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Maybank Sustainability Report
2014
Sustainability at Maybank
I am pleased to report that we continue to make good progress in all
key sustainability priority areas. As such, we have steadily built strong
regional roots by focusing on growing profitably and responsibly, and
we continue to engage with and invest in our communities. Hence, we
delivered a new record RM6.72 billion in net profit, which demonstrates
the sustainability of our business strategies. To achieve this outcome, our
scale of transformation over the past five years has been significant in
every area of business.
In 2014, we established the 20/20 Sustainability Plan, which focuses on
three pillars: Community and Citizenship, People, and Access to Products
and Services. With the Plan now in place, we look forward to more target-
based approaches to our Environment, Social and Governance (ESG)
progress. The Plan also allows for flexibility to suit the specific needs of
our diverse geographies and markets, and supports the work that we have
been doing for our employees, customers, communities, suppliers, and the
environment.
Further, through the Group Inclusiveness and Diversity Agenda (GIDA),
launched in 2014, we have in place targets for the advancement of women
in leadership positions. We also have targets promoting the growth of
small and medium enterprises (SMEs), which are vital for the emerging
ASEAN Economic Community. These targets will come to fruition at the
end of 2015. By linking our commitment to community responsibility
with the scope of our core business, we are continually trying to push the
boundaries of our impact.
Performance
As Chairman of the Board of Trustees of Maybank Foundation, I can say
that it is a great privilege to work with a committed Board. We want to
lead by example in our citizenship efforts. We welcome the new CEO, who
will no doubt continue to accelerate our commitment to our communities
Group-wide.
The Foundation’s focus is on creating positive impact to build goodwill for
Maybank and, particularly, investing for the long term in order to achieve
tangible results. The Foundation is guided by the Community Impact
Roadmap, which was introduced in 2013. We care about the communities
that sustain our business and we work at giving back to the community
through partnerships, volunteer services, targeted social investments,
and other forms of engagement. In total, we spent about 1.1% of the
Group’s net profit in 2014 to enhance goodwill building in our developing
areas.
One of our priorities is in education. We have been supporting young
people by providing scholarships since 1972. In 2014, we invested over
RM12 million to fund the education of 65 outstanding students in Malaysia
and Indonesia.
The Promoting Education Excellence in Rural Schools ( P.E.E.R.S.)
programme in Malaysia continues to grow in strength. We are currently
reaching out to 4,800 students. We hope to extend this to 5,500 students
in 2015. Our financial literacy programme educates students about
the importance of sound money management and promotes financial
inclusion. In 2014, together with our programme partners, we reached 660
schools, 102,580 students and 2,660 teachers in Malaysia.
We are empowering women entrepreneurs through our microfinance
programme, BII Berbagi in Indonesia. Over 1,750 women benefited from
our partnership with KOMIDA in 2014. In Singapore, we have several
award-winning programmes that encourage families to save. We are
pleased to have received recognition for the work we do with our partners.
Our employees are already equipped with the skills and aptitude needed
to drive our engagement process. In 2014, the number of volunteers in
CR efforts grew — 26,200 Maybankers clocked over 142,900 man-hours
through our flagship volunteerism programme, Cahaya Kasih.
The region suffered various natural disasters in the past year. Our
volunteers were quick to extend help during the typhoon in the Philippines
as well as provide relief in Malaysia during the year-end floods. We were
prepared and organised in these instances as a result of our continuous
focus on crisis simulation, which is an integral part of our Business
Continuity Management planning. We now have in place a long-term
commitment to support disaster relief through a contribution of RM1
million to MERCY Malaysia, whose relief efforts cover the region.
Our involvement in sports has built friendship and goodwill. Apart from
the global visibility of our corporate brand, sponsorship of premier
sporting events provides a strong platform for Maybank to demonstrate
our role in the development of sports and in nurturing local talents. In
terms of support for arts and culture, we are looking to invest in long-term
programmes for young artists. The Nukilan Jiwaku programme, which
supports artists with disabilities, continues to grow year on year.
Looking ahead
In this report, you will find a more detailed report of our progress and
priorities in 2014 as we strive to fulfil our responsibilities to all our
stakeholders. We share with you our achievements thus far, and we
welcome your feedback. In the years ahead, as we extend and deepen our
involvement in focus areas, our ability to humanise financial services will
not just determine our own long-term success but also strengthen our
connections with the communities where we operate.
Tan Sri Dato’ Megat ZaharuddinMegat Mohd Nor
Chairman
Chairman’s
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