We are committed to creating long-term value for all of our
We deal with a diverse range of stakeholders across our
business segments. These include our customers, business
partners, suppliers and contractors, investors, regulators and
government agencies, communities and employees.
Our approach is to proactively engage with our primary
stakeholders who may be impacted by our business operations
or who have the potential to affect our business. We believe
building trusted relationships with stakeholders is key to
sustainable business growth. Through our business policies and
strategies, we endeavour to create value for all stakeholders.
Our engagement approaches involve both formal and ongoing
methods. Examples of our engagements include employee
engagement survey, customer satisfaction surveys, and
suggestion boxes. We also gain invaluable insights into our
stakeholders' expectations and concerns through our routine
interactions with them. We use these learnings to make
informed management decisions.
A summary of our stakeholders and how we engage with them is presented below.
Chairman and President's Statement
TeleChoice remains committed to managing its environmental, social and governance ("ESG") impacts, risks and
opportunities in a diligent manner.
The Singapore Exchange ("SGX") has introduced rules that require issuers to produce an annual sustainability report with
effect from the financial year ending 31st December 2017 on 'comply or explain' basis. Complying with the SGX rules,
this year we have published our first sustainability report prepared in accordance with the internationally recognised GRI
Standards. The sustainability report, included in this Annual Report, provides information about our ESG performance.
We will continue to integrate material ESG issues into our business processes to ensure long-term value creation for all
We actively engage with industry associations relevant to our
business interests through memberships and by sharing our
experience. Some of our association memberships include:
- Singapore Infocomm Technology Federation
- Singapore Computer Society
- Singapore Business Federation
Our approach to
sustainability centres on
the management of the
and economic impacts of
our business operations
and their potential effect
on our stakeholders. Our
strategy is to manage
our most significant
sustainability impacts, risks and opportunities with an aim of
creating long-term value for all stakeholders.
We have identified the material ESG factors using the Global
Reporting Initiative's GRI Standards for Sustainability Reporting
which includes guidance for materiality analysis.
We have followed the following steps to arrive at the list of
material factors for reporting:
- Identification: We identified sustainability issues that reflect
our business' impact on the environment, society and
economy and their significance to our stakeholders.
- Prioritisation: We shortlisted the issues that represent
the most significant environmental, social and economic
impacts of our operations.
- Validation: We considered the significance of our material
impacts to stakeholders and how they might influence the
assessments and decisions of stakeholders.
- Review: We seek feedback from stakeholders on this report
to review our material topics for the next reporting cycle.
The TeleChoice management team attended a Materiality
Assessment and Stakeholder Mapping workshop, facilitated
by an external sustainability consultant before the start of the
Guided by the facilitator, the TeleChoice management team
identified the material ESG factors based on their knowledge
of respective business areas, potential impacts of TeleChoice
Group's business operations, insights from their day to day
engagement with a range of stakeholders and common
challenges facing the info-communications and technology
("ICT") industry. The team also considered TeleChoice Group's
long-established values and long-term business goals to align
these with sustainability strategies.
We also examined sustainability reporting trends among
local ICT and peer companies for benchmarking. Also, we
consulted the SGX Sustainability Reporting Guide to complete
the materiality assessment.
For this report, we did not engage external stakeholders
explicitly to take their views on the identified ESG factors.
However, the internal stakeholders including the senior
management have used their experience of dealing with
respective stakeholders and their understanding of stakeholder
expectations and concerns in prioritising material factors for
A formal engagement with select groups of external
stakeholders for the next report is under consideration.
The senior management extensively discussed the identified list of material factors and then presented to the Board. The Board
reviewed and approved the material factors for sustainability reporting.
Presented below is a summary of our material factors and their boundary.
At TeleChoice, the Board provides strategic direction for
addressing sustainability impacts, risks and opportunities.
The Board's Executive Committee ("EC") is responsible for
reviewing and considering material Environmental, Social
and Governance ("ESG") factors to support sustainable
growth of the business. The EC also provides views and
recommendations on sustainability strategies and sustainability
reporting for the Board's review and approval. Responsibilities
of the EC include determining and reviewing ESG targets and
overseeing the management and monitoring of material ESG
The Sustainability Management Committee ("SMC"), chaired
by the president and represented by senior executives, is
responsible for formulating and implementing sustainability
strategies, for establishing targets, for reviewing ESG
performance and for providing direction for the preparation of
sustainability reports. The SMC is assisted by a sustainability
reporting project coordinator.
A sustainability reporting project team is responsible for
collecting, verifying and providing ESG performance data and
The Board of TeleChoice is responsible for considering
sustainability issues as part of strategy formulation. The Board
endorses the identification of the material Environmental,
Social and Governance ("ESG") factors covered in this report.
The Board also provides oversight of the management and
monitoring of these material ESG factors, through regular
reporting of the key performance indicators.
Awards and Recognitions
Our dedication to customer service, quality, efficiency
and excellence has won the Group several accolades and
recognitions over the years. Some of the more recent awards
are listed here.
Received in 2017
- Gold Medal Partner Award by Huawei (Global Partner
- Excellent Support Partner by Huawei
- Certificate of recognition from Ericsson
- Million Dollar Sales Award from Narada
- Avaya Diamond Partner
- IBM Platinum Business Partner
- IBM Top Performing Business Partner (Power)
- Lenovo Top Data Centre Group Value Added Partner for
- Red Hat Strategic Products Partner of the Year
- SolarWinds Significant Win (Asia),
- Tech Data - Top Partner Contributor Award (Red Hat)
- Tech Data - Top Partner Contributor Award (IBM Power
- 32 retail staff awarded the Excellent Service Award from
SPRING Singapore and Singapore Retailers Association
(1 Star award, 15 Gold awards and 16 Silver awards)
Received in 2016
- The Loyalty Award by Narada
- Best Quality Award by Huawei
- Best Project Manager Award by Huawei
- Best Performance Partner for Nokia Telkomsel Project
- Certificate of Appreciation by Telkomsel
- Certificate of Recognition by Ericsson
- StarHub Highest Sales Growth Award
- StarHub Platinum Shop Top Sales (Mobile)
- StarHub Platinum Shop Top Sales (E&S)
- StarHub Best NPS 2016 Platinum Shop
The complete list of awards for prior years is available at
TeleChoice adopts a customer-centric approach aimed at ensuring an excellent customer experience.
As a leading regional provider of distribution, fulfilment and retail managed services to major mobile device manufacturers and operators, it is critical for us to ensure excellent customer experience at our retail stores, call centres and other touch points. Our ability to serve customers efficiently is paramount in growing our business with brands that rely on us for serving their customers.
High-quality customer service is equally important for our enterprise customers to whom we offer Information and Communications Technology ("ICT") and Network Engineering services. Offering trusted and reliable solutions, and high standards of service support are at the core of our customercentric approach.
We have implemented stringent quality control measures across our businesses to enhance customer experience.
Ongoing engagement and seeking regular feedback are parts of our efforts to deliver superior customer service.
We measure customer experience at our retail stores through
the Net Promoter Score ("NPS") management tool. NPS
allows us to measure our customers' overall perception of our
service. Based on responses, NPS groups customers into three
categories of Promoters (score 9-10), Passives (score 7-8) and
Detractors (score 0-6). The Net Promoter Score is calculated by
subtracting the percentage of Detractors from the percentage
of Promoters. A score of 9 to 10 indicates that a customer is
highly likely to recommend a brand to their friends and family.
In 2017, the NPS for the Planet Retail stores improved to
9.15, up from 8.45 in the prior year reflecting higher customer
experience. Each of the five Planet Platinum stores covered by
NPS had a score of more than 9 for the year 2017.
Ensuring Quality Standards
We adopt the highest industry quality standards to provide
exceptional customer service. Our quality policy aims for
continuous improvement in our management processes. Our
subsidiary S&I Systems Pte Ltd is an ISO9001:2015 Quality
Management Systems certified company which allows it to
perform at the highest level of our customers' expectations.
Managing Customer Experience Through Mystery Shopping
Our Planet EP stores participate in a third-party Mystery
Shopping Programme ("MSP"). The programme enables us to
enhance employees skills based on the service gaps identified
Rewarding Employees for Service Quality
We have implemented recognition schemes to recognise employees for exceptional customer service. For example, Hooray programme at our Platinum stores provides rewards to
employees for every customer compliment. At Planet stores, employees receive gift vouchers as rewards for customer compliments.
To inspire our store staff to aim for excellence and to identify service role models, we participate in Singapore's national Excellent Service Award, managed by six industry-led bodies.
Privacy and Data Protection
We are committed to protecting the privacy of our customers and employees in accordance with local laws and regulations where we operate our business.
In Singapore, we comply with the Personal Data Protection
Act ("PDPA") that governs the collection, use and disclosure of
personal data by all private organisations. We have designated
individuals to be Data Protection Officers responsible for
ensuring that the Group complies with the PDPA and have
implemented a personal data protection policy.
Employees' data are handled, stored and where applicable,
disposed of, with stringent access and security measures to
ensure electronic and physical protection from unauthorised
use. New employees have to read, understand and endorse
after reading through the personal data protection policy.
There were no substantiated complaints concerning breaches
of customer privacy or loss of data in the reported period.
Our approach is to attract and retain the best talent, invest in
the development of our people and ensure their well-being.
It is vital for us to develop a vibrant workplace where our
people can look forward to personal development, career
growth, job satisfaction and fulfilment. Our human resources
policies keep employees' well-being at the centre. We promote
mutual respect, trusted relationships, teamwork and open
communication. We invest in our people through regular
training and coaching to improve skills and productivity
Our focus is on attracting and retaining the best talent,
promoting an inclusive workplace, employee development,
employee engagement, and improving the well-being of our
people. We regularly monitor our performance in these areas
and periodically review our policies.
We employed 380 full time employees as at the end of 2017.
Permanent employees accounted for 85% of our workforce.
The average age of our employees was 37 years.
We respect diversity and are committed to promoting an
inclusive workplace. Women represented 44% of full-time
employees. The proportion of managerial roles held by women
was 41%. Women accounted for 37% of the total Head of
Departments ("HODs") positions.
Our workforce represents diverse age groups (see chart). We
are proud of our racially diverse workforce which includes at
least 11 nationalities.
In Singapore, we support the government's policy of rehiring
retiring employees to keep them economically active. In 2017,
we rehired three retiring employees including two female
Our goal is to attract and retain the best talent to serve our
customers efficiently. Our policy is to hire based on merit and
ability. In 2017, we recruited 105 new employees, 50 of them
were women. Of the new hires, 56 were less than 30 years
of age, 43 were in the age group of 30 to 50 years, and the
remaining two were more than 50 years old.
Talent management is a crucial strategy for us to retain,
develop and manage the best people to support our business
We have implemented a comprehensive talent management
programme which includes succession planning and a talent
review process. Our Talent Management Committee, consisting
of the Group President, Chief Financial Officer, Vice President
of Human Resource and the business division heads oversees
the programme. The Committee meets twice a year for talent
Our Talent Management Framework identifies high potential
employees within the organisation and provides them
development opportunities in the areas of management and
leadership. Development plans include special projects and
assignments and additional responsibilities to prepare talents
for higher roles.
Succession planning is an integral part of our talent
management. We have put in place programmes to help build
the succession pipeline.
Building Skills Through Training
Employee training and education is a crucial part of our people
management. New employees attend an orientation programme
to understand the organisation and its corporate governance.
There are also check-in sessions with management to help
in engagement and culture building. Employees have access
to several ongoing opportunities for learning new skills.
Employees can upskill through instructor-led training, online
e-learning or on-the-job mentoring. Employees are kept up
to date on learning resources through regular learning and
Common learning areas include product training, product
certification and regulatory certification training, and
supervisory and managerial skills training.
We organise Lunch and Learn sessions on supervisory and
management skills for our current people managers. Topics
include 'Effective Delegation', 'Having Difficult Conversations'
and 'Motivation and Engagement'.
Our StarHub Platinum shop employees attend customer service
training organised by StarHub. Each employee can enrol
in three Singapore Workforce Skills Qualifications ("WSQ")
modules. Since the start of the programme in 2016, 58
retail employees have attended modules on 'Interact With
Customers', 'Selling Products and Services' and 'Maintain
Our employees deployed at the Samsung concept stores get
opportunities to attend training programmes organised by
In 2017, our average training hours per employee was 19.1
hours as compared with 25 hours per employee in the prior
year. For the same period, our training expenditure per
employee was $130.60.
Through a comprehensive performance management
programme, we enable our employees to meet their business
and personal development goals consistently. Our performance
management system covers all permanent employees. As
part of the process, managers hold discussions with their
staff at the beginning of the year to establish goals. A formal
performance appraisal takes place at the end of the year.
Managers are encouraged to have an ongoing discussion with
their employees to review progress and provide coaching and
Keeping our employees engaged and motivated is a key
priority. TeleChoice embarked on its first Employee
Engagement Survey in 2015. The Employee Engagement
Survey further reinforced TeleChoice's efforts in building an
organisation where employees stay engaged, empowered and
work towards excellence.
The first voluntary survey saw a healthy participation rate of
90%. The survey findings were reviewed by management and
employee driven focus group discussions were conducted
to obtain more insights. Action plans were crafted based on
These follow-up activities spurred new initiatives such as
more regular feedback sessions with employees, improving
existing policies to cater for more team bonding and work-life
harmony activities such as 'Dine with Family Day'. There are
also more open conversations conducted between employees
and supervisors relating to work tasks and development.
In addition, the Group President has started sending out
regular email messages to all employees to enhance direct
communication starting from 2017. The Group President also
makes periodic visits to retail outlets to speak with employees.
The second survey was administered in Oct 2017. The
participation rate increased to 94% and the organisation
registered a 16% increase in overall engagement score, on par
with Singapore's Norm.
We offer competitive wages and benefits to our employees
based on compensation benchmarking study conducted by a
third-party. Our full-time staff members are eligible for several
employment benefits which are not available to temporary or
part-time employees. Some of the benefits include:
- Specialist Consultation and Treatment claim;
- Flexi-Benefit with limit for Optical, General Medical, Dental,
Mobile Phone and Health Screening;
- Bonding Funds;
- Marriage/Family Care/Examination Leave(s);
- Executive Health Screening for employees age 35 years old
- Hospitalisation & Surgery/Personal Accident/Term Life
We support internationally accepted human rights principles
and local regulations.
Our policies ban discrimination, forced labour and child labour.
There were no incidents of discrimination, forced labour or
child labour in the reporting period.
Freedom of Association
We respect our employees' right to freedom of association
and collective bargaining. We work closely with the Singapore
Industrial & Services Employees Union ("SISEU"). As at the
end of 2017, 87 employees were active members of SISEU.
We have signed a memorandum of understanding with SISEU
to ensure the well-being of our employees.
Caring for Employees
We have implemented several measures to ensure the wellbeing
of our employees. A Fruit Day is observed once a month,
and fresh fruits are provided to employees to encourage
a healthy diet. We offer on-site health screening for early
detection of diseases such as hypertension, heart ailments,
diabetes and cancer.
To strengthen cultural bonding, we give hongbao to our
employees to celebrate the Chinese New Year. Some of the
examples of other fun initiatives include a year-end party,
periodic dinner and dance event and movie nights. Also, we
observed early release from work for the eves of the four major
public holidays in Singapore.
Ensuring Safety and Health
Ensuring the safety and well-being of our employees is a
top priority for us. Safety is a material topic for our ICT and
Engineering divisions where we pay particular attention to
proactive safety measures to proactively manage potential
safety concerns. We have implemented the necessary measures
to promote safe work practices. We assess health and safety
risks in our operations and take preventive measures. We
regularly monitor and review health and safety performance.
TeleChoice has obtained bizSAFE Level 3 certification in
Singapore from the Workplace Safety and Health Council which
reflects our commitment to ensuring safety at workplace.
In 2017, there were no recordable incidents of fatalities,
injuries, and occupational diseases.
OUR PEOPLE PERFORMANCE
We are committed to minimising the environmental impact of
our business through resource efficiency and conservation.
Electricity, fuel and waste are our primary environmental
impacts. The retail stores we manage for our customers use
power for lighting and air-conditioning. Vehicles deployed for
our engineering and maintenance services consume fuel. We
also generate waste mostly from packaging in our stores and
warehouses. Our environmental efforts are focused on energy
efficiency, reducing and recycling waste and using resources
We measure and monitor our energy consumption, and
calculate associated carbon emissions to manage our footprint.
In 2017, our electricity consumption intensity was 203 kWh/m2
as against 212 kWh/m2 in the year before.
Greenhouse Gas ("GHG") Emissions
We monitor Carbon Dioxide (CO2) emissions from the use of
electricity and fuel consumption. Our combined Carbon Dioxide
emission from fuel consumption (scope-1) and purchased
electricity (scope-2) in 2017 was 250 tonnes as compared
with 245 tonnes in 2016. The slight increase in emission was
on account of higher petrol consumption. Carbon Dioxide
emission from purchased electricity accounted for 70 per cent
of our total emission.
We have started switching to energy efficient LED lighting in
our stores in a progressive manner. We use store renovations
as an opportunity to replace older lights with LED lights. We
have limited, or no control over air-conditioning in our retail
operations as we lease store space in commercial buildings
with centralised systems controlled by landlords.
We encourage our employees through awareness campaigns
to minimise the non-essential lighting in the office and to make
efforts to conserve water and recycle paper.
Our approach is to make efforts to reduce, reuse and recycle
waste. In our retail business, paper, plastic and wooden pallets
are the main types of waste generated. Our electronic waste
(e-waste) consists of decommissioned office equipment such
as personal computers, notebooks, monitors and servers.
In our Platinum stores, we have discontinued using paper bags
to reduce our environmental footprint. Instead, we now provide
re-usable non-woven shopping bags. We also give customers
a choice of electronic receipts to save paper. In our offices, we
encourage double-sided printing to optimise the use of paper.
We dispose of our waste through licensed waste management
We are committed to complying with applicable environmental
regulations. There were no incidents of non-compliance with
environmental laws in the reported period.
OUR ENVIRONMENTAL PERFORMANCE
We are committed to be a responsible corporate citizen and
contribute to community development.
We started a social outreach programme with the active
involvement of employee volunteers in 2015 when we partnered
with Dignity Kitchen. Dignity Kitchen is Singapore's first hawker
training school for disabled and disadvantaged people. "Lunch
Treat For The Elderly" is a social outreach programme run by
Dignity Kitchen. Under the initiative, Dignity Kitchen provides
city tours for the elderly and the disadvantaged. At the end
of the tour, they are treated to a luncheon at Dignity Kitchen.
Since 2015, TeleChoice has hosted more than 800 elderly for
their lunches, together with active ageing activities such as
In 2017, in our third-year partnership with Dignity Kitchen,
we donated $10,000 in support of the Lunch Treats for the
Elderly programme. This year's activities also included a
snow skin mooncake-making session for the elderly led by
a disadvantaged hawker from Dignity Kitchen. Over 30 staff
volunteers from TeleChoice and its parent company, Singapore
Technologies Telemedia Pte Ltd, participated enthusiastically
alongside the elderly to churn out snow skin mooncakes.
In 2017, through TeleChoice's subsidiary, S & I Systems
Pte Ltd, we have also participated in the SGX Bull Charge
Charity Run. Beneficiaries of the run include AWWA, Autism
Association Singapore, Fei Yue Community Services, Shared
Services for Charities and Community Chest.
We are committed to creating sustainable value for our
shareholders and stakeholders.
For a detailed description of our financial performance, please refer to the Group Financial Review section of the 2017 Annual Report.
A summarised version of the economic value generated is
presented here in line with the GRI Standards.
Financial Assistance from Government
We received $291,000 in 2017 and $563,000 in 2016 under
the wage credit scheme and temporary employment credit in
Our corporate governance policies cover areas of Fraud,
Whistle-Blowing, Document Retention, and Conflict of Interest
to facilitate the development of controls that will aid in the
detection and prevention of any fraud, misappropriations and
All new employees are required to read, understand and be
assessed on these policies during the orientation programme.
There were no confirmed incidents of corruption in the reported
The Group is committed to complying with applicable laws
where we operate. We regularly review the local legislation
to keep our policies updated. There were no incidents of
violations of social or economic regulations in the reported