Our SUSTAINABILITY VISION - RHB
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
RHB BANK BERHAD
our SUSTAINABILITY VISION
SUSTAINABILITY REPORT 2019
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Inside This Report
ABOUT THIS REPORT Embedding Good Practices APPENDICES
52 Ethics & Governance 94 Alignment to the UN SDGs
▪ Corporate Governance 96 Commitments and Memberships
KEY HIGHLIGHTS ▪ Integrity 97 Performance Data
03 Who We Are ▪ Driving a Positive Culture of
102 GRI Content Index
Compliance
04 What We Do
▪ Data Protection & Cybersecurity
06 Where We Operate
56 People and Workplace
Our Cover
08 Our Investment Case
▪ People and Workplace
10 Financial & Non-financial Highlights ▪ Talent Management
▪
▪
Diversity, Equality And Inclusion
Employee Training and Education Story
▪ Employee Health, Safety and
SUSTAINABILITY AT RHB
Wellness STRENGTHENING OUR
12 Joint Leadership Message SUSTAINABILITY VISION
71 Environmental Stewardship
14 Our Approach to Sustainability
▪ Environmental
▪ Sustainability Pillars and Focus RHB continues to strive towards
Stewardship
Areas embedding sustainable practices into the
▪ Green Data Centre
▪ Sustainability Governance Group’s business and operations in line
▪ Climate Change
▪ Sustainability Principles with its sustainability vision. As we advance
▪ GHG Emission Disclosure
18 Assessing Our Material Matters in our sustainability journey, we have
80 Sustainable Procurement
bolstered our efforts with a strengthened
24 Engaging with Stakeholders ▪ Sustainable Procurement
Sustainability Framework, ensuring that we
remain steadfast in responding to changing
Enriching and Empowering Communities stakeholder concerns, considering the wider
OUR SUSTAINABILITY PILLARS 82 Community Enrichment context of market conditions and measuring
Sustainable and Responsible Banking ▪ Key Highlights in 2019 value of impact to the environment and
28 Sustainable Financing ▪ Our CR Pillars society.
▪ ESG Risk Management Nurturing Future Generations
▪ Sustainable Lending Health and Wellness With this stronger foothold, we have a
▪ Community Banking Community Well-Being clearer path and better understanding of
▪ Homeownership Journey 93 Financial Education what needs to be done. It is our aim to
▪ Supporting the Growth of SMEs ▪ Financial Literacy & Education make a positive impact on the economy,
▪ Sustainable Advisory and environment and society whilst maintaining
Investment the highest level of integrity as we integrate
▪ Transforming into a Value-based responsible values and sustainability
Islamic Bank considerations across the Group,
42 ultimately creating value for our
Customer Centric Banking
stakeholders.
▪ Retail Customer Centric
Solutions
▪ Fair Treatment of Financial
Consumers
48 Digitalisation
▪ Digital Finance and Financial
Access
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 1: Key Highlights www.rhbgroup.com
Report 2019
About This Report Who We Are
RHB Bank Berhad ("RHB Banking Group", "RHB" or "the Group") is on a progressive sustainability journey Corporate Information
of continuous value creation for its stakeholders. This Report communicates RHB’s performance in the
most prominent sustainability focus areas, detailing our navigation and integration of the Environmental, COMPANY SECRETARIES
Azman Shah Md Yaman
Social and Governance (“ESG”) risks and opportunities. Underpinning our sustainability efforts are not (LS 0006901)
only robust initiatives and governance, but also key commitments and a new Sustainability Framework.
Lai Su Ming
(MAICSA No. 7046164)
This Report details the Group’s response to the ESG impacts and material issues while we create value for
each stakeholder group. It shares a holistic picture of our sustainability progress with stakeholders as we REGISTERED OFFICE
move closer to our vision of “Building a Sustainable Future” together. Level 10, Tower One
RHB Centre, Jalan Tun Razak
50400 Kuala Lumpur
Tel : 603 9287 8888
REPORTING PERIOD AND CYCLE GUIDELINES AND STANDARDS Fax : 603 9281 9314
Corporate Website : www.rhbgroup.com
RHB Bank Berhad is committed to reporting its sustainability This Report has been developed and benchmarked against the best
performance annually in accordance with the provisions of Bursa practices in the industry and sustainability reporting guidelines:
COMPANY REGISTRATION NO.
Malaysia's Main Market Listing Requirements. The RHB Sustainability • Global Reporting Initiative (“GRI”) Standards 196501000373 (6171-M)
Report 2019 covers the financial period between 1 January 2019 and • Bursa Malaysia Sustainability Reporting Guide 2nd Edition
31 December 2019, unless otherwise stated. • United Nations Sustainable Development Goals
SHARE REGISTRAR
Boardroom Share Registrars Sdn Bhd
SCOPE AND BOUNDARIES REPORTING PRINCIPLES 11th Floor, Menara Symphony
No. 5, Jalan Professor Khoo Kay Kim
RHB Bank Berhad is a public company listed on Bursa Malaysia’s The following GRI Standards Reporting Principles were applied when Seksyen 13, 46200 Petaling Jaya, Selangor
Main Market Listing. This Report covers RHB Bank Berhad and its developing the content of this report: RHB BANKING GROUP is a multinational regional financial
Shamsul Kamal Abdul Manaf
subsidiary companies across the Association of Southeast Asian • Stakeholder Inclusiveness: Re-evaluated and engaged with services provider that is committed to delivering complete
Hastini Hassim
Nations (“ASEAN”). References to ‘RHB’, ‘RHB Bank’, ‘the Organisation’, identified stakeholders to better understand and respond to their RM solutions to customers through differentiated segment
‘the Group’ and ‘we’ refer to RHB Bank Berhad and/or its subsidiaries. concerns (pages 24 – 27)
• Sustainability Context: Presented information in the wider context
257.6
billion
offerings and an ecosystem that supports simple, fast and
seamless customer experiences, underpinned by a cohesive and
For shareholders’ enquiries
Helpdesk No. : 603 7890 4700
Fax : 603 7890 4670
The scope of this Report covers only strategies, initiatives and activities of sustainability inspired workforce and relationships built with stakeholders.
Total Assets Email : BSR.Helpdesk@
in RHB Bank Berhad and its subsidiary companies across ASEAN. • Materiality: Covered matters that are important to our stakeholders boardroomlimited.com
As we are in the process of refining our data collection to ensure and impact our business (pages 18 – 23) Ranked among the top banks in Malaysia and with a significant
better coverage and disclosures in the future, certain information may • Completeness: This report includes coverage of material topics presence in ASEAN, RHB has strong market leadership in
AUDITORS
be limited to geographical sectors. All data in this Report relates to and their boundaries, sufficient to reflect significant economic, Malaysia across targeted products and segments. With 14,345
PricewaterhouseCoopers PLT
the operations of RHB in Malaysia, as they reflect our key market. environmental, and social impacts, and to enable stakeholders to RM employees Group-wide, RHB’s presence spans 10* countries Chartered Accountants
Location-specific data is stated where applicable. assess our performance in the reporting period (pages 2, 19)
7.1 in the ASEAN region. Level 10, 1 Sentral
Jalan Rakyat, Kuala Lumpur Sentral
billion
P.O.Box 10192
This Report has been prepared ‘in accordance’ with the GRI Standards: Core option. 50706 Kuala Lumpur
Total Income
Tel : 603 2173 1188
Fax : 603 2173 1288
FEEDBACK
CUSTOMER CONTACT CENTRE
We welcome comments from our stakeholders.
For further enquiries or feedback, please contact: 14,345 Scan the QR code to Malaysia
Tel : 603 9206 8118
Visit RHB’s 2019 microsite to visit our corporate website
SUSTAINABILITY MANAGEMENT Employees across Email : customer.service@rhbgroup.com
view our 2019 reporting suite www.rhbgroup.com
GROUP CORPORATE COMMUNICATIONS - Integrated Report, Financial 10 countries SCAN HERE
RHB BANK BERHAD
D O W N L OA D
Report, Corporate Governance
Level 8, Tower One, RHB Centre, Jalan Tun Razak, 50400 Kuala Lumpur
Report and Sustainability Report
Email: sustainability@rhbgroup.com Note:
* We will exit our Hong Kong business, effective Q2 2020.
2 3
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 1: Key Highlights www.rhbgroup.com
Report 2019
What We Do
Scan the
QR code for
more details
on our core
businesses
REGIONAL PRESENCE
GROUP RETAIL BANKING GROUP SHARIAH BUSINESS
Singapore
Group Retail Banking (“GRB”) provides conventional and Shariah-compliant RHB Islamic Bank is the Group’s Islamic Banking arm, providing Shariah-compliant banking and financial services
through four business units, which are Retail Banking, Corporate & Investment Banking, Business & Transaction • Commercial Banking,
consumer banking solutions.
Banking and Islamic Treasury. It continues to be among the preferred financial institution for SMEs by meeting Capital Markets and
Our retail products and services include Wealth Management, ever-changing demands and adding value throughout the SME supply chain with our innovative financial supply Securities Services
Bancassurance, Mortgages, Auto Financing, ASB Financing, Personal chain products. • Asset Management
Financing, Credit Cards, Payments and Deposits, which are offered through • Established in 1961
our branches and our digital platforms.
Indonesia
Our Asset Management pillar manages a full set of investment services
• Capital Markets and
and offerings including management of unit trust funds, investment
For more details, go to pages 80 to 83 of our Integrated Report 2019. Securities Services
management advisory, private mandates, product development and
trustee services. • Asset Management
• Established in 1990
Thailand
GROUP INSURANCE
• Commercial Banking,
For more details, go to pages 61 to 66 of our Integrated Report 2019. Capital Markets and
RHB Insurance, a subsidiary of RHB Bank Berhad, provides general insurance for retail, SME, commercial
and corporate customers. It is the 12th-largest insurer in Malaysia with 3.9% market share and ranks among Securities Services
the Top 10 insurers for Fire. • Established in 1964
GROUP BUSINESS & Cambodia
TRANSACTION BANKING • Commercial Banking,
Capital Markets and
Group Business & Transaction Banking (“GBTB”) offers a wide range
Securities Services
of business solutions ranging from loans and financing, deposits, cash
management solutions, trade finance and services including supply chain • Established in 2008
financing solutions, FX, remittance and interbank business, among others. For more details, go to pages 84 to 85 of our Integrated Report 2019.
Lao PDR
Group Business Banking provides financing solutions to Small and • Commercial Banking
Medium Enterprises (“SMEs”) and family-owned enterprises, while Group Services
Transaction Banking caters to trade and cash management solutions for
SMEs and large corporates.
RHB SINGAPORE • Established in 2014
RHB Singapore has been in operation for over five decades and has demonstrated excellence in the financial Brunei
sector. As a key regional contributor to the Group, it continues to build upon its strengths in the mid-cap
• Commercial Banking
segment, aiming to be the catalyst bank for SMEs, advising on both business and personal financial needs.
Services
RHB Singapore’s core businesses are streamlined into seven pillars, namely Retail Banking, Commercial Banking,
• Established in 1965
RHB Banking Group is one of the For more details, go to pages 67 to 69 of our Integrated Report 2019.
Corporate and Investment Banking, Treasury, Capital Markets, Brokerage and Asset Management.
largest fully integrated financial Vietnam
• Representative Office
services groups in Malaysia. • Capital Markets and
The Group’s core businesses are GROUP WHOLESALE BANKING For more details, go to pages 86 to 88 of our Integrated Report 2019.
Securities Services
• Established in 2008
structured into business pillars, Group Wholesale Banking comprises three core business segments,
namely Group Investment Banking, Group Corporate Banking and Myanmar
namely Group Retail Banking, Group Group Treasury and Global Markets which was set up to provide
• Representative Office
Business & Transaction Banking,
comprehensive and coordinated services to our customers.
INTERNATIONAL BUSINESS • Established in 2014
Its solutions for business growth include Mergers and Acquisitions
Group Wholesale Banking, RHB (“M&A”) advisory, capital markets fund raising, financial structuring
RHB’s International Business comprises our overseas commercial banking portfolio other than Singapore. We
have a strong network of branches across Cambodia, Thailand, Lao PDR and Brunei offering products ranging Hong Kong*
Singapore, Group Shariah Business, and financing. Customer performance optimisation services include
cash management, trust and security, business solutions and cross-
from loans, deposits, trade finance and remittance for customers of all segments. We also maintain representative • Capital Markets and
offices in Vietnam and Myanmar that offer liaison and advisory services for Malaysian companies seeking to Securities Services
Group International Business and border transactions. Finally, its trading platform and research products
enable clients to make sound investment choices.
conduct business in these countries. • Established in 2004
Group Insurance.
* We will exit our Hong Kong business,
For more details, go to pages 70 to 79 of our Integrated Report 2019. For more details, go to pages 89 to 91 of our Integrated Report 2019.
effective Q2 2020.
4 5
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 1: Key Highlights www.rhbgroup.com
Report 2019
Where We Operate
OUR REGIONAL PRESENCE AND PERFORMANCE
KEY REGIONAL
PRESENCE MALAYSIA
SINGAPORE
Employees Total Income Employees Total Income
2019 12,638 2019 2019 718 2019
2018 12,719 2018 703
RM6,302.6 mil
14,345
SGD156.8 mil
Branches/ Offices Branches/ Offices
2018 2018
employees 2019 289 2019 9
2018 303 RM6,056.0 mil 2018 9 SGD145.5 mil
348
branches/
offices LAO PDR
Myanmar
INDONESIA CAMBODIA
Hong Kong THAILAND
Lao PDR Employees Total Employees Total Employees Total Employees Total
Thailand
2019 349 Income 2019 209 Income 2019 256 Income 2019 65 Income
Cambodia 2018 227 2018 234 2018 64
2018 364 2019 2019 2019 2019
Vietnam Branches/ Offices
IDR172.7 bil
Branches/ Offices
THB766.9 mil
Branches/ Offices
USD26.7 mil
Branches/ Offices
LAK39.6 bil
2019 16 2018 2019 12 2018 2019 13 2018 2019 3 2018
2018 16 IDR234.2 bil 2018 14 THB821.0 mil 2018 13 USD24.0 mil 2018 3 LAK36.1 bil
Malaysia Brunei
Indonesia Singapore
BRUNEI
HONG KONG
MYANMAR
VIETNAM
Employees Total Employees Total Employees Total
2019 27 Income 2019 22 Income 2019 61 Income
2018 26 2019 2018 1 2019 2018 87 2019
Scan the QR Representative
code for the BND3.8 mil VND11.6 bil HKD28.2 mil
Branches/ Offices Branches/ Offices Office Branches/ Offices
details on our
2019 1 2018 2019 2 2018 2019 2 2018
BRANCH
2018 1 BND3.7 mil 2018 1 VND5.9 bil 2018 4 HKD49.7 mil
NETWORK
* As of 31 December 2018, Vietnam * We will exit our Hong Kong business,
Securities Corporation is an associate effective Q2 2020.
of Investment Banking Group (49%).
6 7
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 1: Key Highlights www.rhbgroup.com
Report 2019
Our Investment Case
SUSTAINABILITY VISION: BUILDING A SUSTAINABLE FUTURE
PROFESSIONAL #3
Retained
Profit 25%
SUSTAINABLE & RESPONSIBLE BANKING
We are committed Corporate
1 2 3
• to maintaining a high Loans
Being your level of proficiency, Sustainable Customer Centric Digitalisation
competency and Financing Banking
trusted One RHB
reliability in all that
partner Demonstrate #3
we do. willingness to put KEY CAPITALS
the organisation’s
Islamic
• needs over personal Asset Financing
achievement by FC IC MC
Delivering simple, fostering teamwork,
RESPECT
fast and seamless empowerment and CONTRIBUTION TO SDGs
We are courteous, knowledge sharing.
experiences humble and we show #4
FUND
6%
N2
empathy to everyone OUR M&A
FIT22 IS ANCHORED ON 3 KEY STRATEGIC THEMES
through our actions
and interactions. Results-oriented
JOURNEY Personnel
Costs 36%
EMBEDDING GOOD PRACTICES
HOW WE CREATE SUSTAINABLE VALUE
Demonstrate
OUR MARKET POSITIONING IN 2019
commitment and
BRAND PROMISE drive in delivering 4 5 6 7
quality work output, #4
HOW WE SHARE VALUE
Ethics & People & Environmental Sustainable
and treat all matters ECM
INTEGRITY with urgency. Governance Workplace Stewardship Procurement
We are honest, INVEST
VALUES
ethical and we TO KEY CAPITALS
uphold a high WIN
standard of Customer First
#4 FC HC SRC NC
governance. Demonstrate DCM
unwavering
passion to engage
(MYR Bonds) CONTRIBUTION TO SDGs
and interact with
customers to
meet their needs,
and create great TRANSFORM
DYNAMIC experiences. THE #4
• ORGANISATION SME Financing ENRICHING & EMPOWERING COMMUNITIES
We are proactive, Taxation N1
15%
Providing responsive and 8 9
solutions that forward thinking. Our RHB
Culture Community Financial
help achieve Enrichment Education
Components
your goals form the
#5 Cash Dividends
KEY CAPITALS
Group’s DNA Retail Loans Paid to
Shareholders
18%
• HC SRC
Nurturing EXCELLENCE
We will continuously
future #5 CONTRIBUTION TO SDGs
achieve high standards
generations of performance and Retail
service deliverables. Deposits
N1
Excluding deferred tax
N2
Depreciation, Amortisation &
Written off
8 9
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 1: Key Highlights www.rhbgroup.com
Report 2019
Financial & Non-financial Highlights
Financial Highlights Non-financial Highlights
PILLAR ONE: Sustainable & Responsible Banking PILLAR TWO: Embedding Good Practices
2019
ESG Risk Management Platinum Award for Best Governed & Most Transparent Company by the
Pinnacle Group International’s Global Good Governance Award
Total Income (RM’million) 7,101 ESG Sensitive Sectors with ESG risk-related activities
ESG vulnerabilities have identified under Prohibited
Cost-to-Income Ratio 48.9% Diverse and inclusive leadership Improved Employee Engagement Score
been identified Credits
(women’s representation)
Profit Before Taxation (RM’million) 3,350 to 90%, higher than the Malaysian
Developed ESG Risk Developed 3 Industry- financial industry average (89%)
Net Profit Attributable to Equity Holders of the Bank (RM’million) 2,482 Assessment Tool for 27% of Directors on the Board
Specific ESG Risk
identified ESG Sensitive Assessments 26.9% of Senior Management
Sectors GHG emission*
50.2% of Management
GROSS LOANS, Total GHG emissions was
TOTAL DEPOSITS ADVANCES AND SHAREHOLDERS' COMMON EQUITY
Green Financing 13,688 tCO e
ASSETS FROM CUSTOMERS FINANCING EQUITY TIER 1 CAPITAL 2
Learning and development
Committed to extend RM5 billion by 2025,
(RM’MILLION) (RM’MILLION) (RM’MILLION) (RM’MILLION) RATIO GHG emission intensity per
Invested approximately RM43
to support green activities and transition to a employee has been reduced by
257,592 190,555 176,175 25,775 16.3% low-carbon and climate-resilient economy through
either lending, advisory and/or investment activities
million in learning and development 43% since 2016
programmes for employees
Extended RM2.8 billion to
Average training hours per More than 90% of suppliers based in
support green activities as at
31 December 2019 employee 72 hours Malaysia are local
Distribution of Value Added – 2019
Approved a total of PILLAR THREE: Enriching & Empowering Communities
VALUE ADDED (RM’MILLION) DISTRIBUTION OF VALUE ADDED RM246.21 million in loans for
renewable energy projects Total community investment (2017 to 2019) – RM9.5 million
Net Interest Income 3,610 Personnel Costs To employees 36%
Nurturing future Touching the lives of underprivileged
Total loans of Digital adoption and underserved community members
and financial access generations through
Income from Islamic Business 1,614
Taxation To the Government 15% RM5 billion provided quality education
to small and medium-sized Over the last four years through
(excluding 46.9% or 1.86 million
enterprises (“SMEs”) RHB customers are using 1,200+ students from RHB Touch Hearts
Non-interest Income 1,877 deferred taxes) underprivileged backgrounds
Internet Banking
benefitted from RHB X-Cel RM1.7 million raised by RHBians
Improved Customer Net 16.6% or 0.65 million Academic Excellence
Overheads excluding (1,091) Carried out 158 initiatives
Dividend To providers of 18% Promoter Score by 9 points RHB customers are using Programme since 2018
personnel costs, depreciation, capital RHB Mobile Banking app Benefitted more than 100,000 people
to +9 for RHB Group
amortisation & write-off (Malaysia) 10 students received
1st bank in the RHB X-Cel Star
1st
Depreciation, To reinvest in the 6% Malaysia Scholarship in 2019, Engaged over 22,000 students
Allowance for credit losses (279) Amortisation & Group to launch a with plans to increase
& impairment 4,425 branch staff Homeowners Post- to 15 per annum
through Money Ma$ter financial
literacy programme since 2018
Write-off received special soft skills
Purchase microsite
training to engage with
for move-in solutions
people with disabilities or Nurtured 66 young and emerging local artists by providing them with a platform to
Value added available for Retained Profit To reinvest in the 25% special needs
5,731 to showcase their artwork and creativity over the last 4 years through Art with Heart
distribution Group
Note:
* GHG emissions was for RHB Centre and RHB Complex in the Klang Valley, Malaysia.
ESG FTSE4Good Index Series* MSCI ESG Rating Disclaimer:
ACCOLADES
AND RATINGS
Retained as a constituent of the FTSE4Good Index Series: ‘AA’ Continued to demonstrate improvement across * FTSE Russell (the trading name of FTSE International Limited and Frank Russell Company) confirms that RHB Bank has been independently assessed according to the FTSE4Good criteria,
and has satisfied the requirements to become a constituent of the FTSE4Good Index Series. Created by the global index provider FTSE Russell, the FTSE4Good Index Series is designed
• FTSE4Good Bursa Malaysia Index ESG rating history:
as at
• FTSE4Good ASEAN5 Index • 2019: AA (Leader) • 2017: BBB (Average) to measure the performance of companies demonstrating strong Environmental, Social and Governance (ESG) practices. The FTSE4Good indices are used by a wide variety of market
Sept 2019
• FTSE4Good Emerging Index • 2018: A (Average) participants to create and assess responsible investment funds and other products.
10 11
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 2: Sustainability at RHB www.rhbgroup.com
Report 2019
Joint Leadership Message
Dear Valued A Robust Sustainability Framework
We made great strides in our sustainability journey since 2018
by addressing the needs and expectations of all our stakeholders,
Sustainable and Responsible Banking
RHB is guided by a clear roadmap in promoting sustainable and responsible
financing by ensuring that our risk management processes integrate
Building a S
On ESG:
“We want to integrate ESG matters into
Stakeholders, including our shareholders, customers, business partners, employees,
and the communities within which we operate. We remain committed
in supporting the United Nations Sustainable Development Goals
and believe that our Group Sustainability Framework (“Sustainability
Environmental, Social and Governance considerations that are aligned
with leading market practices. By integrating sustainability into our
business strategy and operations, we can better contribute to sustainable
development and facilitate the country’s transition towards a low carbon
our business strategy and decision-making,
but do so by taking practical steps to
progressively get there.”
Financial institutions play a central and crucial role in contributing Framework”) will contribute towards the achievement of our goals and climate resilient economy. In this regard, we have committed a total of In 2019, we invested more than RM40 million towards learning and
towards a country’s economic development and the well-being of and aspirations as a sustainable Bank. RM5 billion towards supporting green activities through lending, advisory development programmes, which included the RHB Leadership Signature
society. In the past few years we have seen more organisations and/or investment by 2025. Programme for our young talents in collaboration with Melbourne Business
coming under close scrutiny on matters that affect the environment Our sustainability journey is guided by our Sustainability Framework, On Climate Change:
School. We trained more than 400 RHBians to be Digital Leaders to upskill
and on governance issues. Financial institutions are far from immune which comprises three thematic pillars namely, Sustainable and As a regional financial services provider, our role within the community “Climate
and change
future-proof has a significant
our workforce, thus ensuring ourimpact
continued agility to
to this scrutiny. Winning the trust and confidence of our customers, Responsible Banking, Embedding Good Practices and Enriching goes beyond simply advocating green financing and investment. Social deliver on the Group’s FIT22 strategic aspirations.
and that of our key stakeholders, through business practices that on our future generations and the economy.
and Empowering Communities, which are further supported by development remains just as important to ensure the socio-economic
have positive social impact will go a long way towards creating our identified material matters. This Framework guides the Group well-being of our communities. For this, we ensure that the products and A We wantEmployee
compelling to playValue
our part and (“EVP”)
Proposition contribute
provides us with the
greater shareholder value and building a firmer foundation for the in embedding sustainability practices throughout our business and services that we offer, from lending, deposits and transactions, benefit fromtoaattract
ability business point
and retain topof viewwithin
talents in supporting
the Group and sets us
Group. apart from our competitor. Through the five EVP pillars – RHB Cares,
internal operations, and determines our response to the evolving our targeted customer segments while ensuring that it efficiently reaches
the transition to a low carbon and climate
sustainability landscape within our business environment. the underserved segments of our society. We achieve this by supporting RHB Leads, RHB Inspires, RHB Progresses and RHB Rewards, we aim to
With this in mind, we proudly present to you RHB Banking Group’s financial inclusion initiatives through our wide branch network and our resilient
build a highly economy.”
productive, agile and engaged workforce as well as create a
(“RHB” or “Group”) 2019 Sustainability Report, which outlines our comprehensive digital channels. positive and conducive environment for RHBians to excel in. As a result,
sustainability journey and demonstrates our progress to create better our Employment Engagement Survey (“EES”) score improved by 6 points to
value while positively impacting the lives of everyone around us. Small and Medium Enterprises (“SMEs”), which play a pivotal role in
Malaysia’s economic development is one of our key focus segments. We
On Talent Management:
90 points, placing RHB as one of the highest ranked organisations within
the financial services industry in Malaysia.
have developed an integrated and holistic digital SME Ecosystem that “The key thing is to have an employee
empowers more than 100,000 SMEs nationwide by improving access to value proposition
Enriching and Empoweringthat is compelling and
Communities
financing. Our end-to-end digital platform also increases SMEs' efficiency, As a regional financial services group, we believe that progress is for
while simultaneously reducing cost of operations, allowing business owners
meaningful to employees. It’s about ensuring
everyone and that our achievements today would not have been possible
to focus on what matters most – growing their business. that we
without the take
supportcare
of allofour
ourkeyemployees'
stakeholders, well-
which includes the
being holistically; beyond financial rewards
communities within which we operate.
Our Islamic banking arm is aligned with the principles of Value-Based
and recognitions.”
Intermediation (“VBI”) which prioritises the well-being of Ummah (people We nurture future generations by promoting quality education and
and society). Within this, we positioned ourselves as a digital social capital improve access to better education through the RHB X-Cel Academic
enabler where we empower and enable our customers and members of Excellence programme (“RHB X-Cel”) that was launched in 2018. This
the community to support credible recipients for a common cause, such as
charitable homes, mosques, other places of worship and other institutions,
On Community Engagement:
provides the means for potential high achievers within the B40 segment
(defined as households with a median monthly income of RM3,000 or
via cashless payment systems namely SyuQR (e-Sadaqah). “Our
less) community
as well engagement
as other underprivileged programmes
students to succeed in life and
demonstrate
realise our RHB
their ambitions. continued
X-Cel hascommitment
since benefitted more than
Embedding Good Practices to enriching
1,200 students. Inand
2019,elevating
10 studentsthe lives
were of the
awarded the RHB X-Cel
For us to play a holistic role as a responsible corporate citizen, we must Star Scholarship to pursue their tertiary education. This programme will
strike a balance between managing the welfare of the community and that
communities within which we operate.
further expand to 15 students annually from the B40 segment, with a
of our employees. Our employees play a significant role in the growth of the Our
total key focus
allocation ismillion.
of RM4 on nurturing children and
Group as we continue to invest in a structured learning and development youth by providing them with appropriate
programme to enable them to fulfil their professional goals. We create As a leading financial services provider, it is incumbent upon us to
diverse teams and build leadership capabilities to ensure that we remain
tools and resources that will harness their
promote financial literacy and increase financial knowledge among
competitive and deliver superior value to our stakeholders. full
the potential
general andOne
population. develop themin into
key initiative holistic
empowering children and
individuals,
youth enabling
is our structured and them to contribute
interactive Money Ma$ter programme,
which has seen over 22,000 student participations from 120 schools
towards the country’s socio-economic
across Malaysia since 2018. Our surveys show an increasing number of
development
participants in the
have found future.”to be beneficial and have started
this initiative
AZLAN ZAINOL KHAIRUL RAMLI
AZLAN ZAINOL DATO’ KHAIRUSSALEH RAMLI putting away pocket money into savings accounts.
Chairman Group Managing Director, RHB Bank Berhad
Chairman Group Managing Director
RHB Bank Berhad Chairman, RHB Foundation
12 13
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 2: Sustainability at RHB www.rhbgroup.com
Report 2019
Joint Leadership Message
Dear Valued A Robust Sustainability Framework
We made great strides in our sustainability journey since 2018
Sustainable and Responsible Banking In 2019, we invested more than RM40 million towards learning and
development programmes, which included the RHB Leadership Signature
Stakeholders, including our shareholders, customers, business partners, employees,
and believe that our Group Sustainability Framework (“Sustainability
Melbourne Business School. We trained more than 400 RHBians to be
Digital Leaders to upskill and future-proof our workforce, thus ensuring the Group look forward to this opportunity to enrich and touch the lives of
those in need. The programme has thus far impacted more than 100,000
lives and raised more than RM1.7 million which had been channeled
Framework”) will contribute towards the achievement of our goals
towards a country’s economic development and the well-being of
and/or investment by 2025. In closing, we have achieved good progress in embedding sustainable
Our sustainability journey is guided by our Sustainability Framework, RHB Leads, RHB Inspires, RHB Progresses and RHB Rewards, we aim to
Sustainable and past year. However, we are cognisant that sustainability is a journey and
which are further supported by development remains just as important to ensure the socio-economic our Employment Engagement Survey (“EES”) score improved by 6 points to
Group. as well as other stakeholders for standing by us as we move forward in
sustainability landscape within our business environment. our sustainability journey. We would also like to record our most sincere
With this in mind, we proudly present to you RHB Banking Group’s
(“RHB” or “Group”) 2019 Sustainability Report, which outlines our comprehensive digital channels. everyone and that our achievements today would not have been possible
without the support of all our key stakeholders, which includes the
Small and Medium Enterprises (“SMEs”), which play a pivotal role in
Malaysia’s economic development is one of our key focus segments. We
Last but not least, we wish to thank all RHBians for their hard work in
Excellence programme (“RHB X-Cel”) that was launched in 2018. This impact to those around us and created sustainable value for all our
stakeholders.
less) as well as other underprivileged students to succeed in life and
Our Islamic banking arm is aligned with the principles of Value-Based
1,200 students. In 2019, 10 students were awarded the RHB X-Cel
enabler where we empower and enable our customers and members of further expand to 15 students annually from the B40 segment, with a
the community to support credible recipients for a common cause, such as
via cashless payment systems namely SyuQR (e-Sadaqah). AZLAN ZAINOL KHAIRUL RAMLI
Chairman Group Managing Director, RHB Bank Berhad
RHB Bank Berhad
strike a balance between managing the welfare of the community and that
across Malaysia since 2018. Our surveys show an increasing number of
AZLAN ZAINOL KHAIRUL RAMLI
AZLAN ZAINOL DATO’ KHAIRUSSALEH RAMLI
Chairman Group Managing Director, RHB Bank Berhad
Chairman Group Managing Director
RHB Bank Berhad
12 13
SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 2: Sustainability at RHB www.rhbgroup.com
Report 2019
Our Approach to Sustainability
Scan the
QR code to read
and download
Our Approach
- RHB Sustainability Framework
to Sustainability
RHB embarked on its sustainability journey in Q4 2018 when the Group identified its sustainability material matters and defined its commitments. The Group Sustainability Framework is a cumulative effort that outlines how RHB can better respond to changing stakeholder concerns, consider
2019 was a year of discovery for the Group, to better understand sustainability and how to progress forward, together. the wider context of market conditions and measure value or impact. It is intended to be a “live document” and will continuously be reviewed
based on stakeholder expectations and RHB Group’s sustainability journey in relation to the core businesses’ and internal operations’ footprints.
Sustainability Pillars and Focus Areas
There are three thematic pillars in our Sustainability Framework – Sustainable & Responsible Aligment & Contribution
Banking, Embedding Good Practices and Enriching & Empowering Communities. Within each SUSTAINABLE & RESPONSIBLE BANKING
Key Capitals :
pillar, we have identified key focus areas that are important to our business and operations as Financial, Intellectual and Manufactured The parameters:
well as to our stakeholders. • Carry out our role as a financial services provider by integrating ESG factors and risks into our business strategies and decision-making processes,
Value to Stakeholder(s) – as well as lending, advisory and investment activities
Shareholders & Investors, Customers, • Identify opportunities that will leave a positive impact and contribute to sustainable development
Business Partners and Regulators &
Focus Areas • Provide products and services that promote positive impacts and minimise negative impacts on the environment and society
Policymakers
Primary SDGs: Focus Area Description
Sustainable Integrating ESG considerations into RHB’s core business activities (lending, investment and advisory) and decision-making to manage
Financing ESG risks associated with products and services, as well as contributing positively towards sustainable development.
Customer Centric Focusing on customer-centricity through better customer experience, and treating customers fairly.
• Sustainable Financing
Banking
• Customer Centric Banking
Digitalisation Comprises a robust digital adoption and innovation plan, which will enhance our services and operational excellence, strengthen our
• Digitalisation presence, deepen relationships with customers and expand our reach to the underserved.
Sustainable & Aligment & Contribution EMBEDDING GOOD PRACTICES
Responsible The parameters:
Key Capitals :
Banking Financial, Human, Social & Relationship • Foster sustainable practices and responsible behaviour across the Group
and Natural • Integrate responsible values and ESG considerations into the core of the Group’s vision, values, strategy and goals, policies, existing business tools and
processes, product design and operations
• Ethics & Value to Stakeholder(s) – • Nurture a sustainable culture through awareness-building, learning and development and on-ground initiatives
Governance Employees, Business Partners and
Regulators & Policymakers
Building a • People &
Workplace Primary SDGs:
Focus Area Description
Sustainable • Environmental Ethics & Developing new policies, guidelines or statements and enhancing existing ones that incorporate ESG issues. Communicating RHB’s
Embedding
Future Good
Stewardship
Governance
People & Workplace
efforts to integrate sustainability through engagement with various stakeholders and improved sustainability reporting disclosure.
Instilling responsible behaviour through improving awareness and capability building on sustainability issues.
• Sustainable
Practices Procurement
Environmental Establishing RHB’s environmental footprint to improve monitoring and reporting while promoting resource management and green
Stewardship practices.
Sustainable Promoting responsible and good sustainable procurement practices for suppliers and vendors.
Procurement
Enriching & Aligment & Contribution
ENRICHING & EMPOWERING COMMUNITIES
Empowering • Community Enrichment Key Capitals
Human and Social & Relationship
The parameters:
• Carry out meaningful, diverse and inclusive initiatives that deliver benefits and produce positive social impact for communities
Communities • Financial Education • Enrich the lives of the underserved and the underprivileged, focusing on children and youth
Value to Stakeholder(s) –
• Promote the spirit of volunteerism, thereby instilling positive values among employees and society as a whole
Communities, Customers, Employees and
Regulators & Policymakers • Elevate the levels of financial literacy and promote responsible financial behaviour and healthy attitudes towards financial management
Primary SDGs:
Focus Area Description
Community Driven by RHB’s corporate responsibility pillars and RHB Foundation’s pillars—Nurturing Future Generations, Community Well-Being
Note: Enrichment and Health & Well-Being.
* As guided by our Sustainability Principles, RHB Banking Group will align and integrate VBI components across the
Financial Education Supporting the community through financial education programmes curated for RHB’s retail and SME customers as well as children
Group’s Sustainability Framework.
and youth.
To learn more about the SDGs and how our Sustainability Framework aligns to them, please refer to page 94.
14 15SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 2: Sustainability at RHB www.rhbgroup.com
Report 2019
Our Approach to Sustainability
- RHB Sustainability Framework
Sustainability Governance Sustainability Principles
The Board of Directors (“the Board”) of RHB Bank Berhad has the ultimate responsibility for oversight on sustainability. The Board oversees the The Group’s Sustainability Principles outline our commitment towards sustainable practices, our integration of environment, social and governance
Group’s sustainability journey and its execution, ensuring accountability and transparency of its ethical and social responsibility footprints. The (“ESG”) considerations into decision-making processes, our contribution to sustainable development and our Islamic banking business’ journey towards
Board discusses and receives updates on material issues, developments and progress reports on sustainability at least once every six months. being a value-based intermediation (“VBI”) bank. These principles set out the conduct and practices expected of RHB Banking Group, its employees and
For more information on the roles and responsibilities of the Board, including on sustainability / ESG integration, please refer to RHB Bank Berhad’s key stakeholders in embedding sustainability as part of our business and operations.
Board Charter.
PRINCIPLE 1 PRINCIPLE 6
At the Senior Management level, the Group Managing Committee (“GMC”), led by the Group Managing Director (“GMD”), has delegated authority from
the Board on decision-making and implementation regarding embedding ESG considerations within the Group’s business and operations, in line with the Align and Integrate Employees and Workplace
Group’s corporate strategy. Align and integrate sustainability/ESG and VBI components as part Build a dynamic, diverse, inclusive and safe workplace for employees
of our business strategy and decision-making process, enabling us as well as promote good sustainability/ESG practices as part of the
In driving the Group’s Sustainability Focus Areas, a network of Sustainability Sponsors and Champions comprising members of Senior Management has been to minimise harm and negative impacts as well as create and deliver Group’s culture.
identified to lead and embed sustainability in their respective business and functional areas. value for our shareholders, customers, employees and all other
stakeholders.
The Group’s Sustainability Management unit (“SM”) reports to the Group Chief Communications Officer as the champion for RHB Banking Group’s
Sustainability Framework. The SM unit provides strategic support and collaborates with Sustainability Sponsors, Sustainability Champions and others across
the Group to implement sustainability initiatives. The SM unit’s roles and responsibilities include promoting awareness among the Group’s employees on PRINCIPLE 2 PRINCIPLE 7
the Group’s sustainability initiatives.
Ethics and Integrity Suppliers and Vendors
Sustainability Governance Structure Maintain the highest level of governance and ethical practices in Operate in a sustainable manner through our procurement practices
conducting our business and operations. and make active decisions on how we procure and who from. To
this end, we seek to collaboratively promote better sustainable/ESG
Roles & Responsibilities practices among our suppliers and service providers.
Board of • Ensures alignment and integration of sustainability/ESG components into the Group’s strategy
Directors • Oversight on the progress of the Group’s sustainability journey and execution PRINCIPLE 3 PRINCIPLE 8
• The GMC possesses delegated authority on decision-making and implementation from the Board Stakeholder Engagement Environment
GMC • The GMD chairs the GMC as it supplements the Board’s efforts by providing direct initiatives to promote Have continuous and meaningful engagement with all our Exercise due care and diligence where possible in managing the
Chaired by GMD sustainability and incorporate ESG considerations in the Group stakeholders to better understand their evolving expectations and Group’s direct and indirect environmental impacts as well as promote
concerns and to put in place a mechanism to respond to their needs environmental awareness and advocacy among our network of
appropriately and effectively. stakeholders.
• Provides strategic support in developing and executing RHB’s sustainability vision, pillars and sustainability
materiality matters
Sustainability • Serves as the “go-to“ team on sustainability matters as well as monitors emerging sustainability trends
Management PRINCIPLE 4 PRINCIPLE 9
• Formulates, coordinates and communicates on sustainability initiatives to publicise the Group’s sustainability
efforts and promote awareness of initiatives, both internally and externally
Customers and Clients Community
Have an understanding of our customers and clients and of their Enrich and empower the community within which we operate with a
• Comprise identified Sustainability Champions from respective Focus Areas evolving needs and risk profiles in order to build trust, enabling them focus towards nurturing future generations.
Sustainability Champions • Responsible for providing input and implementing initiatives for respective Focus Areas and material matters to make better financial choices and achieve shared prosperity.
• Drive performance through target setting and measurement of KPIs
• Engage internal and external stakeholders as well as compile information for the Sustainability Report
PRINCIPLE 5 PRINCIPLE 10
• Primary owners of sustainability initiatives and their implementation on the ground
Strategic Business Groups (SBGs) / Sustainable Financing Disclosure and Transparency
• Determine and track performance metrics and targets, as well as review the effectiveness of relevant policies
Strategic Functional Groups (SFGs) Embed sustainability/ESG factors into the core delivery of the Group’s Keep our shareholders, customers, employees and all our stakeholders
based on their materiality and initiatives undertaken
financial services, balancing profitability with financial inclusion and informed on the development and impacts (positive and negative)
contributing towards sustainable development. of the Group’s sustainability/ESG initiatives and contributions to
sustainable development.
16 17SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 2: Sustainability at RHB www.rhbgroup.com
Report 2019
Assessing Our Material Matters
Some of the key global and local considerations and developments
Material Matters Mapping and Boundary
included:
• Stronger calls to action to increase efforts in achieving the UN
Subject of Impact & Involvement
SDGs
Material matters are economic, • Scaled efforts within ASEAN for sustainable finance and
GRI Standards Topic / Boundary RHB
Material Matters GRI G4 Financial Sector Disclosure (FS) Involvement
environmental, social and governance responsible investment driven by regulators in the ASEAN market
issues that are important to us and our • Greater attention on data privacy and cybersecurity as trust is key Pillar 1: Sustainable & Responsible Banking
and underpins the financial sector
stakeholders, and that impact our ability • Growing concern over climate change driven by stakeholders Sustainable Financing FS: Product Portfolio External Direct
to create long-term value. Identifying including regulators (e.g. Bank Negara Malaysia) and investors FS: Local Communities
• Empowering of financial freedom in Malaysia through the launch
our material matters is key to narrowing of the National Strategy for Financial Literacy 2019-2023
Financial Inclusion & Education* Indirect Economic Impact External Direct
FS: Local Communities
down and understanding the ESG issues FS: Product Responsibility
that we need to respond to, manage and When reviewing these matters, we also considered whether the issues Customer Relationship Management# - External Direct
were aligned with RHB’s Brand Promise, FIT22 strategic objectives,
report on.” Sustainability Framework and geographical footprint, including the
Fair Treatment of Financial Consumers Market Labelling External Direct
FS: Product & Service Labelling
degree to which we had control over or could effect change. Digitalisation and Investment in Technology*# - Internal and External Direct and Indirect
In 2018, we conducted a robust materiality assessment that later led Based on the above, we re-articulated and further enhanced our
existing material matters as follows: Pillar 2: Embedding Good Practices
to the identification, prioritisation and validation of a list of 17 material
matters. This assessment leveraged on sources such as internal • Responsible Finance was renamed as to Sustainable Financing
Good Business Governance Anti-Corruption Internal Direct
perspectives and stakeholder feedback, Bursa Malaysia’s sustainability to align it to the Group’s Sustainability Framework and to better
Risk Management*# - Internal Direct
themes, GRI Standards topics, the Sustainability Accounting Standards reflect our efforts towards embedding ESG considerations into
Board (“SASB”) Materiality Map for financials and media analysis. decision-making and core activities Dynamic Regulatory Landscape*# - Internal Direct
• Financial Inclusion was renamed as Financial Inclusion & Data Protection & Cybersecurity Customer Privacy Internal and External Direct
Insights were later shared and fine-tuned in a materiality assessment Education Talent Management Employment Internal Direct
workshop comprising representatives from across the Group, • Fair Dealing was renamed as Fair Treatment of Financial Employee Training & Education Training & Education Internal Direct
who helped to prioritise issues that were most impactful to the Group Consumers in line with Bank Negara Malaysia’s newly introduced Employee Health & Safety Occupational Health & Safety Internal Direct
and its stakeholders. These matters were then assessed, further Fair Treatment of Financial Consumer Policy Diversity & Equal Opportunity Employment Diversity & Equal Opportunity Internal Direct
• Risk Management was categorised as a separate material Environmental Stewardship Energy Internal and External Direct
prioritised and validated through interviews with Group Senior
matter where previously it was captured under Good Business Water
Management and subsequently approved by the Group Management
Climate Change* Emissions Internal and External Direct
Committee and Board of Directors*. Governance
Sustainable Procurement Procurement Practices Internal and External Direct and Indirect
• Dynamic Regulatory Landscape was newly included to reflect
Review of Material Matters our crucial need to be able to swiftly respond to the changing
In 2019, the 17 material matters were reviewed taking into account regulatory landscape, enabling us to continue to operate, evolve
internal and external factors such as changing global and local trends and remain competitive Pillar 3: Enriching & Empowering Communities
or issues within the markets we operate in, emerging regulatory • Sustainable Supply Chain was renamed as Sustainable
developments and higher expectations from stakeholders. Procurement to realign it to the Group’s Sustainability Framework Nurturing Future Generations Indirect Economic Impacts Internal and External Direct
• Emission Management was enhanced in scope and renamed Local Communities
as Climate Change, reflecting the growing expectations from
stakeholders on this topic Cutting Across All Pillars
This culminated in the adoption of a more comprehensive and updated Financial Performance Economic Performance Internal and External Direct
list of 19 materiality matters mapped against our Sustainability Pillars Indirect Economic Impact Indirect Economic Impacts External Indirect
under our Sustainability Framework. We have further described why
they are important to us and what our responses are in mitigating or
Notes:
managing their effects, as well as the mapping and boundaries of each *
Material matters that cut across more than one Sustainability Pillar.
material matter against the GRI Standards in the following pages. #
No GRI topic-specific disclosure, but management approach and/or non-GRI disclosure available - refer GRI Content Index
Note:
* For more information on our 2018 materiality assessment, material matters and materiality matrix, please refer to our Sustainability Report 2018.
18 19SUSTAINABILITY
REPORT ABOUT THIS REPORT KEY HIGHLIGHTS SUSTAINABILITY AT RHB OUR SUSTAINABILITY PILLARS APPENDICES
RHB BANK BERHAD 2019
Sustainability
Section 2: Sustainability at RHB www.rhbgroup.com
Report 2019
Assessing Our Material Matters
The Group’s material matters are discussed below and the discussion describes why they are important to us, as well as what our responses are to
mitigate or manage their effects.
MATERIAL MATTER WHAT IT MEANS TO RHB RELEVANT STAKEHOLDER GROUPS RHB’S RESPONSE TO THE MATTER
We are integrating ESG considerations into our lending, advisory and investment decision- • Shareholders & Investors • Regulators & Policymakers • IR: Engaging with Stakeholders
Sustainable Financing making in order to manage and minimise negative impacts as well as promote sustainable • Customers • Financial Industry Peers • IR: Risks & Opportunities
(previously Responsible Finance) • SR: Sustainable Financing
development to create a positive impact through identified opportunities. • Business Partners
We provide customers access to suitable, affordable and quality financial products and • Shareholders & Investors • Regulators & Policymakers • IR: Our Value Creating Business Model
Financial Inclusion & Education services that satisfy their needs and requirements. This includes promoting financial literacy • Customers • Financial Industry Peers • SR: Sustainable Financing
(previously Financial Inclusion) • SR: Financial Education
among members of communities in underserved areas as well as the younger generation. • Business Partners • Communities
We are committed to delivering service excellence to our customers in line with our Customer
Service Charter and strive to gain the trust and confidence of our customers, ultimately • Customers • Regulators & Policymakers
Customer Relationship helping them to achieve their goals. We offer innovative financial solutions and unique • Business Partners
• IR: Engaging with Stakeholders
Management customer experiences by focusing on digital innovations, allowing us to provide simple, fast • Employees
• SR: Customer Centric Banking
and seamless experiences.
We have put in place a robust digital infrastructure, stringent controls and governance policies • Customers • Regulators & Policymakers
Data Protection to protect customers’ data privacy while continuously enhancing our cybersecurity capabilities • Business Partners • Financial Industry Peers
• IR: Engaging with Stakeholders
& Cybersecurity to ensure a safe and secure environment for transactions and dealings. • Employees
• SR: Ethics & Governance
Fair Treatment of We are committed to the fair treatment of our customers in the conduct of our business,
• Customers • Employees • IR: Engaging with Stakeholders
Financial Consumers as well as access to accurate and adequate information on the products and services they
• Business Partners • Regulators & Policymakers • SR: Customer Centric Banking
(previously Fair Dealing) receive.
Our digital transformation journey aims to deliver convenience and create value for our
• Shareholders & Investors • Business Partners • IR: Group Managing Director’s Statement
Digitalisation and customers. We identify opportunities and mitigate risks by investing in technology and
• IR: Our Value Creating Business Model
• Customers • Employees
Investment in Technology channel improvements and delivering innovative products and services, while encouraging • SR: Digitalisation
digital consumption among customers.
The Group is committed to ensuring responsible behaviour and practices, both in the
• Business Partners
Good Business workplace and marketplace. We adopt transparency through disclosures on our approach
• Employees • SR: Ethics & Governance
Governance to sustainability, how we manage such sustainability risks that arise from our business and
• Regulators & Policymakers
operations and the sustainability-related opportunities that we support.
Effective risk management is fundamental in driving sustainable growth and key to the
proactive risk management of our operating environment. The Group Risk Management • Business Partners • IR: Risks & Opportunities
Risk Management Framework sets out the strategic direction for the management of risks within the Group • Employees • IR: Statement on Risk Management and Internal Control
and sets out our aspirations of achieving our long-term objectives for the development of risk • Regulators & Policymakers • SR: Sustainable Financing
management capabilities and infrastructure.
It is essential for us to be able to respond swiftly and effectively to new developments
• Shareholders & Investors • Employees
Dynamic Regulatory in the market and the changing regulatory landscape. As a financial services provider, we
• Customers • Regulators & Policymakers
• IR: Group Managing Director’s Statement
Landscape consistently look at ways to strengthen our resilience in the face of increasing competition
• Business Partners
• IR: Regional Market Landscape
and to better combat new threats.
20 21You can also read
