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MAYBANKSustainabilityREPORT2013
grouppresident&ceo’smessage
Maybank is on a mission of humanising financial
services. This wasn’t imposed from above. It
came from our people — and it came from the
heart. To me, it’s this above all that differentiates
us from the rest. Every decision we make,
especially if it’s a tough decision, is measured
against our commitment to humanise the
business we do.
This is an insight that echoes with every
Maybankers across Asia. Ultimately, financial
services are not just about figures and targets,
they’re about people. It’s my belief that if we
don’t get ‘humanising’ right, we’ll never hit our
targets consistently. But if we do it successfully,
the numbers will follow.
This commitment is driving a profound
Group-wide transformation. We’re increasingly
moving away from being transaction led to
focusing on the relationships we build with our
stakeholders — from customers and colleagues
to investors, partners and communities.
This isn’t just changing our Malaysian business
— it’s happening everywhere we operate.
And it’s having a big impact on our attitude
to corporate sustainability. We recognise that
responsible lending benefits society long-term
— but equally, that such lending is only possible
if our own business achieves sustainable growth.
Today, in the
marketplace
, we look specifically
to finance projects that promote sustainability
and contribute to nation-building. We aim to
support businesses that galvanise the economy,
create livelihoods, and put roofs over people’s
heads.
We also look for ways of giving back to
society. In 2013, we further strengthened
our Maybank One Solution, expanding
our customer base especially among the
under-served. At the same time, we attracted
more digital customers via such pioneering
innovations as Maybank Shared Services,
cardless withdrawals, and M2U Pay (a key
platform for e-commerce in Asia). We also
continued to track service quality levels and
complaint management through Project
GIFT (Get Involved and Follow Through) and
CFRM (Customer Feedback and Resolution
Management).
Maybank was founded as a bank for all
Malaysians, and we have always positioned
ourselves as being at the heart of the
community
. As we expand across ASEAN, our
aspiration is to become a bank for all Asians,
making a positive and distinctive difference
to communities across the region. Through
‘impact investment’ we seek to build prosperity
region-wide. And as exponents of both diversity
and inclusivity, our goal is to benefit the whole
community, not just parts of it. Our community
programmes are long-term and results-based.
For instance, to reach out to the underserved,
last year we launched several microfinancing
programmes in Indonesia dedicated to helping
disadvantaged women and permanently raise
their living standards.
Through Maybank Foundation, our
activities encompass education, community
empowerment, sports, health, arts, culture
and heritage. And many of our programmes
are driven by our people. In 2013, through our
flagship Cahaya Kasih (Ray of Love) programme,
over 23,000Maybankers donated more than
119,000 hours of their own time to take part in
voluntary community programmes.
We all need to find meaning in the things we do.
Looking around me, I see how the involvement
of Maybankers in community and environmental
programmes fuels the kind of motivation that
money can’t buy. Throughout the
workplace
,
volunteerism is helping to inculcate not just
our humanising mission but our underlying
TIGER values of Teamwork, Integrity, Growth,
Excellence & Efficiency and Relationship
Building.
We regard personal and corporate goals as
two sides of the same coin. We seek to create
a workplace where both people and business
thrive. We regard all our people as ‘Citizens
of Maybank’ (also known as Maybankers),
and wherever we operate we feel a profound
responsibility for their personal growth.
We nurture our ‘citizens’ via a multitude
of customised learning and development
programmes — enabling us to accommodate
both collective needs and individual career
aspirations. In 2012, our people voted quality
of work, better use of skills, and greater work
flexibility as the top three engagement drivers
that Maybank offers.
It is this shared commitment to citizenship,
development and volunteerism that unites
Maybankers everywhere behind our humanising
mission.
To conserve the
environment
, we are keen to
fund projects that have positive environmental
impact. At the same time, we are minimising our
own direct and indirect environmental impacts
as well. We also run targeted eco-awareness and
biodiversity programmes, and collaborate with
wildlife and nature conservation organisations
to protect our natural heritage.
Looking ahead, in 2014, we are finalising both a
five-year Sustainability Plan and a Community
Impact Roadmap (CIR).
The Sustainability Plan will comprise a series
of key commitments to be delivered by 2020.
It will guide us in developing products and
services that are productive and sustainable
— economically, socially and environmentally.
And it will transform the way we relate to our
stakeholders.
Meanwhile, the CIR will embed community
engagement across the organisation. It will
deliver programmes with concrete, long-term
outcomes. And it will deepen further our
relationship with the communities we serve.
DatukAbdul FaridAlias
Group PCEO
Financial services are not just about figures and targets,
“they are about people”.
we see sustainabilitydifferently
G4-1
