FKS has adopted the following five United Nations Sustainability Development Goals as key benchmarks that would guide our sustainability initiatives. They include No Poverty, Zero Hunger, Quality Education, Industry, Innovation and Infrastructure and Sustainable Cities and Communities. These represent our commitment to align our efforts with a global benchmark and answer to the needs of a wide range of stakeholder groups including investors, banks, business partners, customers, employees and local communities.
At our core, we are committed to being an ethical organisation and accountable organisation that is trusted by our stakeholders. This is underpinned by compliance with all applicable laws and regulations, as well as adherence to our Standards of Business Conduct and ensuring compliance with our Supplier Code of Conduct.
We aim to provide a conducive working environment for our employees to make their working experience fulfilling and rewarding. From ensuring their health to keeping the workplace hazard-free, we achieve these outcomes through consistent implementation of measures, rules and standards. We also adopt a proactive stance towards reducing the negative environmental impact of our operations through improvements in systems, facilities and processes.
Food safety is central to our long-term sustainability as a food business and we pay great attention to producing food that is safe, hygienic and of the highest standards. Tremendous care is taken to ensure quality control in the entire production process, from preparation to delivery, so that it would meet regulatory and international benchmarks.
We aim to create a positive working environment for our employees and we believe our investments in training and development, creating equal opportunities and promoting a culture of diversity and inclusivity will go a long way towards deepening our employees’ long term engagement with FKS. The same ethos of care and commitment guide us in the way we connect with and contribute to external communities around us.
