Page 86 - Bank-Muamalat_Annual-Report-2023

BANK MUAMALAT MALAYSIA BERHAD

STAKEHOLDER
ENGAGEMENT

Why we engage How we engage Stakeholders’ expectations Our responses Related material matters Related UN SDGs
• Ensure the Bank stays updated • Online communications: • Compliance with all legal and regulatory • Continuously update our systems and
M1 Ethics & Integrity
on changes and developments Emails, corporate website, requirements processes to meet current compliance and
that affect the sector, maintains and social media • Good corporate governance risk requirements M2 Economic Performance
operational efficiency, and • Formal and informal • Transparent reporting and disclosures • Ensure compliance delivery, risk management, Energy consumption and
complies with legal and engagements • Participation and contribution to industry and and governance that meet regulatory M6
Regulatory environmental impact
Agencies & regulatory requirements • e-Procurement system regulatory working groups requirements M13 Responsible financing
Statutory • Collaborate and participate in • Integrate VBI elements into risk management
Bodies policy formulation and national practices
development initiatives that • Ensure timely and transparent reporting to
have a positive impact on the regulatory agencies and statutory bodies
overall economy • Actively participate in VBI working groups to
develop a sectoral guide
• Active participation in:
- CCPT working groups to adopt Due
Diligence Questions;
- CCPT Subgroup for Small Medium
Enterprises (SMEs), leading the
development of sectoral guides tailored
for high-emitting carbon sectors within the
SME sector

• Positively impact our • Community engagement • Financial and VBI literacy awareness. • Collaborate with various state religious Energy consumption and
M6
communities through access activities • Efforts in tackling common economic, councils and government agencies to address environmental impact
to financing, service offerings, • Online communications: environmental, and social issues the needs of the local communities M7 Community Development
social initiatives, and community Emails, corporate website, • Feasible and convenient access to advisory on • Provide access to advisory on suitable
programmes and social media suitable financial solutions financial solutions through digital channels
Local • To stay connected to • Digital touchpoints: Mobile • Efforts in building a resilient and thriving • Extend financial relief assistance
community developments and trends applications, Internet community • Continuously implement corporate social
related to our operations to banking, and SMS blasts responsibility initiatives
enhance our relevance in the • Printed materials
communities we serve

• To ensure clear communication • Internal portal and emails • Fair remuneration, recognition, and effective • Enhance task delegation and improve M1 Ethics & Integrity
of the Bank’s vision for effective • Employee dialogue performance management employee performance management
execution and delivery of sessions with Chief • Balanced work-life environment • Provide employee remuneration M9 Diversity and equal opportunity
strategies Executive Officer • Opportunities for career development and • Strengthen employee learning and career
• To address their concerns • Annual engagement survey advancement development programmes to equip them with M10 Training and education
and keep them engaged and • Social and recreational • An empowering environment that embraces essential skills for them to be competitive with
Employees M11 Employment
motivated activities diversity and enables employees to deliver other peers in the industry
• Employee engagement quality work output • Conduct employee engagement and
events and programmes • A safe, healthy, and conducive workplace employee satisfaction surveys
• Roadshows supported by flexible work practices • Develop a career development plan
framework and apprenticeship programme

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