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sustainabilityGovernance,
ReportingandEngagement
Sustainability Governance
We operate across Asia in some of the world’s most dynamic
markets and recognise the challenges around access to finance,
resource scarcity, skilled human capital and social development.
To meet these sustainability challenges, we continuously develop
inclusive products and policies, push our people agenda and
improve on our environmental commitments.
Our profits trickle down to the economy and hinterland of Asia. We continue to play our primary role in mobilising deposits from customers and channelling them to productive
sectors of the economy. Since we embarked on our journey to be a Regional Financial Services Leader by 2015, we have undertaken a paradigm shift in the way we do our
business. We are already seeing the results in the raised tempo towards regionalisation and transformation of our people engagement into a high performance culture.
We are working hard to ensure that our sustainability strategy is aligned to our corporate strategy in order to achieve
holistic growth for all our stakeholders. How we make decisions, how we engage with stakeholders and how we report
our progress are all main aspects of sustainability governance at Maybank. Our sustainability ambition ties back with our
mission to humanise financial services. For us, sustainability cannot be a buzzword. It is derived from how we operate and
our business model which represents our history of over 50 years.
Our aim is to make sustainability business as usual. For us, sustainability means conducting business in a way that
enhances performance with responsibility — both today and over the long term. And as we move forward, this
overarching sustainability strategy will guide us and prepare us for the challenges and opportunities that will become
available.
Managing risk in this area requires us to balance the long-term needs of our stakeholders — our customers, employees,
suppliers, the community and environment. To guide our approach, we have firmly embedded governance structures and
engagement mechanisms through a range of polices and standards.
In 2013, we embarked on a Community Impact Roadmap (CIR) and are currently developing a Sustainability Plan which
will be launched by the end of 2014. The comprehensive sustainability plan will not only define our focus areas — it is
also a framework to manage sustainability issues and to meet stakeholder expectations. We want to avoid focusing on an
‘indicators’ based approach with year-on-year targets.
An impact based approach will make sustainability practices more manageable, build alignments to accelerate
improvement and push innovation. There are clear reasons for this. We started with a very philanthropic-centred focus.
We then built processes and frameworks which enabled us to manage data and communications. Now, we are looking at
growth and value creation. By embedding corporate responsibility (CR) in our DNA, we are transforming our business and
preparing for the future.
ELIZA MOHAMeD
HEAD, group
CORPORATE AFFAIRs
We are placing the building
blocks for a robust
governance structure to
oversee our sustainability
agenda. By the end of
2014, we will launch a
Sustainability Plan which
will be a key document to
imprint our sustainability
philosophy moving forward.
we see sustainabilitydifferently
