PETRONAS CHEMICALS GROUP BERHAD INTEGRATED REPORT 2023
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01
“Steadfast. Advancing Sustainably.” encapsulates the essence of our mission – a fusion of relentless dedication, innovative and sustainable progress. This tagline signifies our unwavering commitment to excellence, especially under challenging circumstances, through the continuous evolution of our chemical products. Our resilience is interwoven with a spirit of innovation, as we expand to include environmentally conscious solutions. By embodying this tagline, our firm resolve, ethical practices and investment in cutting-edge technologies not only navigate us through the immediate challenges but also illuminate our path towards a prosperous and sustainable future.
02
OUR VISION
A progressive energy and solutions partner enriching lives for a sustainable future
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Loyal to corporation
Honest and upright
Strive for excellence
United, trust and respect for each other
03
GHG Emissions Reduction
2022: 55,000 tonne CO2e
Production Volume
2022: 10.2 million tonnes
Women in Senior Leadership
2022: 29%
^ Including BRB Group and Perstorp Group
Total No. of New Products:
2022: 15 products
Social Impact Initiatives Reached:
More than
community members reached
2022: >75,000 people
Revenue:
2022: RM29.0 billion
PCG has stood resilient, showcasing unwavering commitment in value creation for our stakeholders and adaptability throughout the year despite a multitude of headwinds that surrounded the chemicals industry in 2023. We remained steadfast in facing challenges head-on, ensuring operational excellence and discipline in executing our strategic initiatives to position ourselves for a brighter future.
Chairman
56 sen
41 sen
In presenting my first report as the Managing Director/Chief Executive Officer (MD/CEO) of PETRONAS Chemicals Group Berhad (PCG), I am deeply grateful to the Board and Management for the trust they have placed in me. I also want to recognise my predecessor, Ir. Mohd Yusri Mohamed Yusof, for the instrumental part he played in ensuring PCG’s resilience and success during the pandemic and the particularly challenging operating environment in the past two years, positioning the Company for continued growth and excellence. While the path ahead will remain undoubtedly challenging, I am fully committed to the mission of taking PCG to its next level of transformation.
Managing Director/Chief Executive Officer
04
In the year under review, PCG’s financial performance was relatively subdued compared to the year before due to challenges beyond our control such as higher feedstock prices, lower demand driven by slower global economic growth and additional capacities coming online. Cumulatively, these challenges had resulted in compressed margins for most products. Furthermore, feedstock disruptions in the second quarter and unplanned shutdowns in the third quarter of the year affected our production. Nevertheless, PCG demonstrated operational resilience in getting back on track within the year, recovering from the disruptions and navigating the downcycle in the chemicals industry.
Chief Financial Officer
2022: RM6.3 billion
2022: RM8.0 billion
2022: 51.9%
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2022: 3,577 KMT
2022: 2,879 KMT
%
2022: 91.4%
2022 : 6,390 KMT
2022 : 5,184 KMT
%
2022 : 87.5%
05
This has been an important year for PCG’s Specialty Chemicals Division as it marks the first full year of the coming together of BRB Group (BRB) and Perstorp Group (Perstorp), under one roof. This division, now known as PCG Specialty Chemicals (PCG SC), comprises BRB and Perstorp, has a total of 12 production sites, approximately 2,000 employees and sales representation across the Americas, Europe, Middle East, Africa and Asia Pacific (APAC).
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RM
6,385millionRM
179millionRM
198million06
Fundamental to who we are, we believe that sustainable business practices are essential for the long term success of our company, our stakeholders and the planet. We remain committed to facilitating the transition to a low carbon economy through our Net Zero Carbon Emissions (NZCE) 2050 Roadmap and Circular Economy focus.
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07
Capital Inputs
N
M
H
I
S
F
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Corporate Information
Board's of Directors' Profile
Company Secretaries
Management Committee Profile
Corporate Governance Overview Statement
Nomination and Remuneration Committee Report
Board Audit Committee Report
Board Sustainability and Risk Committee Report
Statement on Risk Management and Internal Control
OE
In the year under review, PCG continued to prioritise the health and safety of our people. Through our generative Health, Safety and Environment (HSE) culture and discipline towards upholding HSE Excellence, I am pleased to report that we recorded ZERO fatality and ZERO Major Fire. Regrettably, however, we recorded two Lost Time Injuries (LTI). We acknowledge that these incidents highlight areas where our health and safety operations can be further improved, and we are committed to doing better for the safety of our workers. We have since taken remedial actions to identify root causes to prevent future occurrences.
The comparatively stronger HSE performance this year was largely due to our efforts in adopting a more structured PCG-wide approach towards addressing the root causes of previous incidents during turnarounds, where past learnings were discussed and shared with all PCG operating units. The success of this initiative will see us extending it to cover scheduled maintenance as well.
With regards to our plant reliability, PCG encountered both internal reliability challenges, coupled with several feedstock and utility supply disruptions in 2023, which ultimately affected our plant utilisation rate. We have since undertaken a series of corrective and mitigating actions throughout the year. To that end, we have conducted a deep dive, focusing on our people, our processes and even our culture to come up with a long-term plan to prevent future occurrences.
CE
In achieving Commercial Excellence, we fostered collaboration and close partnerships with all stakeholders to optimise value creation and meet our customers’ needs. Despite significant turnaround activities, customer orders were consistently fulfilled throughout the review period. PCG recorded sales volume of 9.6 million tonnes in 2023, comparable to the previous year. While margins were compressed by lower prices, we were prudent in managing our costs, especially our cost to serve, validating our resilience and ability to realise value year on year.
Our commitment to satisfying customer needs extended to the introduction of new and improved products and solutions. In 2023, we launched Ethonas SF401, a more cost-effective spacer fluid designed for oil and gas applications. Concurrently, we continued to extract value from existing enhanced products and solutions.
We also undertook a significant digital initiative with the phased rollout of the PETRONAS360 Customer Portal (P360). P360 provides customers with access to transaction details, account statements, real-time delivery status and various exciting features. These features include online spot volume offers, getting more information on products, and the ability to log enquiries and feedback directly to PCG. Pilot customers started using this platform in November 2023 and we plan to expand it to other active customers by 3Q 2024 as part of our ongoing commitment to enhance customer experience.
GE
In future-proofing the business against market volatility, our Growth Delivery Excellence focuses on extending our value chain, building our specialty platform and creating optionality for growth through innovation and new technologies. We also continue to make meaningful progress in creating circular and sustainable products that have the potential to assist our customers in their respective decarbonisation journeys.
In 2023, our new specialty ethoxylates and polyether polyols plant in Kertih, Terengganu, and nitrile butadiene latex plant in Pengerang, Johor, both achieved the ready for start-up phase. The plant in Kertih will enable us to meet the growing demand for foam products in the automotive sector, cleaning and personal care products. The plant in Pengerang is also well-positioned to capture opportunities in the global glove market, given Malaysia’s status as the largest glove producer in the world.
In addition, we reached a Final Investment Decision (FID) in the acquisition of a Maleic Anhydride (MAn) plant in Gebeng, Pahang, from BASF PETRONAS Chemicals Sdn. Bhd. and to upgrade the facilities to produce refined MAn. Refined MAn is typically applied in the production of food and beverage, coating and surfactants, pharmaceuticals, textiles and other industrial products. This acquisition will enable us to better serve customers from the Asia Pacific region and the Indian subcontinents and strengthen our portfolio as we explore opportunities in Europe and the Middle East, in addition to fostering synergies with the Specialty Chemicals business.
We have achieved significant advancements in the post-merger integration with Perstorp Group (Perstorp) for our specialties platform, securing alignment on the value synergies and establishing plans for their execution in the next phases. This year, BRB Group (BRB) introduced new products for both the cosmetics and automotive industry, and BRB Malaysia Sdn. Bhd. obtained certifications such as ISO 9001, ISO 22000 and Good Hygiene Practices. These certifications demonstrate the facility’s efficient operating management system and compliance to safety practices in handling food-grade products.
In creating optionality for growth, our technology development of bio-Monoethylene Glycol (Bio-MEG) is ongoing with active customer collaboration in refining the products to meet their various specifications. We have constructed a pilot plant to produce bio-based emollients to diversify PCG’s bio-based offerings in the personal care sector. This pilot plant will be part of the Innovation Hub that PCG is currently developing in Bangi, Selangor.
Through this Malaysian Innovation Hub, along with BRB and Perstorp’s innovation labs, we will establish a global innovation network that aims to increase the level of innovation sophistication in our key focus markets and enable localised solutions. Investing in innovation and technology ecosystems is vital for PCG to propel our growth in specialty chemicals and drive competitiveness.
E
2022: 10.4 million tpa
2022: 8.3 million tpa
* including BRB Group & Perstorp Group2022: 89%
2022: 15 products
2022: 95%
2022: 12 products
E
* Initiative started in 2023
2022: 104.60 million GJ
2022: 5.78 m3/tonne
2022: 3.92 m3/tonne
2022: 3,550 trees
2022: 77%
2022: 7.43 million tCO2e
2022: 7.05 million tCO2e
2022: 0.69 million tCO2e
2022: 0.71 million tCO2e
S
2022: 16%
2022: 29%
2022: 20%
2022: >300,000 people
* calculation methodology for the number of community reached that benefitted from our programme has been revised in 2023 as per alignment with Yayasan PETRONAS
compared to oil & gas industry benchmark of 0.22
2022: 0.17
E
2022: 10.4 million tpa
2022: 8.3 million tpa
* including BRB Group & Perstorp Group2022: 89%
2022: 15 products
2022: 95%
2022: 12 products
E
* Initiative started in 2023
2022: 104.60 million GJ
2022: 5.78 m3/tonne
2022: 3.92 m3/tonne
2022: 3,550 trees
2022: 77%
2022: 7.43 million tCO2e
2022: 7.05 million tCO2e
2022: 0.69 million tCO2e
2022: 0.71 million tCO2e
S
2022: 16%
2022: 29%
2022: 20%
2022: >300,000 people
* calculation methodology for the number of community reached that benefitted from our programme has been revised in 2023 as per alignment with Yayasan PETRONAS
compared to oil & gas industry benchmark of 0.22
2022: 0.17
E
2022: 10.4 million tpa
2022: 8.3 million tpa
* including BRB Group & Perstorp Group2022: 89%
2022: 15 products
2022: 95%
2022: 12 products
E
* Initiative started in 2023
2022: 104.60 million GJ
2022: 5.78 m3/tonne
2022: 3.92 m3/tonne
2022: 3,550 trees
2022: 77%
2022: 7.43 million tCO2e
2022: 7.05 million tCO2e
2022: 0.69 million tCO2e
2022: 0.71 million tCO2e
S
2022: 16%
2022: 29%
2022: 20%
2022: >300,000 people
* calculation methodology for the number of community reached that benefitted from our programme has been revised in 2023 as per alignment with Yayasan PETRONAS
compared to oil & gas industry benchmark of 0.22
2022: 0.17
^ Including BRB Group and Perstorp Group
* Including Pengerang Integrated Complex (PIC)
E
2022: 10.2 million tonnes
2022: 8.3^* million tonnes
2022: 89%
2022: 95%
2022: 15 products
2022: 12 solutions
E
Initiative started in 2023
2022: 104.90 million GJ
2022: 77%
2022: 3.89 m3/tonne
2022: 3,550 trees
2022: 7.43^ million tCO2e
2022: 7.05 million tCO2e
2022: 0.69^ tonne CO2e/tonne
2022: 55,000 tonnes CO2e
S
2022: 0.17
2022: 16%
2022: 29%
community members reached
2022: >75,000 people
calculation methodology for the number of community reached that benefitted from our programme has been restated as per alignment with Yayasan PETRONAS
As at 1 January 2023
Economic | Environmental | Social | ||
---|---|---|---|---|
Business Sustenance & Sustainable Initiatives | Environment Stewardship & Resource Efficiency | Social Responsibility | ||
Operational Excellence
|
Net Zero Carbon Emissions
|
Human Rights
|
||
Commercial Excellence
|
Environmental Stewardship
|
Talent Management & Well-being
|
||
Growth Delivery Excellence
|
Biodiversity Conservation
|
Social Impact
|
Business Sustenance & Green Initiatives
Operational Excellence
Commercial Excellence
Growth Delivery Excellence
Environment Stewardship & Resource Efficiency
Net Zero Carbon Emissions
Environmental Stewardship
Biodiversity Conservation
Social Responsibility
Human Rights
Talent Management & Well-being
Social Impact
Innovation & Product Stewardship
Business Strategy & Financial Resilience
Circular Economy
Supply Chain Management
Cybersecurity & Digitalisation
Climate Change
Environmental Stewardship
Human Rights
Safety & Health
Talent Management & Well-Being
Community Engagement
Corporate Governance
10.4^ million tonnes production volume
9.6^* million tonnes sales volume
85% plant utilisation
20 new product
22 co-created solutions
249 technical solutions
0.71 tonne CO2e/ tonne GHG emissions intensity*
5.46 m3/tonne freshwater withdrawal intensity
Increased upfront costs associated with implementing low carbon technologies and sustainable practices to achieve net zero carbon emissions (NZCE) by 2050. While this shift contributes to environmental goals, it may initially strain financial resources, potentially impacting short-term profitability. However, over the long term, such investments can enhance the plant’s resilience by aligning with evolving regulatory standards, reducing operational risks, and meeting the growing demand for sustainable products.
The key to PCG’s value creation is underpinned by the performance of our plants. This, the trade-off between directing financial capital towards the maintenance of our plants or to other capitals is premised on ensuring that our plants, even ageing ones, are always able to perform at optimum levels. We consistently invested repair and maintenance activities over Current Plant Replacement Value (CPRV) at about 3%.
Balancing the required financial investments and time in employee development with immediate operational needs requires careful planning to prevent disruption to the business. In addition, achieving a balance between general skill enhancement and specific organisational needs is crucial for workforce adaptability, demanding strategic planning to align skills with evolving business requirements.
Allocating substantial financial capital to research and development (R&D) activities enhances intellectual capital by fostering innovation and technological advancements. However, this investment requires substantial financial which could have been utilised elsewhere, impacting short-term financial returns. Striking a balance is crucial to ensure long-term competitiveness while considering immediate financial performance goals.
We prioritise the safety of our plants as it fosters positive community relations, granting us the “license to operate.” Simultaneously, we emphasise low carbon growth which aligns with society’s expectations of responsible practices. We balance the investments required to support these efforts as it contributes to sustained operational effectiveness and stakeholder trust.
We carefully weigh the trade-offs that will occur in the allocation of financial capital, treading a fine balance between short-term financial interests and long-term growth objectives. To this end, our business adopts a dividend policy that allows for the distribution of profits to shareholders and reinvestment for growth and operational needs. We also implement cost optimisation and prioritisation to ensure efficient management of working capital.