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MAYBANKSustainabilityREPORT2013
Engagingourstakeholders
MATERIALITY
Our sustainability emphasis is on profitability and
responsibility as we grow regionally. To determine
our material sustainability issues, we have conducted
several impact analyses to consider topics that could
negatively impact or positively support our business.
These are graphically prioritised according to the level
of impact they have (or could potentially have) on our
stakeholders and the level of control the Group has
over each topic.
we see sustainabilitydifferently
G4-18, G4-19, G4-27
We have sought to apply the GRI principles of ‘materiality’ and ‘completeness’ for defining the report content. The report has
been externally assured by SIRIM. Getting the boundary right is very important — an internal engagement with key management
stakeholders. We attempted to create a systematic process for our materiality engagement.
1. Relevance: A broad sweep of issues based on previous sustainability reports, annual reports, board and executive council
decisions.
2. Importance: A global materiality workshop with senior management and sustainability steering council team. This was
conducted in Kuala Lumpur in December 2013 with live streaming for input from our key markets.
3. Prioritisation: A total number of 36 senior management interviews were conducted, which included most of the EXCO and
relevant head of departments. The senior management insights enabled prioritisation of the material issues.
The materiality analysis helped us define the issues that we can positively impact around the globe. It also allowed us to prioritise
our efforts and to judge which areas require further focus. There is a concern about how ‘small impacts’ are being excluded due to
this focus on materiality. We have approached this by continuing to still provide disclosure around smaller impacts in our report
but focusing on material impacts.
Regular Townhall sessions are held to engage with staff members.
