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Maybank Sustainability Report
2014
Group President and
Ceo’s Message
Building Sustainable Linkages across Asia
As an organisation with over 47,000 employees in 2,400 offices spanning
20 countries around the world, the decisions we make - from the Board right
down to the branches - impact the lives of millions of people, through our
interaction with customers, businesses, regulators, and communities. This
provides us with a broad perspective on the responsibility that comes with the
role Maybank plays across ASEAN.
Today, with the 20/20 Sustainability Plan, we are laying the foundation for
the next phase of our growth and for our sustainability initiatives to be truly
integrated into the core of our business. For us, sustainability means delivering
value and conducting business in a humanising way that enhances our
performance in a sustainable way. As testimony to our current efforts, we have
been included in the top 20 companies of the Bursa Malaysia FTSE4Good
Environmental, Social, and Governance (ESG) Index and we have received
multiple awards for our sustainability reports.
Key Highlights
Even as we made important strides through our sustainability commitment,
we also delivered a net profit of RM6.72 billion for the financial year ended
31 December 2014 (FY2014) - the highest in our history and 2.5% higher than
last year’s record-breaking performance. We paid over RM2 billion in taxes
and zakat.
Our sustainability focus is guided by our humanising mission and translated
into an enhanced ESG framework. ASEAN is a huge marketplace, and for us
to emerge a regional powerhouse, it takes strategic planning, adoption of
disruptive technology, and effective branding. Our growth strategy includes
getting better performance from our regional markets.
Our Sustainability Focus
Community and Citizenship
With a contribution of over RM77 million across the Group in 2014, we
are committed to promote genuine community empowerment and
transformation. Maybank Foundation is our principle platform for community
engagement. Last year, we identified the need for better processes and
systems and embarked on an ambitious community impact roadmap with
the aim of crafting flagship programmes that are regionally significant yet
locally relevant. We look forward to making more significant contributions
in the coming year and will continue to invest for impact in all our key areas:
education, community empowerment, arts and culture, healthy living,
environmental diversity and disaster relief.
Employee volunteerism through the Cahaya Kasih programme is nowmore
structured with progressive assessments. Employee volunteerism brings
different teams of employees together, exposing them to new perspectives
and experiences. The Cahaya Kasih Challenge (CKC) aims to widen our
employee participation in the community through long-term initiatives, with
the Maybank Group Global CR Day as a platform to showcase our outreach.
People
We are seeing results from our investment in human capital. Through
various long-term development programmes, we have multiple employee
engagement platforms, heightened multicultural awareness, and a regionally
agile workforce. The introduction of our matrix structure ensures that we
get the full benefits of our regional platform to effectively drive our strategic
priorities and reinforce our strong values system and productivity, which in
turn boosts the Group’s performance levels. A significant initiative finalised
in 2014 was the regionalisation of myHR2u, the online employee self-service
portal which will also be made available on mobile devices. Staff movement
across the region has become more fluid and active with over 130 cross-
border assignments.
Our flagship learning portal, MyCampus, provides 24/7 online access
to a diverse and comprehensive range of learning and development
programmes. Across the Group, we invested RM120 million in 2014
in learning and development initiatives with the aim of improving
capabilities across the organisation.
Our people are not only diverse in the experience they bring, but also with
respect to gender, ethnic, and cultural backgrounds. One of our strategic
aims is to focus on driving greater diversity on the leadership bench. Women
representation in management positions have grown from 38% in 2009 to
46% in 2014. We launched the Group Inclusiveness and Diversity Agenda
(GIDA) with the aim of ensuring greater representation of women in
leadership positions across the Group as well as en hancing wealth creation
through greater support for SMEs.