minimums and periodically review pay structures to remain fair and competitive, alongside providing reasonable working hours, adequate benefits, and equal career opportunities for all employees. - Health and Safety
We are committed to providing a safe and healthy workplace, free from hazards, with the aim of achieving zero health and safety incidents across our operations. - Freedom of Association and Collective Bargaining
We respect employees’ rights to form and join trade unions and engage in collective bargaining, without interference or retaliation, supported by open channels of communication between employees and management. - No Forced and Child Labour
We put in place proactive controls to prohibit all forms of child and forced labour, including verifying worker age at hiring, providing employment contracts in employees’ native languages, and prohibiting the retention of personal identification documents. - Free from Harassment and Abuse
We are committed to a safe, respectful and inclusive work environment, prohibiting all forms of harassment or abuse, with accountability measures in place for any breach.
Monitoring and Engagement
Beyond policy commitments, we take active measures to uphold these principles in practice:
- We have put in place controls such as verifying worker age at hiring, providing contracts in native languages and prohibiting retention of identification documents to prohibit all forms of child and forced labour.
- We maintain open dialogue with employees through regular engagement sessions, complemented by feedback boxes placed at key locations, allowing employees to raise concerns or suggestions anonymously where preferred. This supports our open-door policy and fosters constructive engagement between employees and management.
- We monitor working hours monthly to ensure compliance with legal limits and prevent excessive overtime.
- We ensure our wages meet national minimums and periodically review pay structure to remain fair and competitive.
Reporting and Remedy
Any concerns or suspected breaches of human rights can be reported through our secure and confidential Whistleblowing Policy channel. All reports are treated with strict confidentiality, investigated thoroughly, and addressed through remedies proportionate to the concern raised — with a strong focus on non-repetition through policy updates, enhanced training, or strengthened monitoring mechanisms. This reporting mechanism is regularly reviewed to ensure it remains effective, transparent, and accountable.
| FY2025 | FY2026 | |
|---|---|---|
| No. of substantiated complaints involving human rights violations | 0 | 0 |
No substantiated complaints related to human rights have been reported through our whistleblowing mechanism covering employees and on-site operations across our reporting entities. We have also not received any penalties, fines or summons from relevant authorities, nor complaints from our supply chain, related to non-compliance with labour laws or standards or human rights issues across our reporting entities.
Human Capital Management
Gender Equality
We champion an inclusive workplace where opportunities are extended equally, regardless of gender.
Decent Work and Economic Growth
Beyond creating local employment, we uphold strong occupational health and safety standards and cultivate a workplace that supports employee well-being.
- Risk: Low employee morale and inadequate training can result in high turnover rates and decreased productivity.
- Opportunity: Investing in human capital through training, development, and engagement initiatives leads to a skilled workforce, higher employee satisfaction, and supports productivity, innovation, and long-term organisational resilience.
Pantech Global’s human capital management is shaped by two core values that together drive an engaged and motivated workforce.
Employee Empowerment
We invest in the growth and development of our employees by supporting them through relevant skills and capabilities training, recognising individual contributions, encouraging collaboration, and empowering employees to take initiative and make informed decisions that contribute to both their professional advancement and the organisation’s overall success.
Trust & Integrity
Our human capital practices are built on transparency and fairness, adhering to all local labour and employment laws.
These values are delivered through four key pillars of strategic human capital management:
Talent Acquisition and Retention
01
Building a strong, sustainable talent pipeline through merit-based recruitment, competitive compensation and benefits, an inclusive work environment, and clearly defined career progression pathways.
Talent Development and Upskilling
02
Investing in tailored training programmes spanning leadership development, technical training, and soft skills enhancement, delivered through a combination of internal knowledge-sharing and external expertise, with OSH training maintained as a foundational priority across all organisational levels.
Performance and Compensation
03
Fostering a high-performance culture built on accountability, collaboration, and results-driven behaviour, supported by a performance management system that sets clear expectations, provides regular feedback, and is complemented by competitive compensation structured to attract, retain, and recognise talent.
Leadership Pipeline
04
Cultivating leaders from within through a structured leadership development framework spanning all organisational levels — from investment in non-managerial employees for career progression, to dedicated supervisory development programmes, to comprehensive training scope covering corporate governance, ABAC, quality assurance, and manufacturing excellence.
1. Training
| FY2025 (hours) |
FY2026 (hours) |
|
|---|---|---|
| Total hours of training by employee category | 3,232 | 4,449 |
| By Function | ||
| Management | 240.5 | 616.8 |
| Administrative | 550.0 | 1,196.0 |
| Operation | 2,441.5 | 2,636.3 |
| By Level | ||
| Directors | 11.0 | 94.0 |
| Management | 237.5 | 522.8 |
| Executive/ Supervisory | 1,055.0 | 2,056.8 |
| Non-Executive | 1,928.5 | 1,775.5 |
| Average Training Hours per employee | 4.19 | 5.61 |
2. Employee Retention and Attrition
| FY2025 | FY2026 | |
|---|---|---|
| Total number of employee turnover by employee category | 100 | 98 |
| By Function | ||
| Management | 4 | 2 |
| Administrative | 15 | 9 |
| Operation | 81 | 87 |
| By Level | ||
| Directors | 2 | 0 |
| Management | 2 | 2 |
| Executive/ Supervisory | 15 | 13 |
| Non-Executive | 81 | 83 |
| Total new hires | 118 | 125 |
Diversity, Equity and Inclusion
Gender Equality
We champion an inclusive workplace where opportunities are extended equally, regardless of gender.
Decent Work and Economic Growth
Beyond creating local employment, we uphold strong occupational health and safety standards and cultivate a workplace that supports employee well-being.
- Risk: Discriminatory employment practices can lead to a toxic workplace culture and reputational damage.
- Opportunity: An inclusive and empowering work culture helps attract and retain talent with greater breadth of experience and viewpoints, creating a productive workplace culture that drives innovation.
- We are committed to providing equal employment opportunities and actively promoting diversity at every level of the organisation, respecting and valuing differences in gender, race, religion, age, nationality, and other individual characteristics.
- These principles are woven into our recruitment, compensation, and benefits practices, ensuring compliance with applicable labour laws and alignment with global sustainability standards.
- We actively champion open communication, providing meaningful platforms for employees to share their perspectives, fostering a culture built on mutual respect and collaboration.
- We ensure our people are supported through fair wages, regulated working hours, and adequate benefits, recognising that a fairly compensated and well-supported workforce is the bedrock of employee wellbeing and sustainable growth.
| Diversity, Equity & Inclusion | FY2025 | FY2026 |
|---|---|---|
| Total hours of training by employee category | 771 | 793 |
| Percentage of employees by gender and age group by employee category | ||
| Gender group by employee category | ||
| By Function | ||
| Management – Male | 72% | 69% |
| Management – Female | 28% | 31% |
| Administrative – Male | 15% | 16% |
| Administrative – Female | 85% | 84% |
| Operation – Male | 97% | 98% |
| Operation – Female | 3% | 2% |
| By Level | ||
| Directors – Male | 100% | 83% |
| Directors – Female | 0% | 17% |
| Management – Male | 70% | 65% |
| Management – Female | 30% | 35% |
| Executive/ Supervisory – Male | 72% | 63% |
| Executive/ Supervisory – Female | 28% | 37% |
| Non-Executive – Male | 92% | 95% |
| Non-Executive – Female | 8% | 5% |
| Age group by Employee Category | ||
| Directors – Under 30 | 0% | 0% |
| Directors – Between 30 – 50 | 0% | 50% |
| Directors – Above 50 | 100% | 50% |
| Management – Under 30 | 4% | 0% |
| Management – Between 30 – 50 | 74% | 69% |
| Management – Above 50 | 22% | 31% |
| Executive/Supervisory – Under 30 | 15% | 17% |
| Executive/Supervisory – Between 30 – 50 | 74% | 70% |
| Executive/Supervisory – Above 50 | 11% | 13% |
| Non-Executive – Under 30 | 52% | 39% |
| Non-Executive – Between 30 – 50 | 46% | 59% |
| Non-Executive – Above 50 | 2% | 2% |
| Percentage of Board of Directors by gender and age group | ||
| Male | 67% | 70% |
| Female | 33% | 30% |
| Under 30 | 0% | 0% |
| Between 30 – 50 | 22% | 30% |
| Above 50 | 78% | 70% |
| Percentage of employees that are contractors or temporary staff | 0% | 0% |
| Percentage of women in the workforce | 11% | 11% |
| Percentage of employees with a disability | 0.39% | 0.25% |
Contribution to Community
Good Health and Well-being
Employee well-being is embedded in how we manage our workplace, from medical coverage and healthcare access to broader health-focused staff benefits.
Quality Education
We build a culture of continuous learning, offering our workforce a range of training and upskilling opportunities throughout their careers.
Reduced Inequality
Non-discrimination is embedded in our policies, supporting a workplace culture grounded in fairness and social equality.
Climate Action
We implement measures to lower our carbon footprint and advance climate-conscious practices throughout our business.
Partnerships for the Goals
We collaborate with stakeholders across our value chain to advance shared sustainability objectives.
As a manufacturer with operations rooted in Klang and Pasir Gudang, our long-term licence to operate depends on the trust and goodwill of the communities that surround our facilities. Meaningful community engagement is not only a corporate responsibility but a reflection of our belief that sustainable business growth and community wellbeing are interconnected.
- Risk: Negative impacts on local communities can lead to opposition and legal challenges.
- Opportunity: Care for the community enhances corporate reputation and fosters affinity among locals.
Pantech Global evaluates and directs its community contributions against four identified United Nations Sustainable Development Goals (UN SDG) – ensuring our community investments are purposeful, aligned with our broader sustainability strategy and targeted towards causes where we can create meaningful, lasting impact.
- SDG 3: Good Health and Well-being – We support community access to essential healthcare and quality-of-life services, extending contributions to causes such as palliative care and haemodialysis treatment support — reflecting our commitment to the health and wellbeing of the communities around our operations, consistent with the same priority we place on our own workforce’s health and safety.
- SDG 4: Quality Education – We contribute to educational and vocational programmes that help build a foundation for independent, meaningful futures — particularly for underprivileged and vulnerable groups — mirroring our internal commitment to continuous learning and upskilling within our own workforce.
- SDG 10: Reduced Inequality – We support initiatives that empower disadvantaged individuals, including orphaned and neglected children, to access opportunities for education, employment, and long-term self-sufficiency, extending our non-discrimination and equal-opportunity principles beyond our workforce into the wider community.
- SDG 13: Climate Action – We contribute to environmental and climate resilience initiatives, such as mangrove tree planting supporting shoreline stabilisation, coastal erosion prevention, and carbon sequestration — directly reinforcing our own Net Zero Roadmap and broader environmental commitments.
Our community contribution focus areas are deliberately aligned with Pantech Global’s Strategic Enablers, ensuring our social investments reinforce — rather than sit apart from — our long-term business strategy:
- Talent Advancement: By supporting health (SDG 3) and education (SDG 4) in the communities we operate in, we help build a resilient, capable talent pool for the future — complementing our internal investment in workforce upskilling and reinforcing the technical and human capital base our manufacturing operations depend on.
- Global Market Connectivity: Our social welfare initiatives (SDG 10) strengthen trust and goodwill with the communities surrounding our operations, supporting the long-term stakeholder relationships that underpin our global market reputation and reinforce our standing as a responsible, trusted manufacturing partner.
- Governance & Sustainability: Our climate action initiatives (SDG 13) reflect our broader commitment to decarbonisation and environmental stewardship, directly supporting the “License to Operate” that Governance & Sustainability identifies as essential to remaining competitive and attractive to institutional investors and global banking partners in a decarbonising economy.
Where feasible, we continue to support the same organisations or causes annually, allowing us to deepen impact over time and build lasting relationships with the communities we serve, rather than dispersing our contributions across one-off initiatives.
| FY2025 | FY2026 | |
|---|---|---|
| Total amount invested in the community where the target beneficiaries are external to the listed issuer (RM’000) | 78 | 101 |
| Total number of beneficiaries of the investment in communities | 160 | 110 |