STATEMENT
Admiral Tan Sri Dato’ Setia Mohd Anwar Bin Hj. Mohd Nor (R)
Non-Independent Non-Executive Chairman
Dear Shareholders,
It is with great pleasure that we present the Annual Report and Audited Financial Statements for the year 2022 on behalf of the Board of Directors. We acknowledged that the year 2022 posed significant challenges for Country Heights Holdings Berhad (“CHHB”) and its Group of Companies (“the Group”), including intense competition and unfavourable market conditions.
In spite of the economic downturn and slowpace of recovery, the Group remained resolute in its commitment to seizing opportunities during times of crisis. We are now in the next phase of our strategic evolution, which has involved the internalization and restructuring of our business and top management.
Very few economic sectors were spared the effects of the Covid-19 pandemic and our property development and hospitality divisions being the mainstay of our Group were similarly affected. Construction and sales activities have also been halted since the first MCO in March 2020 and this has adversely affected our financial performance for the year 2020.
Internationalisation and The Group’s Restructuring
Our revised strategy will see the Group focusing on more • opportunities and create value for our shareholders and partners. • Focusing on the fundamentals: Products. Services. Branding. Culture. • Establishing partnerships with third parties which will diversify our capital sources. • Enable our business to grow and to take advantage of future opportunities in the market as they arise.
Financial Statement
In 2022, the Group reported a net loss of RM107.59 million, compared to a profit of RM3.12 million the previous year, with revenue of RM46.34 million compared to RM 104.91 million in the previous year. As of December 31, 2022, the Group had total assets of RM1.21 billion and total equity attributable to shareholders of RM731.16 million.
The Group’s gearing ratio, calculated as the total debts to total equity capital at 0.23 compared to 0.24 in the previous year. In light of the uncertain global economic outlook and Malaysia’s economic recovery, it is essential to explore new ideas and approaches to enhance competitiveness. Despite the challenges, we remain confident in the Group’s capability and capacity as we continuously monitor our growth.
Country Heights Holdings Berhad was established in 1984 by Tan Sri Lee Kim Yew as a property development company, offering uniquely designed country-styled homes in Malaysia. Today, the Group has expanded to become a lifestyle property developer with a diverse business portfolio in Hospitality, Wellness, Lifestyle, Tourism, and Investments, and has an impressive track record as the master developer of over 560 million square feet of space worldwide.
The Group’s Focus
The Group will maintain its focus on key divisions such as Property Development, Property Investment, Resort & Hospitality, and Healthcare in order to achieve sustained business growth. With over 30 years of real estate experience, CHHB will continue to deliver distinctively designed projects that reflect the Group’s vision of “Ever Searching for Better Living.
To boost future earnings growth, the Group is looking to strategically expand its sizable land bank through acquisitions and strategic joint ventures, while also prioritising leasing and rental activities.
Aside from residential developments, the Group has built shopping malls like The Mines Shopping Mall, exhibition centres like Excel London, offices, schools, hotels, and golf courses like Pecanwood and Mines Resort and Golf Club. Despite the challenging economic environment, the Group is optimistic about its future prospects and committed to delivering long-term growth for its shareholders.
Property Development
The company’s focus will be on developing and managing highend bungalow properties to cater to customer needs and create demand. Specifically, the property division of the Group plans to launch 1,000 new double-story terrace homes in strategic locations throughout Malaysia, including Selangor, Kedah, Melaka, and Negeri Sembilan, utilizing the 5S concept of Smart living, Sport, Solar, Security, and Service.
We will remain optimistic about the prospects of our Property Development Division given the advantageous location of our land banks, and will adjust our products and pricing accordingly to align with market trends.
Healthcare – Wellness Tourism
‘International Medical Hub’
The Group is undergoing a transformation of its Palace of the Golden Horses, Mines Waterfront Business Park Tower 4 & 5, and adjacent 12-acre recreational land property into a new 200-acre development. This development will be branded as an International Medical Hub, with a focus on medical tourism, particularly in areas of treatment, prevention, rejuvenation, and rehabilitation.
We anticipate that this development will become a significant wellness attraction in the ASEAN region, especially in the wake of the COVID-19 pandemic, as health awareness and consciousness continue to rise. The medical tourism industry is a lucrative market in the region, and we are well-positioned to take advantage of this trend, offering top-notch facilities and services to both domestic and international visitors.
To solidify our position as a leading property developer in the region, we recognize the importance of keeping up with the latest digital trends, including blockchain and security token offerings (STOs). We believe that tokenizing our real estate assets is visionary, as it enables the creation of digital securities that represent ownership in a specific property or portfolio of properties. This makes it easier for investors to access and trade real estate assets, similar to traditional securities, on a blockchain platform.
While it is a new and emerging area for the Group, we believe it has the potential to revolutionize the real estate market.
Despite the turbulence in the market, we remain committed to the long-term investment and development of our business, keeping our fundamentals healthy to serve our customers’ needs going forward.
MIECC – Exhibition and Convention
The pandemic posed significant challenges for MIECC, with all planned events either indefinitely postponed or cancelled due to COVID-19. Despite being one of the hardesthit economic sectors, MIECC remains optimistic and resilient about the reopening of the event industry. In 2022, the convention hosted seven major events.
MIECC’s primary focus is on internal upgrades and improvements while establishing relationships with strategic partners to prepare for the eventual reopening of the industry. The emphasis will be on developing our own programs and intellectual property, with a concentration on consumer entertainment and concerts.
Environmental Sustainability Practices - Going Green
The Group has taken various project plans which have been implemented towards energy savings and sustaining a “clean environment”. Negative ion energy ceiling boards, a natural ionizer and air purifier in LakeView Residency in Cyberjaya was our first project which used a negative ion energy ceiling board and also its first development in Malaysia to introduce negative ion energy ceiling boards. The energy ceiling board works as a natural ionizer and air purifier. This purification process improves air quality by helping to purge airborne particulates such as dust and germs. With the installation of the energy ceiling boards, the homeowners will enjoy fresher, cleaner and healthier environment.
Solar Energy, Recycle and Reduce
Through Malaysia’s Renewable Energy Policy, which includes a measure for promoting the popularization of solar power, the government aims to cover 73% of its electricity by renewable energies by the year 2050. Along with that, we have carried out solar energy exercise at a smaller scale at our hotel and office premises.
Our employees are encouraged to practice the 5R’s – ‘Refuse, Reuse, Reduce, Repair and Recycle’ in their daily activities both at home as well as at the working place. This practice is encouraged as it supports the segregation of garbage for recycling/disposal. i.e, minimise paper usage, electric and water. For example, we are using lake water to water the plants and run the toilets.
Under Country Height’s core values, NATURE, is about establishing a harmonious relationship with nature through the preservation and enhancement of nature’s finest gifts. For instance, we reduce the use of plastic bottled water at meetings and events by using glass bottles at almost all our meetings
Corporate Governance
The Board adheres to the recommendations outlined in the Malaysian Code on Corporate Governance and strives to uphold the principles of good corporate governance to enhance and safeguard shareholder value.
Further details on these measures can be found in our Corporate Governance Overview Statement, located on pages 50 to 60 of this Annual Report The Group recognizes that striking a balance between delivering strong business results and prioritizing people, social responsibility, and environmental stewardship is crucial to increasing shareholder value.
We remain committed to conducting our business with integrity and ethical standards, while also reinvesting in society through various initiatives focused on workplace, community, environment, and marketplace.
Acknowledgement & Appreciation
I would like to express my sincere gratitude to my fellow Board members, the management team, and particularly to the hardworking employees of CHHB. Despite the difficulties we faced, their unwavering dedication, sacrifices, and selflessness have enabled us to persevere.
On behalf of the Board, I extend our appreciation to our shareholders, associates, and partners for their unwavering support. We are eager to improve our performance in 2023 and beyond.
Thank You
Admiral Tan Sri Dato’ Setia Mohd Anwar Bin Hj. Mohd Nor (R)
Non-Independent Non-Executive Chairman
Country Heights Holdings Berhad, as a Group, continues to grow and we are constantly seeking new opportunities to diversify and strengthen our presence as well as exploring new industries. Our goal is to create a dynamic and innovative Group that can adapt to changing market conditions and offer value to our customers and stakeholders in all of our businesses. With a new line-up led by our Board members, and the new appointment of Admiral Tan Sri Dato’ Setia Mohd Anwar Bin Hj. Mohd Nor (R) as Non-Executive Chairman and Dato’ Mircle Yap Ching Chai as a Managing Director, our management team of professionals and commitment to excellence, the Group is confident in our ability to succeed and make a positive impact in the communities where we operate.
Group Business and Operations
The Group leverages its extensive experience in creating world-class establishments and services that cater to the changing needs of businesses and aims to stay ahead of the competition and continue delivering its promise of ‘Ever Searching for a Better Living’. We are expanding our Group which is active across a broad spectrum of industries:
- Healthcare Division: International Medical Hub
- Resorts and Hospitality Division: Membership hotel focus on health and wellness lifestyle
- Exhibition and Convention Division
- Property Division
Healthcare Division
GHHS Healthcare, currently offers holistic health screenings and diagnostic centre services, alongside traditional Chinese medicine as well as Wellness & Rejuvenation centre services.
- GHHS Healthcare’s Medical Screening and Specialist Clinic
- GHHS Chinese Medical Centre
- European Wellness Retreat (“EWR”)
Resorts and Hospitality Division
The Hospitality Division carries three international awardwinning brands, including Palace of the Golden Horses and Mines Beach Resort.
Through this Division, the Group offers the best in hospitality, fine and casual dining, leisure, recreational activities, health and wellness centres and fitness.
Exhibition and Convention Division
This division comprises Mines International Exhibition and Convention Centre.
It is the largest column-free exhibition venue with the biggest tonnage capacity per square meter in Malaysia and provides a magnificent venue for multipurpose usage that can cater to large crowds and elaborate events, trade shows, symposiums, expositions, major gatherings, concerts, corporate functions, and dinners.
Property Division
The Property Division comprises revenues from the leasing of our properties as well as property development sales. We aim to continue delivering a high standard of quality, modernity, and sustainability together with the infusion of environmentally friendly elements. Credited with some of the most successful residential projects in Malaysia, South Africa, and Australia, the Property Division targets to combine the best international practices in urban spacemaking with the most advanced smart technologies to offer a holistic well-being lifestyle.
Key Direction
From the period 2018 to 2022, the CHHB Group moves into digital innovation, big data management and the Internet of Things (“IoT”). The direction is made for the Group to remain competitive in broadening the engagement with our clients, partners and customers not only in Malaysia but internationally.
Digital Innovation
In 2022, the Group faced tough challenges merely due to the economic slowdown, inflation and increase in prices. The pandemic has fast-tracked the need for adaptation of Digital Innovation.
From the period 2018 to 2022, the CHHB Group moves into digital innovation, big data management and the IoT. The direction is made for the Group to remain competitive in broadening the engagement with our clients, partners and customers not only in Malaysia but internationally as well.
As mentioned in the Chairman’s Message, the Group stressed the importance of staying up to date with the latest digital trends, such as blockchain and security tokens offering (“STO”), to further solidify its position as a leading property developer in the region. CHHB’s decision to tokenize its real estate is an innovative move that will position the Group at the forefront of this emerging market.
Tokenizing real estate can increase liquidity in the market, as smaller investors can also participate in investments that were previously only available to larger institutional investors. It also provides greater transparency, as all transactions are recorded on the blockchain, which can help to eliminate fraudulent activities.
Overall, the tokenization of real estate can revolutionize the industry by providing greater accessibility, transparency, and efficiency to investors.
Health and Wellness Tourism
Health tourism in Malaysia is divided into two main categories:
- Medical tourism: Medical treatments and procedures offered at internationally recognised hospitals and health facilities.
- Wellness programmes: Rehabilitation programmes, physiotherapy, spas, reflexology and massages.
Opportunities and Prospects in Health Tourism
Malaysia is ranked as a Top Destination for Medical Tourism and one of the most preferred travel destinations in the world, ranking 18th among most visited countries in 2020. Beyond our natural attractions, cultural heritage and mouth-watering cuisines, Malaysia is also fast emerging as a strong competitor in the global health and medical tourism sector.
In fact, we’re ranked the top international medical tourism destination in a UK-based international medical travel journal, after attracting 1.3 million medical tourists in 2021. Malaysia in 2022 has one of the fastest vaccination rates in the world, with 79% of the population vaccinated which makes it easier for people to travel to Malaysia for medical treatment.
Overview
Over the course of 2020, Malaysia has undergone through one of the most challenging times, the worst economic decline since Asian Financial Crisis 1997, the pandemic of Covid-19. It all began as a health crisis but slowly morphed into a global economic crisis and the severity of Covid-19 has greatly impacted the economy by lockdowns, business closure, travel restrictions and the freeze of economic activities. Our economy crashed and hit a new low in March 2020 with the implementation of Movement Control Order (MCO) and only the essential services could remain open until the MCO was lifted in July 2020.
These 12 months of trying time and counting tested the Group’s strength and resilience, bringing out the best of the Group’s management to stay strong and remain positive. With the Group’s capabilities to perform a rapid and radical counter measures, we identified and analyzed the situation, focused to go beyond by tightening our operations and slowly phasing towards digital transformation and maintain as a pioneer in the property market and starting a new reality. Covid-19 has significantly changed our perspective view in market context, and we will continue to adapt to recent changes.
Guided with our corporate vision and mission “Ever Searching for Better living” and “It is all about meaningful innovative creations”. We recognised the need to operate our business in a responsible and sustainable manner complying with all relevant legislative and regulatory requirements, to maintain the Group’s reputation, digital transformation and generate future business.
Our sustainability value can be seen through our development. We set out to build a place where people could live, learn, work, and play in an environment that they could be proud of.
Our sustainability report covers the restructuring of our business to adopt the CHANGE especially towards Big Data, blockchain and Artificial Intelligence. The Group look into implementing digital transformation of its current services with adoption of new technology, and moving forward to transform the entire business into Data and digital platform.
Environment
We are committed to safeguard the environment and strive for continual improvement in our environmental performance in ways that are sustainable, practical, commercial, meaningful, costeffective, and innovative.
Health and Safety
- To be an environmental steward and strive to conserve the natural resources and biodiversity under our influence and ensure that all potential adverse impacts our operations may have on the environment are identified and appropriately managed.
- We identify, asses and manage the health and safety risks and impacts of our existing and planned operations.
- To operate as far as is reasonably practicable in a manner which safeguards the health and safety of all our employees and stakeholders.
Employee
- We strive to be an employer of choice by providing an environment in which all employees are treated fairly and with respect so that they can realize their full potential.
- To provide the leadership and resources that will enable our employees to meet objectives and targets.
- We promote Character Plus with knowledge in technology and IoT.
Business Partners
- We ensure that our team of consultants, contractors and suppliers are aware of our Environmental & Sustainability Policy and its objectives and that they have the necessary skills to implement it.
- To engage consultants, contractors and suppliers who promote sustainable development and encourage our customers to use our products and services responsibly.
Local Communities
- To communicate regularly with the communities where we operate to develop and maintain a mutual understanding of goals and expectations.
- To promote good relationship with the authorities and communities of which we are a part of and enhance their capabilities while respecting their culture and heritage.
OUR SUSTAINABILITY in SUPPORT with THE UNSUSTAINABLE DEVELOPMENT GOALS (UNSDGS)
- To communicate regularly with the communities where we operate to develop and maintain a mutual understanding of goals and expectations.
- To promote good relationship with the authorities and communities of which we are a part of and enhance their capabilities while respecting their culture and heritage.
HUMAN CAPITAL
Our Employee, Our People, Our CHAMPS
Country Heights is dedicated to transform its Human Resource initiatives by formulating systematic programmes for its employees towards a purposeful and effective workforce.
"CHamps!"
It stands for Country Heights Amazing PeopleS! (Plural of people, Def: a body of persons that are united by a common culture, tradition, or a sense of kinship) is to create a common identity among all employees under different business units towards one goal, one culture and one direction.
The primary objective of CHamps! is to provide programmes that resonate with their employees, allowing them to be a proud CHamps!
The programmes also aim to create unity, inclusiveness and a heightened awareness and energy amongst employees. Each employee is recognised as a CHamps! and abides by the common values listed below as a guide in one’s individual conduct in the working environment.
Country Heights AMazing PeopleS!
C – I am Caring & Committed!
H – I am Healthy & Honest!
A – I am Appreciative and Assertive!
M – I am Mannered & Motivated!
P – I am Persistent & Positive!
S – I am Sincere & Successful!
! – Oomph! (Energy)
Country Heights understands that to be able to gain competitive edge and to maintain sustainability, Human Development is a crucial foundation. Country Heights has dedicated in transforming its Human Resource initiatives in formulating systematic programmes for its employees towards a purposeful and effective workforce. The first initiative was the launch of “CHampS!”.
The coining of a name is to create a common identity among all employees under different business units towards one goal, one culture and one direction.
CHampS! aimed to create unity, inclusiveness, and a heightened energy among workforce within the group.
Each CHampS! abides the common values of caring, committed, healthy, honesty, appreciative, assertive, mannered, motivated, persistent, positive, sincere, and successful as a guide in one’s individual conduct in the working environment.
In line with the digital transformation of the company, we promote the importance of having Character Plus with knowledge in technology, IoT (Internet of Things) and social media. This is to ensure that our employees remain competitive and innovative.
Human Development
“If your plan is for one-year, plant rice; if your plan is for ten years, grow trees; but if your plan is for a hundred years, educate your people.” In early 2020, Group Human Resources took the initiative to transform CHHB employees towards the digital platform. Few steps were taken in order to implement this vision and this is in line with the Founder, Tan Sri Lee Kim Yew’s mission to transform the Group towards digitalization which consists of artificial intelligence, blockchain and big data.
The Group Human Resources was the first department implementing the digitalization initiative with the first being HRIS Cloud based system initiated beginning of January 2020. Though we were hit by the Covid-19 pandemic in March 2020, same with the entire population in the world, we proceed with this transformation in a different way: “lockdown” & “work from home”.
Secondly, the INFO TECH – HRIS system being implemented in Country Heights Holding Berhad and subsequently to all the subsidiaries such as GHHS Healthcare, MIECC, Palace Vacation Club, Borneo Heights Sdn Bhd and College Heights Sdn Bhd.
Thirdly, we managed to implement the first digital face recognition attendance in November 2020. This is a clocking system which reads your attendance and punctuality to work by recognition of staff’s physical face appearance which will be synced to the mobile app system.
Besides the digital transformation, as the corporate governance and compliance, towards staff developments, we introduced webinar-trainings to staffs and educate them during this MCO period.
Last but not least, as the culture of the company, maintaining the bonds between the employees and employers, the Group has also issued guidelines to remind the Business Units and Functions of their compliance obligations under various competition laws.
EMPLOYEE WELFARE
Leadership support has been fundamental to the success of the company’s programmes. With strong support and transparent lines of communication, the company is able to focus its efforts on the following initiatives:
Extended Maternity Leave
Additional 30-day half-day maternity leave with full pay on top of the 60 days paid leave as per the statutory requirement.
Designated Car Park
Allocated car park facilities located closer to the office for mothers-to-be during their pregnancy.
Flexi-work arrangement
Flexi-hours for pregnancy check-ups as and when needed to ease regular doctor’s visits. At supervisors’ discretion, expecting employees are allowed to start work after their doctor’s visits as opposed to taking the full-day off for checkups.
Health and Wellness Programme Qi Gong
We encourage staff to participate in Qi Gong exercise after work will improve both physical and mental health in one gentle activity. It relaxes and re-energises employees, without the pain or strain that can accompany other physically-demanding exercise session.
Medical Check-up
All confirmed Champs are entitled to in-house Traditional Chinese edicine (TCM) Treatment at GHHS Healthcare. They can experience most premium TCM treatment at our in-house centre and we encourage our staff to in-house stay fit nd healthy.
Activities carried out such as:
a. Identifying staff birthday by month and prepared gift for each employee.
b. Team Building programmes.
c. Prior to the MCO in March, gathering over food (Makan Bersama-sama) during festive season luncheons such as Golden Horse Alumni, Chinese New Year Luncheon, and Lion Dance Performance, Hari Raya Dinner Gathering, Deepavali Dinner Gathering and Year End Luncheon Gathering.
Safety Working Environment
Occupational Health, Safety and Health committee had carried out the following during the year 2020 towards improving the safety awareness amongst employees.
a. Safety awareness on induction of new recruit.
b.Provided safety gear such as cotton gloves, face mask, ear plugs and safety boots for workers protection.
c. Zoom Meetings to discuss improving safety in operating and handling equipment.
d. Emergency fire drills conducted twice a year.
COMMUNITY CARE INITIATIVES: Bantu-Bantu Malaysia
Bantu-Bantu Malaysia is a non-profit social initiative which was created when the Movement Control order (MCO) started on 18th March 2020 due to the pandemic of Covid-19 with the objective to bring in masks and personal protection equipment (PPEs) for preventive measures, following the slogan of “A Mask is a Must”.
Bantu-bantu Malaysia has a firm belief that prevention is the best way to slow down the Covid-19. Under Tan Sri Lee Kim Yew’s leadership, Bantu-bantu Malaysia has brought in 6.5 million of masks and charted air-freight and distributed it to the front-liners. An additional of 2 million masks were brought in by ship as a preparation after the MCO.
We have contributed 640 pieces of surgical gown and subsequently donated 2 units of ventilator; 300 units of PPEs (personal protection equipment, suit and medical goggles); 20,000 units of surgical mask and 3000 pieces of N95 grade masks for the medical staffs and the front-liners at Sungai Buloh Hospital.
The distribution being extended to the rest of other government and private hospitals in Malaysia such as UKM Hospital, University Malaya Medical Centre, Putrajaya Hospital, Shah Alam Hospital, Kota Bharu Hospital, Pantai Hospital, Ipoh Hospital, Hospital Besar Kuala Lumpur and some other masks and PPEs were also sent to non-profit organisations and other states in Malaysia.
During the initial part of MCO, we had embarked on a cooked food programme within 5km radius from Palace of the Golden Horses for the orphanages, old folk homes, single mothers, foreign workers and students.
Bantu-bantu Malaysia has distributed more than 80,000 hampers which include 5kg bag of rice in each hamper and food essentials, more than 20,000 pieces of ‘roti canai’ and cooked food has been channeled to JAWI Food Bank, Social Welfare Department, Majlis Agama Islam Wilayah Persekutuan, Army Veterans and other NGOs as a food security measure and to ensure the “Food on the Table”.
Food for THOUGHT by Bantu-bantu Malaysia is our education initiative and in conjunction with 50th years of Rukun Negara. We had organised a Video & Essay Contest to promote the ideas that Rukun Negara can be the best medicine to our country and be adopted in our daily lives while connecting with participants and Malaysians citizens.
Looking at the high Covid-19 cases comprising of the foreign workers, complimentary Covid-19 RTK antibody tests were given away from 25 to 29 November 2020. This initiative was led by GHHS Healthcare, a collaboration with Bantu-bantu Malaysia. A total of 1000 complimentary Covid-19 RTK antibody tests were given to public and was conducted by GHHS Healthcare professional medical team.
SUSTAIN ENVIRONMENT
Country Heights has taken various project plans which have been implemented towards energy savings and sustaining “clean environment”. Negative ions’ energy ceiling board, a natural ionizer and air purifier LakeView Residency in Cyberjaya was our first project which has negative ions’ energy ceiling board and also its first development in Malaysia to introduce ‘negative ions’ energy ceiling board. The energy ceiling board works as a natural ionizer and air purifier. This purification process improves air quality by helping to purge airborne particulates such as dust and germs. With the installation of the energy ceiling boards, the homeowners will enjoy fresher, cleaner and healthier environment.
Solar Energy
Through Malaysia Renewable Energy Policy, which includes a measure for promoting the popularization of solar power, the government aims to cover 73% of its electricity by renewable energies by the year 2050. Along with that, we have carried out solar energy exercise at a smaller scale at our hotel and office premises.
Recycle - Useable items
Employees are encouraged to practice the 5 R’s – ‘Refuse, Reuse, Reduce, Repair and Recycle’ in their daily activities both at home as well as at the working place. This practice is encouraged as it supports the segregation of garbage for recycling/ disposal. i.e, minimise paper usage, electric and water. For example, we are using lake water to water the plants and toilets.
REDUCE OF PLASTIC USAGE
Under the Country Height’s core values, NATURE is establishing a harmonious relationship with nature through the preservation and enhancement of nature’s finest gifts.
Thus, we are introducing Bottle for Life – Say NO to Plastic Bottles to ban single used plastic bottles.
Reducing Bottled Water at Meetings and Events – we are practicing to use glass bottle almost at all our meetings. We are in the midst of coming up with campaign/event on this.
AUXILIARY POLICE UNIT
Country Heights Holdings Berhad has launched its Auxiliary Police Unit in 2017 to enhance security in its townships and other developments.
The introduction of the unit is part of our approach to reinforce the security at all current and future Country Heights townships, with the aim of creating a safer environment for the communities.
The first batch has been deployed at selected townships and developments especially in Selangor and Negeri Sembilan’s townships and we plan to expand the unit with more trained personnel being deployed across all our townships in other states respectively in Kuching and Kedah. The first batch underwent a two-months basic auxiliary police course at Pulapol.
We are continuously proactive, providing excellent infrastructure, facilities and amenities including security and safety features within all our townships, to ensure a conductive and sustainable living environment for everyone.
OUR AUXILIARY POLICE UNIT DUITIES
- Patrol assigned areas within the mall and its surroundings
- Respond to routine and emergency calls, administering First Aid as required and assisting crime or accident victims
- Assist with the containment and preservation of crime scenes as directed, and assisting with the determination of the extent of personal injuries, identifying victims, witnesses, the extent of damage and documenting evidence.
