Our corporate social responsibility is not limited to our philanthropic efforts. We consider that paying our taxes, reducing our environmental footprint or offering good, safe, and rewarding working conditions are part of our corporate social responsibility. We strive to meet high ethical standards, and you can find out more about our approach here.
TMH endorses the following frameworks to structure its corporate reporting:
The table below highlights our priorities regarding the SDGs:
| SDG | Explanation | Results |
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We aim to create good careers opportunities for our people. We also believe TMH can play a critical role for developing Myanmar economy. |
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Building infrastructures which will fuel and facilitate the operations of our tenants is our core business. |
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Building a sound and corruption-free society is a key to fuel Myanmar development. |
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As a listed company, we must comply with various regulations related to corporate disclosure. For example, we strive to disclose all material information in a timely manner, through YSX’s website and our own to comply with Notification 1/2016 on Continuous Disclosure issued by SECM.
Since 2019, our website is regularly updated to facilitate access to relevant documents and data. TMH also decided to keep investing in enhancing its corporate disclosure and in August 2020, we published a mapping of our disclosure practices against the Myanmar Corporate Governance Scorecard developed by the SECM, DICA and YSX with the support of IFC . The document is available here.
Conducted regularly by Myanmar Centre for Responsible Business and Yever , Pwint Thit Sa assesses the disclosure of Myanmar companies.
According to the last edition’s results, TMH improved its score from 54% in 2020 to 58%. With this score, TMH ranked 11th, and 2nd among listed companies.
The COVID-19 pandemic and the political crises impacted our operations. In collaboration with our clients, we assessed the risks related to security and safety.
Some of the sites are located in conflict areas, and Ethnic Armed Organisations even control some. Ensuring the security of our employees can be highly complex. We work closely with our clients to assess the situation and decide if it is safe to operate and proceed. We also engage local communities; most of the sites’ guards are locally employed and can provide us with relevant information.
TMH relies on various suppliers and service providers to deliver projects to our clients.
To minimize our exposure to foreign exchange rate variations, we decided to source and procure goods and services from Myanmar companies. This is also a means for us to secure our supply chain, as imports have been seriously impacted. In FY 19/20, 40% of our expenditures was on foreign suppliers. The share has gradually decreased reaching 0% in FY22/23. In other words, TMH now operates exclusively with Myanmar suppliers and partners.
To ensure the quality of these suppliers’ work, our procurement team has defined a scorecard covering different dimensions, such as their ability to deliver on time, quantity, and quality. We also assess their quality of service. We monitor their overall performance at least twice per year. If areas of improvement are identified, we debrief them.
As a telecom company, our direct environmental impacts are limited.
Regarding waste, as we were working more from home, our activities generated 243 kg of waste in FY22/23 compared to 298 kg in FY20/21. We managed to recycle 100% of our waste, with a third-party.
Our total energy consumption reached 940 MWh of which 87% was used for our fleet of vehicles. Last year, our operations emitted 240 tonnes of carbon dioxide equivalent (CO2e) – scope 1 and 2. Scope 1 comprises the emissions of the assets we own and use to operate our activities, while scope 2 includes the electricity emissions consumed for our operations. 85% of our emissions are the consequences of the fleet of vehicles we use to operate.
More information can be found in our Annual report that can be downloaded here.
| KPIs | Unit | FY 22/23 | FY 21/22 | SDG | UNGC | GRI |
| BTS | ||||||
| Number of clients | Number | 2 | 2 | 8 | – | 102-6 |
| Number of people connected to the mobile network | Number | 500,544 | 497,376 | 8 | – | 102-6 |
| Number of people connected to high-speed mobile network | Number | 142,200 | 141,300 | 8 | – | 102-6 |
| Number of performance issues/service disruptions | % | < 1% | < 1% | 8 | – | 102-6 |
| Customer satisfaction rate | % | > 99% | > 99% | 8 | – | 102-44 |
| Number of awards | Number | 4 | 4 | 8 | – | |
| Fibre | ||||||
| Number of clients | Number | 44,866 | 43,103 | 8 | – | 102-6 |
| Optical fibre installed | km | 103 | 89 | 8 | – | 102-6 |
| Data capacity | Gbps | 76 | 55 | 8 | – | 102-6 |
| Customer satisfaction rate | % | >95% | > 96% | 8 | – | 102-44 |
| Mobile | ||||||
| Cards produced | Number | 14,765,500 | 8,136,000 | 8 | – | 102-6 |
| KPIs | Unit | FY 22/23 | FY 21/22 | SDG | UNGC | GRI |
| Compliance | ||||||
| Total number of ethics-related complaints/breaches | Number | 0 | 0 | 16 | 6, 10 | 205-3 |
| Transparency | ||||||
| Ranking in Pwint Thit Sa | Number | 11 | – | 16 | 10 | – |
| Board | ||||||
| Number of Directors certified by the MIOD | Number | 3 | 3 | 16 | 10 | – |
| Number of BOD Members trained | Number | 0 | 0 | 4, 8 | 6 | 404-2 |
| KPIs | Unit | FY 22/23 | FY 21/22 | SDG | UNGC | GRI |
| Headcount | ||||||
| Total number of people | Number | 273 | 270 | 8 | 6 | 102-7 |
| Number of female employees | Number | 76 | 78 | 5, 8 | 6 | 405-1 |
| Number of engineers/managers | Number | 142 | 138 | 5, 8 | 6 | 102-8 |
| – Number of females | Number | 19 | 17 | 5, 8 | 6 | 102-8 |
| – Number of males | Number | 123 | 121 | 5, 8 | 6 | 102-8 |
| Number of staff/supervisors | Number | 53 | 51 | 5, 8 | 6 | 102-8 |
| – Number of females | Number | 36 | 37 | 5, 8 | 6 | 102-8 |
| – Number of males | Number | 17 | 14 | 5, 8 | 6 | 102-8 |
| Number of workers/employees | Number | 74 | 77 | 5, 8 | 6 | 102-8 |
| – Number of females | Number | 15 | 18 | 5, 8 | 6 | 102-8 |
| – Number of males | Number | 59 | 59 | 5, 8 | 6 | 102-8 |
| Employee Engagement | ||||||
| Absenteeism rate | % | 1% | 1% | 8 | 6 | – |
| Turnover rate | % | 17% | 8% | 5, 8 | 6 | 401-1 |
| Average length of service | Years | 9.2 | 6.5 | 8 | 6 | 401-1 |
| Health and Safety | ||||||
| Number of accidents | Number | 2 | 0 | 8 | 6 | 403-9 |
| Frequency rate | Accident / million of working hours | 4.53 | 0 | 8 | 6 | 403-9 |
| Number of fatal accidents | Number | 0 | 0 | 8 | 6 | 403-9 |
| Fatality rate | Fatality / million of working hours | 0 | 0 | 8 | 6 | 403-9 |
| Training | ||||||
| Total number of training hours | Hours | 88 | 152 | 4, 8 | 6 | 404-1 |
| Total number of people who received at least one training | Number | 11 | 19 | 4, 8 | 6 | 404-2 |
| % of people trained | % | 4% | 7% | 4, 8 | 6 | 404-3 |
| Average hours of training per trainee | Hours | 0.3 | 0.5 | 4, 8 | 6 | 404-1 |
| Career Development | ||||||
| Total number of people hired | Number | 43 | 11 | 5, 8 | 6 | 401-1 |
| – Number of females | Number | 14 | 4 | 5, 8 | 6 | 401-1 |
| – Number of males | Number | 29 | 7 | 5, 8 | 6 | 401-1 |
| Total number of people promoted | Number | 1 | 12 | 5, 8 | 6 | 404-3 |
| KPIs | Unit | FY 22/23 | FY 21/22 | SDG | UNGC | GRI |
| Energy | ||||||
| Total electricity consumption | kWh | 940,631 | 413,874 | 12, 13 | 7, 8 | 302-1 |
| Carbon | ||||||
| Carbon emission | tonne CO2 eq. | 241 | 82 | 13 | 7, 8 | 305-2 |
| Water | ||||||
| Water consumed | m3 | 62.8 | 37.9 | 6 | 7, 8 | 303-1 |
| Waste | ||||||
| Waste produced | kg | 243 | 153 | 13 | 7, 8 | 306-2 |
| KPIs | Unit | FY 22/23 | FY 21/22 | SDG | UNGC | GRI |
| Tax | ||||||
| Total amount of tax contributed | million MMK | 246 | 142 | 16 | 207-4 | |
| Philanthropic Activities | ||||||
| Total amount of donation | million MMK | 2 | 25 | 9 | 203-1 | |
