sustainability
report 2013/2014
overview
•
2 Who We Are
•
4 Chairman’s Statement
•
6 CEO’s Statement
•
10 Awards and Recognition
•
12 Corporate Structure
•
13 Financial Highlights
•
14 Shaping a Sustainable Future
•
15 Stakeholders Engagement
•
16 Corporate Governance
becoming an
operator of
choice
•
20 Best Network
•
22 Delivering an Unmatched
Customer Experience
•
26 Making a Difference
to the Community
•
31 Good Practices in Procurement
creating a great
place to work
•
34 Culture Change and
New Way of Working
•
39 Training and Development
•
42 Ensuring Health and Safety
•
44 Benefits and Rights
Advocating
Environmentally
Friendly Practices
•
48 Advocating Environmentally
Friendly Practices
49GRI Content Index
59MATERIALITY ANALYSIS
60 aBOUT THE REPORT
who we are
We are the leading communications service provider in Malaysia, enabling
both individuals and businesses to connect and communicate anytime and
anywhere. We are passionate about what we do, and we are obsessed with
providing an unmatched experience to our customers.
Our customers enjoy a superior internet experience, make voice calls and
text, and use an ever expanding universe of connected applications on the
most advanced cellular network, encompassing 3G and 4G LTE technologies.
Our passion drives us to innovate and market services that are worry-free
for our customers, so they can stay focused on the pursuit of their goals.
For our enterprise customers, our integrated solutions are a compelling
proposition which enables them to enhance their business goals.
Our people are our competitive advantage. We prepare for the future today by
developing the skills and talent of all employees, making Maxis a great place
to work for great people. Underpinning this is the Maxis Way, our approach to
work that champions passion, positivity, and collaboration.
Beyond connecting people with our services, we are passionate about
making a positive impact on the community in which we operate.
Our Corporate Responsibility efforts aim to develop and enrich our
community, customer and partners, creating a fun place to work and
advocating environmentally friendly practices.
chairman’s statement
chairman’s statement
The world has changed a great deal
in the 20 years since we started
operations, with sustainability and
its impact on businesses becoming
increasingly important to you, our
stakeholders. Responsible and ethical
business practices are central to
ensuring the sustainability of any
business. Just as risk management
needs to be inculcated into our business
decision, each employee must also
learn to make the right and responsible
choices and to identify opportunities for
Maxis to make a positive contribution.
At Maxis, our commitment towards
responsible practices are embedded
into our CR strategy: developing and
enriching lives, creating a great place
to work and advocating environmentally
friendly practices. This is underpinned
by our commitment to uphold the
highest standards of governance as
outlined in the Malaysian Code of
Corporate Governance.
With the extensive reach of our
technology and services, we are
conscious of our responsibility
towards you and making a positive
impact on society, especially within
the communities in which we operate.
This commitment and our aspirations
necessitate us to ensure that we stay
relevant to you while enriching
your lives.
Just as risk management needs to be
inculcated into our business decision,
each employee must also learn to make
the right and responsible choices and to
identify opportunities for Maxis to make
a positive contribution.
4
SUSTAINABILITY REPORT 2013/2014
At Maxis, we’re working together to
make a difference, and in 2014 we
took a strategic decision to refocus
our business and embark on a
transformation journey to revitalise
the Company. We aim to become
an organisation that is admired for
excellence. The transformation journey
focuses on four core areas; delivering
unmatched customer experience,
developing the best network, creating a
place for high-performers and making it
a fun place to work for our employees.
As a brand that connects 13 million
customers, Maxis is extremely well
positioned to deliver connectivity
and innovative services that can be
enormously empowering and bring a
positive impact on peoples’ well-being.
We can see how technology is making
a significant difference to people’s lives
and how our products enable people
to work smarter, more flexibly and
remotely. We also support businesses
to optimize their operations, thus
enhancing productivity
and effectiveness.
Our worry-free propositions, business
solutions for the government, enterprise
and SMEs offer significant potential
to help individuals and organisations
work and operate more efficiently and
sustainably. We are also harnessing
technology to bring underserved areas
of the country into the mainstream
economy in much faster ways. That is
why supporting the national agenda to
provide connectivity for communities in
remote and underserved areas of the
country is very close to our hearts.
In addition to this, we are also actively
involved in initiatives by the Malaysian
Communication and Multimedia
Commission (MCMC) to promote the
widespread availability and usage of
communication and multimedia services
in underserved areas for underserved
groups. Under these programmes, we
have continued to build and operate
Pusat Internet 1Malaysia (PI1M)
and Kampung Tanpa Wayar (KTW).
Currently, we have 68 PI1Ms of which
39 are still under construction. For KTW,
we have 550 KTWs of which 280 are
still under construction.
On the environmental front, we
recognise that achieving the
sustainability of our planet is one of the
defining challenges of the 21st Century.
We realise that we need to play a
bigger role in adopting and advocating
environmentally-friendly practices, and
that we have the potential to do so.
For now, our Technology division takes
the lead in tracking our carbon footprint.
Our main focus is on using energy more
efficiently in our networks, data centres
Maxis Way, our internal guides and
processes to develop highly capable
and engaged people who are positive,
passionate and collaborative, is central
to our quest to achieve our vision.
As a brand that connects
13 million
customers
Maxis is extremely well positioned
to deliver connectivity and
innovative services
that can be enormously
empowering and bring a positive
impact on peoples’ well-being.
and operations, where we believe we
can make the biggest difference to our
environmental footprint. Furthermore,
by tackling related carbon dioxide (CO2)
emissions, we also save on energy
costs, thus building a strong business
case for our efforts.
As we continue on our transformation
journey, we have not lost sight of
the core foundation to our change
process - our people. Organisational
transformation always begins from
within and that means creating a great
working environment for our people.
Maxis Way, our internal guides and
processes to develop highly capable
and engaged people who are positive,
passionate and collaborative, is central
to our quest to achieve our vision.
Beyond financial rewards, we provide
platforms for our employees to take part
in volunteer projects where they can
go out to the community, represent our
brand and build relationships by sharing
their skills and passions. These could be
Maxis-led community programmes as
well as market initiatives involving the
larger community.
We are pleased to share our responsible
practices in the marketplace, workplace,
community and environment in this
Sustainability Report. This report covers
the 24 month period between
1 January 2013 and 31 December
2014 and is guided by Global Reporting
Initiative (GRI) reporting framework.
This will also be our first web-based
report in line with the conscious
decision to implement environmentalfriendly practices. We hope this report
is informative in giving an overview
of how we are integrating responsible
practices into the way we do business
and ensuring our sustainability well into
the future.
We have made headway with our
transformation journey. Our vision is
clear: to deliver a worry-free Internet
experience on the best network and be
a company admired for excellence.
By acting in a sustainable and
responsible way in all areas, we are
taking a step-by-step approach to
ensure this vision becomes reality.
Through this report, we want to
demonstrate how Maxis is shaping its
future. In doing so, we hope to widen
our impact to the communities within
which we operate and create long-term
value for our stakeholders in the
long run.
raja TAN SRI DATO’ SERI
ARSHAD BIN RAJA TUN UDA
Chairman
SUSTAINABILITY REPORT 2013/2014
5
ceo’s statement
ceo’s statement
2014 was a transformational year for
Maxis. We entered the year with a
clear goal - to revitalise and refocus
the Company into delivering the very
best in mobile Internet access and
an unmatched customer experience.
We’ve made great strides with our
transformation initiatives during the
year, overhauling many areas of the
Company and introducing drastic
changes. There is more work to be
done, but we now have a much
improved business and operation as well
as positive momentum to go forward
with. I’m confident that we are poised
to win in the marketplace in the next
years. In this Sustainability Report, my
first as Maxis’ CEO, I’m pleased to share
the initiatives that we’ve put in place to
ensure our sustainability well into
the future.
Our change process had already begun
even in 2013. Maxis as a company has
always performed financially, but we
were drifting towards being average.
So we wanted to regain the affection
of our customers and get Maxis back
on track to being a high-performance
organisation, moving the Company
from OK to great and becoming an
organisation that is admired
for excellence.
2014 was a transformational year for
Maxis. We entered the year with a clear
goal - to revitalise and refocus the
Company into delivering the very best in
mobile Internet access and an unmatched
customer experience.
6
SUSTAINABILITY REPORT 2013/2014
With the Internet going increasingly
mobile, we continued to experience
high and growing demand for our data
services. More people are accessing this
new world, spending a great deal of time
online. We know that we can serve this
demand better. Our proposition is that,
the Internet is always better with Maxis.
We want our customers to have the
freedom to communicate and connect
wherever, whenever and however
they choose. Our new mobile Internet
plans are set to inspire confidence
and trust, allowing users worry-free
Internet access and opportunities to
use data just the way they want it.
Foremost in our thoughts is the promise
to customers to ‘feel free’. We aim
to differentiate ourselves from our
competitors by delivering an unmatched
customer experience. This we do by
having touchpoint excellence, providing
the best network and delivering easy to
use products and services.
We’ve already made considerable
headway with our initiatives.
Last year, we gave our customers the
‘always on’ proposition with free basic
internet when we launched #Hotlink.
We followed that up this year with
MaxisONE Plan for our postpaid and
business customers. With this plan, we
made a fundamental change by offering
truly limitless voice and SMS as well
as a generous and worry-free data
offering. With this change, the whole
focus on how much customers call or
SMS is gone - a truly new experience
for the Malaysian market and also a first
in Asia. We took away the very high
pay-per-use rates for data usage and
also made both prepaid and postpaid
roaming a worry-free experience for
customers. These game-changing
postpaid products - the MaxisONE Plan
and MaxisONE Business - are gaining
very good traction, while our prepaid
business, led by #Hotlink, is regaining
market share.
which will enable us to access
information wherever we are, often
using our mobile devices.
We certainly need to have the best
network to build the capabilities that we
require for robust growth. With that in
mind, we have invested considerably in
our network, which is now indisputably
the best in Malaysia. Our work on
network modernisation, capacity and
quality improvements as well as focused
4G coverage expansion are really the
backbone that ensures customers get
a consistent data experience. With our
improving network as well as the drastic
measures we have taken in removing
pay-­per­-use charges for data usage,
customer complaints have dramatically
reduced - it was down by over 30%
compared to 2013.
But it’s not just about the plans and
network infrastructure. We are also
complementing all these by ensuring
touchpoint excellence in our distribution
channel; from our retail stores, to
branding and our end-to-end processes.
More importantly, it is not just about
physical change. We aim to create more
“like” moments for the brand. It’s about
going that extra mile to create a positive
surprise that makes the customer
happy and thereafter be a promoter
of the Maxis Experience. One of those
moments was when we had the first
ever Maxis Midnight Express™ which
saw 400 Maxis employees including
me and our Maxis Management Team,
personally delivering iPhones to
customers wherever they were around
the country at midnight on the day of the
iPhone 6’s launch.
This is where the strength of our people
really shines. Essentially, it is our people
who are making the positive changes
and a difference with everyone we deal
with. We are re-energising the inner
workings and company DNA with
We are also strengthening our
enterprise capabilities to offer new
ways of working and drive enterprises
towards digital transformation. In fact,
we are going to be a showcase in how
companies can digitally transform
themselves. We are working on creating
all these capabilities now, and by next
year we will be a leading company when
it comes to how far we have gone on
the route of digital transformation. So,
what is digital transformation? This is
about really embracing the Internet,
cloud and mobile in everything we do.
The transactional relationship between
our customers, vendors and partners
with ourselves should be digital. Also
internally, we should use the latest IT
tools and software to drive collaboration
and productivity. Typically, we will do
that in a cloud based environment,
Maxis understands the importance of creating ‘like’ moments for our customers, by giving them positive
surprises such as the iPhone 6 Midnight Express.
SUSTAINABILITY REPORT 2013/2014
7
ceo’s statement
ceo’s statement
We recognise that dialogues with
leaders help people feel engaged and
connected to the business. We made
this happen through CEO Coffee Chats,
quarterly divisional townhalls and
briefings for the managers. All these
efforts were reflected in the results of
our 2014 Voice of Maxis survey which
saw a tremendous improvement
vs. 2013.
So our engagement calendar was
full for the year. Apart from the usual
employee events such as annual
dinners, family days, festive gatherings
and treasure hunts, we injected some
fun, competition and sports into our
engagement initiatives. We also got our
employees to participate in our market
initiatives, to learn and provide feedback.
Maxis recognises that dialogues between leaders and employees are important in helping people feel more engaged. This includes updating them on the latest
products and services as well as the business as a whole.
We are also embracing a new way
of working. Our newly renovated office
in Menara Maxis is now the most talked
about work place in corporate Malaysia,
and is a great example of the new culture
we are creating - open, collaborative
and agile.
8
SUSTAINABILITY REPORT 2013/2014
Maxis Way, where we measure
ourselves on the values or being
Positive, having Passion and being
Collaborative. To inspire change and
get employees to embrace Maxis Way
more swiftly, we conducted companywide Living the Maxis Way (LMW)
workshops. Over 3,000 Maxisians
were trained in over 100 sessions,
by our own employees who were
selected as change agents to conduct
the workshops. With Maxis Way, we
are putting in place a cultural change
to develop highly capable and engaged
people in driving towards a high
performing culture throughout the
Company. This is supported by our
leaner and fitter organisation structure,
which enables us to work in a more
results-driven way.
We are also embracing a new way of
working. Our newly renovated office
in Menara Maxis is now the most
talked about work place in corporate
Malaysia, and is a great example of the
new culture we are creating - open,
collaborative and agile. We are on the
way to refresh all of our offices in 2015.
We’ve also launched an internal social
network tool for collaboration and are in
the process of going totally paperless.
Improving the customer journey was
one such example. We had crossfunctional teams coming together to
examine and analyse pain points at
every step of the journey from the
moment customers take up our service
to using, paying, engaging, renewing
and even leaving us should they choose
to do so. We also had hundreds of
employees, including our leadership
team, volunteering to buddy with their
colleagues in the call centre, attending
to customers at our Maxis Centres,
and joining our sales team to engage
customers on the ground. This is all for
getting the basics right, fixing what’s
wrong and making sure we are not
doing any mistakes in our interaction
with customers.
We also had 1,000 of our employees
participating in Maxis’ New Network
Test Drive to test our modernised data
network across Peninsular Malaysia.
The employees got to experience for
themselves the newly modernised
network in a fun and exciting way,
as well as to engage with customers
on the ground.
As an industry, we do our part in
Universal Service obligation to the
Malaysian Communications and
Multimedia Commission (MCMC)
to support deployment of fixed and
mobile access to the less advanced
areas. On our own, we’ve engaged
with the regulator to deploy internet
centres, sometimes using satellites as
a backbone to power the internet in
more rural areas. Our own community
flagship programme, the Maxis
Cyberkids programme, reached out
to teach students and teachers basic
IT knowledge and enable them to be
agents of change in their respective
communities. More than 9,000
teachers and students from semiurban and rural backgrounds in 1,525
schools nationwide benefited from the
programme since its launch in 2002.
We plan to move into the next phase of
our community programme in 2015 to
make a direct impact on learning in the
classroom, supporting the Government’s
aspiration to use ICT to scale up the
quality of learning across schools
in the country.
All in all, we’ve made huge strides in
2014. I’d like to thank the Maxis team for
their participation to transform Maxis.
It is truly an exciting time for our
Company and we are completely
committed to moving through with
our transformation and continue
focusing on quality and delivering as
promised. By bringing together our
networks, technology and the passion
of our people, we are making a positive
impact and generating value for our
shareholders, customers and society.
morten lundal
Chief Executive Officer
Beyond engaging customers with
our products and services, we are
passionate about giving back to the
community in which we operate.
SUSTAINABILITY REPORT 2013/2014
9
awards and recognition
awards and recognition
2013
2014
CNET Asia’s Readers
Choice 2012/2013
Best Telco (Malaysia)
PC.com 13th Readers’
Choice Awards 2013
Best Postpaid Service Provider
Putra Brand Awards 2013
The People’s Choice Putra Brand Icon
The People’s Choice GOLD - Communication Networks
8th Annual Computer World’s
Customer Care Awards 2014
Telecommunications category - Winner
Reader’s Digest Trusted
Brand Awards 2013
Platinum - Phone & Broadband Service
Putra Brand Awards 2014
The People’s Choice GOLD - Communication Networks
14th Malaysia CRM & Contact
Centre Industry Award 2013
Best of the Best Contact Centre in Malaysia (In-House Category)
Corporate Awards
1st Place
Best In-House Outbound Contact Centre (under 100 seats)
CRM Programme Implementation Contact Centre
Process Excellence Contact Centre
Social Media Programme Contact Centre
Technology Innovation Contact Centre
2nd Place
Best In-House Inbound Contact Centre (over 100 seats)
Most Creative Contact Centre
Most Green Contact Centre
Malaysia’s 100 Leading Graduate
Employers Awards 2014
Best Graduate Employer (Telecommunications)
Malaysia’s Top 100 Leading Graduate Employers
15th National Customer Experience
Industry Award 2014
Individual Awards - Team Leader
Best Contact Centre TL - Inbound (above 100 seats)
Best Contact Centre TL - Outbound (under 100 seats)
Best Contact Centre TL - WF/QA (above 100 seats)
Prestige Award
Industry Professional Development Achievement (Individual)
Individual Awards
Best Contact Centre Manager - Operations (under 100 seats)
Best Contact Centre Manager - Operations (over 100 seats)
Best Contact Centre Manager - Non Operations (under 100 seats)
Best Contact Centre Manager - Non Operations (over 100 seats)
Best Contact Centre Team Leader - Operations (over 100 seats)
Best Contact Centre Team Leader - Non Operations (over 100 seats)
Best Contact Centre Professional - Operations (over 100 seats)
Best Contact Centre Professional - Non Operations (over 100 seats)
Best Contact Centre Telemarketer (Open)
Malaysia’s 100 Leading Graduate
Employers Awards 2013
Best Graduate Employer (Telecommunications)
Malaysia’s Top 100 Leading Graduate Employers
Gradmalaysia Graduate
Recruitment Awards 2013
Best Management Trainee/Graduate Programme
10
SUSTAINABILITY REPORT 2013/2014
Individual Awards - Professional
Best Contact Centre Professional - Inbound (under 100 seats)
Best Contact Centre Professional - People (above 100 seats)
Best Contact Centre Professional - WF/QA (under 100 seats)
Best Contact Centre Professional - WF/QA (above 100 seats)
Individual Awards - Manager
Best Contact Centre Manager - Inbound (under 100 seats)
Best Contact Centre Manager - Inbound (above 100 seats)
Best Contact Centre Manager - Outbound (under 100 seats)
Best Contact Centre Manager - People (above 100 seats)
Best Head of Contact Centre
Corporate Awards
Best In-House Inbound Contact Centre (above 100 seats)
Best In-House Outbound Contact Centre (under 100 seats)
CRM Programme Implementation Contact Centre (Open)
Video Contact Centre (Open)
Technology Innovation Contact Centre (Open)
Process Excellence Contact Centre (Open)
Most Green Contact Centre (Open)
Social Media Programme Contact Centre (Open)
Most Creative Contact Centre (Open)
Best Contact Centre - Telecommunication
Best of The Best Contact Centre (In-House)
SUSTAINABILITY REPORT 2013/2014
11
corporate structure
financial highlights
maxis berhad
For the year ended
31 Dec 2014
For the year ended
31 Dec 2013
For the year ended
31 Dec 2012
Revenue
8,389
9,084
8,967
EBITDA
4,229
4,310
4,359
Normalised EBITDA (1)
4,207
4,522
4,359
Profit from Operations
2,816
2,825
2,864
Profit Before Tax (“PBT”)
2,436
2,496
2,576
Profit After Tax (“PAT”)
1,725
1,772
1,860
Normalised PAT (2)
1,910
2,097
2,049
Profit attributable to equity holders of the Company
1,718
1,765
1,856
50.4%
47.4%
48.6%
Financial Results
Financial Indicators: (RM’m)
Maxis
Broadband
Sdn Bhd
Maxis
International
Sdn Bhd
Maxis
Mobile
Sdn Bhd
Advanced
Wireless
Technologies
Sdn Bhd
Maxis
Mobile
Services
Sdn Bhd
Maxis
Collections
Sdn Bhd
Maxis
Multimedia
Sdn Bhd
Financial Ratios:
EBITDA Margin (%)
Maxis
Online
Sdn Bhd
Maxis
Mobile (L)
Ltd
UMTS
(Malaysia)
Sdn Bhd
The above structure represents Maxis Berhad and its subsidiaries, collectively referred to as ‘Maxis’, ‘the Group’ or ‘the Company’.
Normalised EBITDA Margin (%)
50.1%
49.8%
48.6%
PBT Margin (%)
29.0%
27.5%
28.7%
PAT Margin (%)
20.6%
19.5%
20.7%
Normalised PAT Margin (%)
22.8%
23.1%
22.9%
6.6
7.9
8.4
22.9
23.5
24.7
Interest Cover Ratio
Earnings per ordinary share (sen):
- Basic
OWNERSHIP
22.9
23.5
24.7
40.0
40.0
40.0
4,716
6,002
7,049
18,109
17,330
17,802
8,798
7,525
7,312
Return on Invested Capital (%) (4)
16.9%
16.1%
15.9%
- Fully diluted
Based on the Record of Depositors as at 31 December 2014, the 10 largest shareholders of Maxis are listed below:
Dividends per share (sen) (3)
FINANCIAL POSITIONS
Name of Shareholder
No. of Shareholding
Percentage
1
BGSM Equity Holdings Sdn. Bhd.
4,875,000,000
64.94
2
Amanahraya Trustees Berhad
Skim Amanah Saham Bumiputera
616,887,200
8.22
3
Citigroup Nominees (Tempatan) Sdn. Bhd.
Employees Provident Fund Board
462,466,700
6.16
4
Lembaga Tabung Haji
139,522,300
1.86
Return on Average Equity (%) (4)
32.1%
27.1%
24.5%
Return on Average Assets (%) (4)
12.0%
12.0%
12.2%
5
Kumpulan Wang Persaraan (Diperbadankan)
107,866,400
1.36
Gearing ratio
1.53
1.12
0.90
6
Amanahraya Trustees Berhad
Amanah Saham Malaysia
71,670,000
0.95
Net assets per share attributable to ordinary equity holders of the
Company (RM)
0.63
0.80
0.94
7
Amanahraya Trustees Berhad
Amanah Saham Wawasan 2020
69,137,600
0.92
8
Amanahraya Trustees Berhad
AS 1Malaysia
59,432,200
0.79
9
Cartaban Nominees (Asing) Sdn. Bhd.
Exempt AN For State Street Bank & Trust Company (West CL T0D67)
58,958,500
0.79
10
HSBC Nominees (Asing) Sdn. Bhd.
BBH and Co Boston for Vanguard Emerging Markets Stock Index Fund
49,539,450
0.66
12
SUSTAINABILITY REPORT 2013/2014
Financial Indicators: (RM’m)
Equity attributable to equity holders of the Company
Total Assets
Total Borrowings
Financial Ratios:
Notes:
(1)Exclude one-off items for the following years:
(a) Year-to-date ended 30 September 2014 - reversal for contract obligations of RM22 million
(b) Year 2013 - RM212 million comprising (i) Career Transition Scheme (CTS) costs of RM143 million; (ii) provision for contract obligations of RM65 million; and (iii) write down
of Home assets of RM4 million
(2)Exclude one-off items (after tax effect) for the following years:
(a) Year-to-date ended 30 September 2014 - RM101 million comprising (i) accelerated depreciation of RM117 million; offset by (ii) reversal for contract obligations of RM16
million
(b) Year 2013 - RM325 million comprising (i) CTS costs of RM107 million; (ii) provision for contract obligations of RM49 million; (iii) write down of assets of RM65 million; and
(iv) accelerated depreciation of RM104 million
(c) Year 2012 - RM189 million comprising (i) accelerated depreciation of RM121 million; and (ii) write down of assets of RM100 million, offset by last mile broadband tax
incentive of RM32 million
(d) Year 2011 - RM339 million comprising last mile broadband tax incentive of RM352 million offset by accelerated depreciation of RM13 million
(3) Dividends per share consists of interim and final dividends declared and proposed in respect of the designated financial years
(4)Return ratio is calculated on annualised basis
SUSTAINABILITY REPORT 2013/2014
13
shaping a sustainable future
stakeholders engagement
Our ambition is clear - to ensure
that Maxis delivers the best Internet
experience. This essentially means
providing customers with worry-free
Internet access and opportunities to use
data just the way they want it.
With the Internet experience increasingly going mobile, it brings a profound impact
on the way people manage their daily lives and how companies operate.
We see significant opportunities to grow and enhance our business by developing
innovative products and services while helping consumers, governments and
enterprises tackle some of the significant challenges they face.
Advocating
Environmentally
Friendly
Practices
14
leading-edge
and
In our drive for continuous improvement
and long-term sustainability, we actively
engage with our stakeholders as their
views are important to help us understand
their needs and expectations.
Our engagement processes are tailored to suit each different stakeholder group so that we can have effective platforms to
receive their feedback, explain our perspectives and discuss issues to address.
for the economy,
society and environment
Regular engagements also help build strong relations with respective stakeholders, and our regional offices play an important
role in forming relationships within their respective regions.
in which we operate.
Stakeholder
Group
Key Engagement Areas
How We Engage
Government and
Regulators
• Connectivity and access to technology in rural and
underserved areas
• Development of the telco industry and market
• Spectrum management
• Access issues and policies
• Quality of service and consumer issues
• Collaborative programmes related to the national
agenda
• Regular reports and progress updates
• Formal and informal meetings
• Participation in government programmes and
initiatives
• Regular joint site visits
Shareholders,
Investors and
Analysts
• Profits and dividends
• Responsible business
• Corporate Governance
• Annual report and quarterly financial announcements
• Annual General Meeting/Extraordinary General
Meeting
• Dedicated Investor Relations page on our corporate
website, maxis.com.my
• Dedicated investor relations email address
• Analyst and investor briefings
• Online media centre
Customers
• Quality and coverage
• Security protection
• Education and awareness
• Innovative offerings
• Maxis Centres and Exclusive Partner Outlets
• Customer satisfaction surveys
• Focus group discussions
• Customer service channels (Maxis Forum, customer
helpline, social media)
Employees
• Workplace inclusivity
• Training and development
• Health and safety
• Benefits and rights
• Annual employee engagement survey
• Consultative groups and focus groups
• CEO email to employees
• Intranet
• Regular employee briefings
• Engagement initiatives
• Employee volunteerism
Focus
Approach
Best Network
• Best Network initiative to support customer needs and
requirements
Delivering an Unmatched
Customer Experience
• Worry-free Internet access
• Supporting SMEs
• Improving customer experience journey
• Responding to queries and resolving complaints
• Investing in our service capabilities
• Engaging with stakeholders for customers feedback
Making a Difference to the
Community
• Empowering the community through technology and
education
• Providing access to underserved communities
• Ad-hoc donations
• Relief aid for flood victims
• Nurturing future talent
Good Practices in Procurement
• Advocating green practices among our vendors
• Ensuring ethical practices and transparency in procurement
Culture Change and
New Way of Working
• Living the Maxis Way
• New ways of working
• Employee engagement
Training and Development
• Maxis Management Associate Programme
• Maxis Internship Programme
• Engaging young talent
Ensuring Health and Safety
• Health and Safety management
• Safe working culture initiative
Benefits and Rights
• New benefit programme to support the new culture
• Ethics, anti-corruption and bribery
Local
Communities and
NGOs
• Education and awareness
• Community support
• CR initiatives
• Briefings/meetings with residents’ associations
Resource Efficiency
• Increasing energy efficiency of network facilities
Suppliers and
Distributors
• Proactive partnerships
• Partner events, trainings and briefings
• Site visits
Carbon Management
• Reducing CO2 footprint
Media
• All of the above
Waste Management
• Supporting green practices in the office
• Media visits
• Media events and interviews
• Online media centre
Becoming an
Operator of Choice
Creating a Great
Place to Work
Our CR Mission
SUSTAINABILITY REPORT 2013/2014
SUSTAINABILITY REPORT 2013/2014
15
corporate governance
corporate governance
CR Governance
Risk Management
Anti-Corruption
We believe that Corporate Responsibility
(CR) is an integral part of our business
strategy and corporate governance
framework. In November 2011, the
Board approved Maxis’ Corporate
Responsibility framework to define the
Company’s CR mission, strategic pillars,
philosophies and governance structure.
The Company drives a pro-active risk management culture where regular risk
awareness and coaching sessions are held to ensure that employees have a good
understanding and application of risk management principles.
Maxis is committed to the highest standards of ethical business conduct and we take
a zero tolerance position in relation to bribery and corruption.
The framework provides clear
guidelines for the implementation of CR
programmes that are consistent with the
Company’s strategic goals and facilitates
a structured approach in delivering the
Company’s efforts in the marketplace,
workplace, community and environment.
The CR team within Corporate Affairs
leads the implementation of flagship
programmes for the community.
The CR team works with the CR
Working Committee, represented by
individuals called CR Ambassadors
from various divisions in Maxis. They
coordinate the reporting of
CR initiatives undertaken by their
respective business units and champion,
as well as incorporate, the relevant CR
initiatives as part of their day-to-day
business activities.
Implementing CR policies and
programmes is not only about
conducting business responsibly,
but also about ensuring that the
communities in which we operate are
well-served by the Company, thus
mitigating possible business or social
risks. We view our relationships with the
communities as symbiotic and mutually
beneficial. Additionally, our CR initiatives
allow us to better engage with many of
our stakeholders, including investors
and consumers.
Please refer to the Corporate
Governance pages of Maxis’ Annual
Report for a comprehensive view
of Maxis’s Governance Structure,
composition of the Board, roles and
responsibilities of the Board and
mechanism for shareholders and
employees to provide recommendations.
16
SUSTAINABILITY REPORT 2013/2014
A dedicated ERM department works closely with the Group’s operational managers
to continuously strengthen the risk management initiatives within the Group so that
it responds effectively to the constantly changing business environment and is thus
able to protect and enhance shareholder value.
The Maxis Code of Business Practice helps put
our Business Principles into practice in our day-today operations and outlines our position for all Maxis
employees regarding anything that could be construed
as corruption. Specifically, this includes:
The Group has established a sound risk management framework and
procedures for internal control. These procedures, which are embedded into the
culture, processes and structures of the Group, are subject to regular review
by the Board. They provide an on-going process for identifying, evaluating
and managing the significant risks faced by the Group that may affect the
achievement of its business objectives and strategies.
The Board regards risk management as an integral part of the Group’s business
operations and the Board has oversight over this critical area through the Audit
Committee. The Audit Committee, supported by the Internal Audit department,
provides an independent assessment of the effectiveness of the Maxis Enterprise
Risk Management (ERM) framework and reports to the Board on a yearly basis.
cash
gifts
tickets
meals
cash
equivalents
passes
Key principles on managing risks:
controls
risks
Alignment
identify & analyse
respond
monitor & report
• Risk must be considered and
managed enterprise-wide
• Risk management is integral to the
business processes
• Risks are identified, analysed,
responded, monitored, and
reported in accordance to Maxis’
policies and procedures
• Risk responses must be tailored
to each particular circumstance
• Management must regularly
assess the status of risks and risk
responses
• Compliance with the ERM
framework must be monitored and
reported
Whistle-Blowing Policy
To ensure that any discrepancies or
misconduct do not go unreported,
we have put in place a whistle-blower
procedure. The procedure includes a
24-hour ethics hotline and a dedicated
ethics email address, and all information
received is treated as strictly
confidential. Employees can contact
03 2330 6678 (during office hours) or
017 200 3922 (24 hours; SMS or call),
or email ethics@maxis.com.my
Personal Data Protection Act (Pdpa)
Maxis’ Enterprise Risk Management Framework (ERM)
objectives
The Code of Business Practice also
applies to vendors, contractors and
temporary employees. To ensure
awareness and compliance, Directors,
Management and employees are asked
to review and sign the Code of Business
Practice annually.
A Gift
Recurring gifts
from the same party are
not considered
a business norm.
to use.
The Company recognises the
importance of protecting shareholders’
and customers’ personal data, and has
taken steps to be compliant with the
Personal Data Protection Act 2010
(PDPA 2010). The Company will not
disclose information without their
consent unless allowed by the PDPA
2010, and any other applicable laws
and regulations.
Declaration of
in value to the Office of Business Practice.
SUSTAINABILITY REPORT 2013/2014
17
Becoming an
operator of choice
We want to be agents of positive and sustainable change. In particular,
we want to make a positive and lasting impact through the use of our
knowledge, skills, technology and resources. These include delivering an
unmatched customer experience, being responsible in our operations and
making a meaningful difference to the community we operate in.
best network
Wireless Population Coverage
2G and 3G
Our network is the single most
important driver of customer
experience, and we obsess over the
smallest detail.
95.4%
2G Coverage
88.0%
In 2013, Maxis scored a critical win
by being the first to launch commercial
4G LTE services. We also continued
to modernise our network, increase
our network capacity and deliver
communication services to more
rural areas.
We have also changed our legacy
network in selected areas in the East
Coast and East Malaysia to meet
capacity demands. In modernising the
network, we have added more 3G sites
and activated W900 for deep indoor
3G coverage.
On 4G LTE, we expanded our network to
areas with high data demands. Our 4G
LTE coverage will soon reach a third of
the population.
We also acquired and upgraded our
tools and systems to give us better
insights on customers’ experience
on our network. This has helped to
enhance and further optimise the
network to provide the best voice and
data experience to customers.
20
SUSTAINABILITY REPORT 2013/2014
Employees hit the streets to test out Maxis’ modernised data network, while engaging with customers.
Some of the
measures we
have undertaken
to maintain our
network:
We undertake
periodic preventive
maintenance on
the network to
We are also
ISO 9001:2008
(Quality Management System)
for the
plan
design
investing
such as secondary
fibre route, improving
the battery backup
for sites at locations
that have unstable
power supply and
modernising the
network equipment.
Maxis’ network
is also certified with the
prestigious
implementation
As at end 2014, our 2G and 3G
networks covered 95% and 88% of
the population respectively, of which
77% and 75% respectively are new
replacement networks. Our strategy is
to prioritise specific market centres to
cover significant parts of Klang Valley,
Johor Bahru, Penang and secondary
towns such as Ipoh, Seremban, Malacca,
Muar, Batu Pahat, Kluang and
Bukit Mertajam.
3G Coverage
operation
Best Network Initiatives
best network
We have also
achieved
certification of
(Business Continuity
Management System).
maintenance of
telecommunications
network
the only cellular
operator in Malaysia to
achIEve this milestone.
Maxis New Network Test Drive
Network Deployment
In November 2014, some 1,000 Maxis
staff hit the streets of Kuala Lumpur,
Selangor, Pahang, Penang and Johor
in the Company’s Network Test Drive.
Donning bright green Maxis shirts,
teams were deployed to test Maxis’
modernised data network in a fun
and exciting way, while engaging with
customers on the ground. These tests
were conducted based on three key
areas important to customer experience
- namely download speeds, loading
time for popular websites and YouTube
streaming.
Our Site Planning and Implementation
Guidelines, along with our
Electromagnetic Field (EMF) and Health
and Safety standards, set consistent
standards for all our sites in five key
areas: legal compliance, environmental
impact, radio frequency emissions, site
planning and selection, as well as health
and safety.
The standards and guidelines also apply
to contractors and their sub-contractors,
who carry out much of the work
involved in network deployment - from
the planning and acquisition of sites to
the construction and maintenance of
base stations. Contractor compliance
is a priority and we have an audit
programme in place to monitor
contractors’ performance in the key
areas of health and safety.
When selecting base station sites, we
always aim to comply with local planning
regulations. All our base station sites
are designed and built in compliance
with local planning regulations and
international safety guidelines.
SUSTAINABILITY REPORT 2013/2014
21
delivering an unmatched customer experience
delivering an unmatched customer experience
Improving Customer Experience
Journeys
Customer service is core to our
sustainable business strategy and
we continuosly work to improve
the experience we provide to our
customers.
During this reporting period, we
embarked on a structured operational
framework of Customer Experience,
covering identified insights through the
Voice-of-Customers. We prioritised
areas such as making customer
journey improvements and continuously
managed Customer Experience through
performance metrics.
MaxisONE is the only Internet plan with limitless voice and text.
We also initiated three key initiatives
to re-design our Joining Journey and
the Mobile Internet journey. We are
embedding a Customer Experience
mindset into our core processes as a
way of strengthening our product design
with customer advocacy.
Customers are able to enjoy a worry-free
experience with the MaxisONE Plan for both
postpaid and enterprise customers.
Worry-Free Internet Access
We continue to introduce new and
innovative services to give our
customers peace-of-mind and a worryfree Internet experience, empowering
people to connect, learn, work, play, be
entertained and broaden their horizons wherever and however they choose.
In September 2013, we introduced
#Hotlink for our prepaid customers,
which eliminated expensive pay-per-
22
SUSTAINABILITY REPORT 2013/2014
FINDIT is Malaysia’s largest digital directory
service, enabling businesses to connect with
consumers.
A special session with our SME customers to
share information on the new ways of working
and digitising their businesses.
use data charges by offering free basic
Internet access. We subsequently
launched MaxisONE Plan for our
postpaid customers in May 2014,
the only Internet plan with limitless
voice and text.
Supporting SMEs
We made a fundamental change in
postpaid with our MaxisONE Plan, by
offering truly limitless voice and SMS
as well as a generous and worry-free
data offering.
Furthermore, we also took away the
very high pay-per-use rates for data
usage. Ultimately, customers will no
longer entangle themselves in
unintentional or uncontrolled data usage
resulting in bill shocks. It is a simple,
flexible plan that is relevant to the needs
of our customers. We also made both
prepaid and postpaid roaming a worryfree experience for customers.
The first part of the journey was kicked
off with Maxis Management Team
(MMT) members on 24 April 2014, who
were based at various Maxis locations
nationwide - our branches, the Sunway
contact centre, as well as our service
operation centre at Subang Hi-Tech.
These leaders experienced what it
was like to be at the retail centres,
signing on new postpaid customers,
troubleshooting devices, and even
selling Hotlink top-up tickets. Feedbacks
from the MMT were then taken and
channelled to relevant departments for
further improvement and resolution.
Maxis launched FINDIT, a local
business directory service to connect
local businesses with consumers via
smartphone apps, website and other
mobile channels, enabling businesses to
reach out to a wider market to promote
their products, services and deals.
This service is open to all Malaysians
for free and is an opportunity to help
businesses, especially SMEs, to reach
out to the growing mobile-based
digital savvy Malaysians. To date,
consumers have access to more than
175,000 business listings in over
2,500 categories.
We met with our key SME customers to
inspire them on adopting our new ways
working which is open, collaborative
and simple. We would like to be a digital
showcase and want to change the way
Malaysian companies operate and help
them to become digitised.
The Maxis Management Team interacting with customers during their visits to the Maxis Centres.
SUSTAINABILITY REPORT 2013/2014
23
delivering an unmatched customer experience
delivering an unmatched customer experience
Maxis Midnight ExpressTM
The first ever Maxis Midnight Express™
saw Maxis employees including CEO
Morten Lundal and MMT, personally
delivering iPhones to customers around
the country. About 200 randomly
selected customers who pre-ordered
the iPhone 6 or iPhone 6 Plus via the
Maxis Online Store from 31 October
onwards were offered the Maxis
Midnight Express™ delivery service, and
received their phones at midnight of
6 November 2014. 400 employees were
involved in this initiative.
As part of the iPhone 6 launch, up to 400 employees took part in delivering the iPhone 6 to our
customers.
Over the course of the reporting period, we implemented
a number of new ways to make it easier
for customers to contact us:
We provided a number of helpful videos on our YouTube
channel. These have been viewed over 19 million times in
2014, enabling many customers to resolve a problem without
needing to contact us directly.
Our presence or
support channels over social media
have been enhanced from
to
channels for our customers to
This year, the number of
customer tweets we’ve
responded to has doubled, while
the number of people following
information and access
helpful solutions and tips.
Investing in Our Service Capabilities
for postpaid
and prepaid
respectively,
grew by
We want to empower our customers to
interact more with us via their mobile
devices. In line with this, we made major
IT investments in 2013 to strengthen our
customer relationship management and
billing capabilities.
• An interactive online platform which
allows our customers to view their bill
over a six-month period, which can
be broken down into domestic and
international calls. User convenience
was further enhanced when we
launched our Maxis Online Store
(MOS) in February 2013, and our
revamped website in April 2013.
• Flags in our systems to identify when
a customer has called us more than
once recently, so that our advisors
can take extra care to resolve
the issue.
• New diagnostic tools to enable us
to identify issues in the network as
soon as they happen, and proactively
resolve them.
As at December 2014, we have an
online community engagement of
over
2
2
million
.
on our
social media
channels.
Our process improvement efforts are about 70% complete and are still
on-going, as we aspire to reduce customer complaints further.
24
SUSTAINABILITY REPORT 2013/2014
We want to resolve issues as quickly as
possible for our customers and continue
to reduce the number of complaints
we receive year on year. In 2014, our
complaints reduced by a further 41%,
from 19,718 in 2013 to 11,698. Also, we
continue to put new processes in place
to ensure we resolve complaints quickly
and effectively at the first opportunity,
through our One Contact Resolution
programme.
@MaxisListens and @HotlinkListens
while those who ‘like’ Maxis on
Facebook increased by 12%.
& promotional updates
over Facebook
and Twitter; with
Maxis Forum
supporting
an online
community with
the platform to
Responding to Queries and Resolving
Complaints
Transforming an ordinary retail experience with
retail excellence for an unmatched customer
experience.
The new Maxis flagship store radiates with a modern look, aimed at offering a better retail experience for
customers.
We modernised our KLCC flagship
centre in August 2013, to not only
provide a new service experience, but
also to redefine our engagement and
service support to our customers.
Some of the changes in the store
include:
• Service Ambassadors at the store
entrance to guide customers to
either the Sales Associates for
sales enquiries or the front desk for
service enquiries. The front desk is
also enabled to fulfil certain popular
transactions on-the-spot without
forwarding customers to different
counters.
• Customers have the privilege to be
served anywhere within the store by
our customer service agents, who are
now equipped with tablets to enable
processing of most of the sales and
certain service transactions.
• Customers who are interested to learn
more about mobile phone features
and functions, or to view new product
snippets can attend the tutorials
provided by the Tech Help specialists.
Customer Service Challenges
During the reporting period, we had
to cope with a number of issues. The
theft of fibre cable grew significantly,
increasing the number of faults suffered
by customers. We have worked with the
police, Government, media and other
stakeholders to raise awareness of cable
theft and to take action to reduce it.
Cable theft declined in the later part of
2014 as a result of this collective effort,
but more work is needed. We have
invested in a number of innovations to
help prevent cable theft.
Measures to curb fibre theft:
• Configuring fibre resiliency and
installing CCTV or motion sensors on
sites that experience frequent theft.
• Joint efforts with OLOs (Other
Licensed Operators) on joint site
patrols and deployment of security
guards at theft hotspots.
We also have programmes in
collaboration with Polis DiRaja
Malaysia (PDRM).
In the last two years,
we invested in our people’s
service capabilities by
conducting over
1,020
days of training,
skills
and support the
to enhance our
The Maxis management team addressed tech and
lifestyle bloggers about Maxis’ latest products and
services as well as UCE initiatives.
Engaging with Stakeholders for
Customer Insights
Maxis’ Customer Service team engages
with the Complaint Bureau of MCMC via
periodical meetings to mutually discuss
and review complaint management
matters, product and services
information, quarterly performance
reports and statistics on complaint
management. We also engage with
the Public Complaints Bureau (PCB)
in the Prime Minister’s Department,
Consumer Forum Malaysia (CFM) and
other government agencies to obtain
feedback.
release of new products to market.
SUSTAINABILITY REPORT 2013/2014
25
making a difference to the community
making a difference to the community
Modules Taught During the Maxis Cyberkids Camps in 2014
Through the years,
we have been
involved in efforts
to help strengthen
the communities we
proudly serve.
Maxis Cyberkids Portal
This is a guided tutorial on how
to use the Maxis Cyberkids Portal,
which acts as a social media
network for teachers, students and
other Maxis Cyberkids participants
to connect, exchange, and
share ideas. Students were guided
on how to sign up, log in and
use the portal wisely.
Our corporate responsibility initiatives
have always focused on both education
and technology. Today, we maintain this
commitment through our efforts to equip
individuals with skills to enrich and
improve their lives.
Maxis Cyberkids Programme
The Maxis Cyberkids Programme is
our flagship corporate responsibility
initiative, designed to open up the world
of IT to both students and teachers, and
exposing them to the wonderful world of
technology.
The Maxis Cyberkids Programme in
2013 and 2014 included:
• Maxis Cyberkids Camps
• Maxis Cyberkids with Employees’
Children
• Maxis Cyberkids with Community
App Inventor
Students enjoy the modules taught at the Maxis Cyberkids camps.
Maxis Cyberkids Camps
Since 2002, we have successfully
conducted numerous Maxis Cyberkids
camps nationwide, giving youth the
opportunity to explore the Internet and
other technological tools. Fast forward
12 years later, and we are proud to say
that our camps have reached out to
some 9,079 students and teachers,
as well as to 1,525 schools throughout
the country.
App Inventor lets the student
develop applications for Android
phones using a web browser and
either a connected phone or
an emulator.
Website Development
using Joomla
This involved the creation of
participating schools’ websites
using Joomla, a content
management system. Through the
websites, teachers and students
connected not only with each
other but also with
the public at large.
Windows Movie Maker, a video
editing software by Microsoft,
allows participants to create, edit
and publish their own videos.
Blogs allow students to express
themselves and their feelings in
a more informal manner, with the
use of text, pictures, and videos.
They also encourage students to
be more interested in writing and
reading, and to develop and share
content over the Internet.
Storybird allows students to craft
their own stories with the use of
thousands of images and pictures
available in the application.
Students can craft stories in a
more fun and exciting manner a definite plus point for special
needs students who tend to learn
better with visual aids.
The Maxis Cyberkids Programme has
been well received over the years, and
during the 2013/2014 reporting period,
we ramped up our efforts to increase
the number of schools that we reached
out to - in particular, special needs
schools.
Maxis Cyberkids with Employees’
Children
In 2013, we extended the Cyberkids
Programme to our own employees.
In order to cater to the needs of the
participants, the modules taught
throughout this initiative were tailored
from the Maxis Cyberkids Camps - which
entails exploring and learning about
Microsoft Office applications and having
a general understanding of the Internet.
These modules are also interspersed
with team-building exercises meant to
build confidence, innovation
and creativity.
“I learnt how to write stories in a more
creative way, and Storybird is great for
people like me who love writing!” Nada
Natasha, SMK Dato’ Bentara Dalam, Johor
SUSTAINABILITY REPORT 2013/2014
Windows Movie Maker
Storybird
“I’m so excited! I got to learn how to
create a phone application with App
Inventor!” Nurul Nadhirah binti Razak, SMK
Dato’ Undang Musa Al-Haj, Negeri Sembilan
26
WeVideo is a cloud-based video
editor that makes editing with
browsers more fun and simpler.
Blog
“I learnt how to make paper roller coaster
movies together with my friends! But it
doesn’t stop there - everything else about
the camp is fun!” Amirul Asyraaf bin Mohd
Khaidzir, SMPKV Indahpura, Johor
Maxis Cyberkids provides children with the opportunity to expand their computing and educational skills
through Internet exposure.
WeVideo
The Maxis Cyberkids Progamme was also extended to children of Maxis employees, with more than
210 children taking part in the camps in 2013 and 2014.
In 2013, two camps were conducted,
which saw the participation of some
60 children aged from 9 to 11 years.
The overwhelming response from our
employees spurred us to increase the
number of camps to seven in 2014,
benefitting 210 children in total over the
two-year period.
SUSTAINABILITY REPORT 2013/2014
27
making a difference to the community
Providing Access to Underserved
Communities
We have been supportive of the MCMC’s
initiatives to promote the widespread
availability and usage of communication
and multimedia services in underserved
areas for underserved groups. This
includes the Pusat Internet 1Malaysia
(PI1M), Kampung Tanpa Wayar (KTW)
and WiFi 1Malaysia (W1M) programmes
to enable these communities to access
the Internet.
Under these programmes, we have
continued to build and operate PI1Ms
and KTWs. Currently, we have 68 PI1Ms
of which 39 are still under construction.
For KTW, we have 550 KTWs of which
280 are still under construction.
Going above and beyond, Maxis brought
the Maxis Cyberkids Programme out
A total of four community training
sessions were conducted in 2014,
reaching out to underserved areas in
Kedah, Langkawi and Negeri Sembilan.
About 200 residents from nine homes were special guests at Maxis’ Hari Raya Aidilfitri Open House held
in Kuantan. Maxis contributed a total of RM50,000 to the homes and distributed ‘duit raya’ to
its residents.
Through the home adoption programme, Maxis
provides training to develop the participants’ IT skills.
We also continue to collaborate with
MCMC to roll-out mobile services to
underserved areas. Key target areas
include FELDA, FELCRA, plantations,
Orang Asli settlements, new remote
tourist spots and significant areas along
the federal highways.
Over and above cellular technology, we
also look at VSAT technology, where
we have the largest number of VSATs
in rural areas. In addition, we also have
about 130 2G nano sites and 330 3G
Femto sites serving the remote areas in
East Malaysia.
Maxis’ Home Adoption Programme
SUSTAINABILITY REPORT 2013/2014
As part of Maxis’ CR, we have also
allocated a portion of our budget to
charitable organisations, or events
organised to lend a helping hand to
those in need.
During the community events,
participants learnt how to create their
own blogs, edit and produce videos,
and develop a better understanding
of Google applications such as Gmail,
Google Docs and Drive, as well as
Google Calendar.
This programme consists of the
provision of communication towers for
the purpose of Infra Sharing (IS) and
Domestic Roaming (DR) for
cellular services.
28
Ad Hoc Donations
of schools and extended it to various
underserved groups within the
communities we operate in. In May
2014, we kickstarted our very first
community training at Sungai Limau
Dalam in Yan, Kedah.
The Time 3 programme is targeted at
extreme rural areas and villages with
the population density of below
80 persons per square kilometres.
The Maxis Cyberkids Programme was also
extended to various underserved groups within
the communities we operate in, equipping more
Malaysians with basic IT skills.
making a difference to the community
In 2012, Maxis adopted two homes the Independent Learning and Training
Centre (ILTC) in Rawang, Selangor and
Jenjarom Old Folks’ Home in Banting,
Selangor - for a period of two years.
During this period, we worked closely
ILTC members spent a day exploring Zoo Negara
with Maxis staff.
Maxis hosted a Chinese New Year celebration at
the KLCC Maxis Centre, during which the ‘God of
Prosperity’ handed out ang pows to customers.
In the spirit of giving, Maxis hosted a special Christmas celebration for 70 guests from three charity
homes in Sarawak, namely The Salvation Army, Sarawak Children Cancer Society and Persatuan Bagi
Kebajikan Kanak Kanak Terencat Akal.
with them to see how we could best
meet their operational needs, while
providing training to develop their social
and IT skills.
Some of the initiatives that we
conducted in 2013 and 2014 included a
two-day workshop on basic IT skills at
the Maxis Academy in Menara Sunway
for members of ILTC, and a half-day
workshop, also on basic IT skills, for the
senior citizens at Jenjarom Old Folks’
Home. In addition, festive celebrations
were also held at the these homes, with
Maxis staff and residents both enjoying
the merriment of Chinese New Year
and Deepavali.
As part of its ongoing community
initiatives, Maxis also organised a
special visit to Zoo Negara for the
members of the ILTC.
Participanting in the Rat Race allowed Maxis to play a part in donating funds to 28 beneficiaries in a more
fun and engaging manner, as this involved a network of Maxis volunteers and staff acting not only as
runners, but also as cheerleaders and supporters.
Maxis introduced the ‘Share The Light’ campaign
in conjunction with Deepavali, which saw us
partnering with LINE to empower Malaysians to
donate digitally. The public just needed to view
the ‘Share The Light’ video and download free
Deepavali stickers from LINE. For every single
download, Maxis donated RM1 with the proceeds
going to 10 selected children’s homes around
the country.
Maxis also got its employees actively
involved in CR activities by introducing
the Hot Beverage Charity Card. Through
this internal campaign, employees
were able to purchase 10 cups of any
beverage of their choice by purchasing
the charity cards for just RM50. Three
charity organisations, namely Beautiful
Gate, Pertubuhan Kebajikan Ibu Tunggal
An-Nur Kuala Lumpur & Selangor and
Trinity Community Children’s Home
Society, have been identified to receive
the collection.
SUSTAINABILITY REPORT 2013/2014
29
good practices in procurement
making a difference to the community
Relief Aid for Flood Victims
We provided aid to flood victims in three
areas by distributing essential items at
relief centres at Sekolah Kebangsaan
Getting, in Tumpat, Kelantan, as well as
SK Teluk Kepayang and SK Muzafar Sha
in Bota, Perak.
We also publicised the Ministry’s and
MCMC’s Humanitarian Donation Drive
through SMS blast from 29 December
2014 onwards to all our customers, as
well as announcement on our website
and social media channels.
To make it easier for customers in the
affected states to stay in touch with
their loved ones, we provided free 100
minutes and 100 SMS over the weekend
of 27 December 2014.
Further to that, from 31 December
2014 until 2 January 2015, we offered
our Hotlink customers in Kelantan
and Terengganu free calls and SMS to
other Hotlink/Maxis numbers, while our
postpaid customers enjoyed
100 minutes and 100 SMS to any Maxis/
Hotlink numbers.
Sourcing for
green products
As part of its relief efforts for the flood victims, Maxis provided aid in the form of essential items as well
as free calls and SMS to help customers stay in touch with loved ones.
Maxis Scholarships for Excellence Awards (MSEA)
diesel hybrid system
The programme now offers scholarship opportunities to all Malaysians to pursue
undergraduate studies in the field of Engineering, Technology and Social Sciences in
top institutions overseas.
In 2014, 10 scholarships were awarded to deserving students.
and energy savings lighting system
were deployed to replace the traditional generator set
to increase energy efficiency.
Advocating Green Practices Among
Our Vendors
In addition, we provided 35 free lines
at selected relief centres - 10 in Kota
Bahru, 15 in Ipoh and 10 in Kelantan.
More than 100 Hotlink dealers’ shops
were damaged and our partners had
suffered varying degrees of losses.
Some of the shops were completely
submerged under water, causing the
efforts to resume business operations
arduous.
Maxis Scholarship for Excellence Awards is open to all Malaysians, offering scholarship opportunities for
undergraduate studies in top institutions overseas.
We helped clean their shops, refurbish
their display cabinets, restore IT
systems and replenished POSM
materials to help them resume
operations. We also repainted some of
the dealers’ shops.
“It feels great. After various assessments, it’s truly an honour to be one
of the recipients. This is a lifetime opportunity and I’m very grateful to
Maxis for it.” said Girrja
SUSTAINABILITY REPORT 2013/2014
solar hybrid system
In 2014, Maxis extended the MSEA programme to all Malaysians, instead of just
to our customers and their children. We want to play a bigger part in developing
the country’s talent pool by nurturing exceptional young Malaysians and eventually
developing them to hold leadership positions in Maxis, in particular, and the
communications industry in general.
Customers in the affected states were
also given free Notify Me SMS beginning
from 3 to 31 January 2015.
30
such as the
As part of
our efforts to
reduce energy
consumption, our
engineers work
with selected third
parties to develop
a heat management
system that reduces
air-conditioning run
time and thereby
lower our power
consumption.
“It feels amazing being a MSEA recipient. I still wake up in the morning
in disbelief. Not only have I been waiting so long for a chance to further
my studies, but to also get it from one of the most coveted scholarship
programs in the country is the cherry on top.” said Afiq
“I’d like to thank Maxis for giving me the opportunity to be part of their
young talent pool and to better serve the nation through the MSEA
programme.” said Tien Eu Min
As part of our efforts to reduce energy
consumption, our engineers work with
selected third parties to develop a heat
management system that reduces
air-conditioning run time and thereby
lower our power consumption. Our
procurement process supports this
effort by sourcing for green products
such as the solar hybrid system and
energy savings lighting system for our
sites. The diesel hybrid system was
deployed to replace the traditional
generator set to increase the efficiency
of energy and diesel consumption
at sites.
We have also re-evaluated the
evaluation criteria for the award of
major tenders. Apart from the products
and services pricing, low energy
consumption is also considered in the
selection of a suitable vendor.
Fulfilling Ethical Requirements
Maxis’ emphasis and expectation of
high ethical business standards in its
Supply Chain Management process is
reiterated with the requirement for all its
active registered vendors to periodically
acknowledge their commitment to the
Maxis Code of Business Practice. This
is to ensure our vendors continue to
be committed to conduct business
with Maxis in the most transparent and
ethical manner. The evaluation and
selection of vendors are also guided by
vendors’ compliance to the technical and
commercial requirements as specified in
the Maxis Procurement Manual.
In complying with the Personal
Data Protection Act 2010 (PDPA)
requirements, Maxis has embarked on
an exercise of sending PDPA notices
to all its active registered vendors to
ensure observance and compliance
to the PDPA requirements. Maxis
also conducts anti-fraud workshops
which involves speakers from various
departments including Sourcing
Department, to share the controls in
place and real life fraud cases in their
respective field of expertise.
SUSTAINABILITY REPORT 2013/2014
31
creating a great place
to work
Developing and retaining the right people is critical to us. As we take our
transformation journey from OK to great, the emphasis is strongly on
creating a great place to work for great people. We are building leadership
and capability in the skills most crucial to our business, particularly in
diversifying our product and service offerings, especially in enterprise
solutions and digital services. We work hard to retain our best people and to
provide an environment that will motivate them to give their best and reach
their full potential.
CULTURE CHANGE AND NEW WAY OF WORKING
CULTURE CHANGE AND NEW WAY OF WORKING
Total Workforce by Employee Type, Gender and Age
Jan 2013 Dec 2013
Jan 2014 Dec 2014
Total Number
3,117
2,901
Within Malaysia
3,117
2,901
Executive
2,155
2,035
Non-Executive
963
865
Full-Time
3,117
2,901
Part-Time
0
0
Permanent Staff
2,903
2,652
Non-Permanent Staff (Contract)
214
248
Female
1,416
1,286
Male
1,701
1,614
<30
909
805
31-40
1,519
1,345
41-50
608
679
>51
81
71
Female
10
12
Male
29
19
Employee by Age Group (%)
(as of 31 December 2014)
3%
28%
23%
<30
31-40
41-50
>51
46%
Age Group
Maxis Way represents who we are, what we do, how we work and how we want to be perceived, all with the aim of becoming a Company admired for excellence.
Living the Maxis Way
The “Maxis Way” is about who we are, what we do, how we work and how we want to be perceived. It is about being constantly
inspired to become better as an individual, and as a team player, as well as embracing our new way of working together towards
making us a company that is admired for excellence.
Leadership Positions (SLT & Above)
The Maxis Way was officially launched in February 2014, followed by the various programmes and activities meant to create
awareness and educate employees in the Maxis Way. To inspire change and get employees to embrace the Maxis Way more
swiftly, we conducted company-wide Living the Maxis Way (LMW) workshops. To ensure all employees are on the same page,
we also developed and distributed a Maxis Way toolkit, which breaks the Maxis Way down into easily digestible bits to help
everyone understand it better.
Employee Turnover by Age Groups and Gender
Jan 2013 Dec 2013
Jan 2014 Dec 2014
Within Malaysia
23.74%
17.91%
Female
307
269
Male
433
369
Age Group
196
228
31-40
312
217
41-50
157
146
>51
75
47
SUSTAINABILITY REPORT 2013/2014
(as of 31 December 2014)
7%
23%
<30
34
Employee Turnover by
Age Group (%)
<30
31-40
41-50
>51
34%
36%
staff
were selected as
change agents
to conduct the
workshops (LMW)
over 3,000
maxisians
were trained
in over 100
sessions
Maxis Way Values of
Engaged People
Positive
We are committed, driven, and change-oriented.
passionate
We are proud of our brand, obsessed about
our customers and their experience, and are
passionate about how we work.
collaborative
We are inclusive, team-oriented, and supportive
of each other.
SUSTAINABILITY REPORT 2013/2014
35
CULTURE CHANGE AND NEW WAY OF WORKING
CULTURE CHANGE AND NEW WAY OF WORKING
Employee Engagement - Collaboration And Having Fun @ Work
Maxis people work hard, and have fun doing it. At Maxis, we are cognisant of the fact that creating a platform for social
interaction amongst colleagues is important in fostering teamwork, loyalty and commitment. Apart from the usual employee
events such as annual dinners, family days, festive gatherings and treasure hunts, we have also introduced initiatives to inject
fun, competition and sports into our engagements.
Informal meeting rooms facilitate good discussion between teams.
Maxis’ redesigned office boasts an open space concept meant to promote
collaboration.
• Leadership Communications
We also recognise that dialogues with leaders help people feel connected to the business. We made this happen through CEO
Coffee Chats, quarterly divisional townhalls and briefings for the managers.
The Mini Café is a central hub with a spacious and open layout that encourages connection through chance encounters.
New Ways of Working
We want Maxis to be a showcase a representation of a modern digital age
company. The new way of working is
characterised by surprising simplicity,
where we work well together and have
fun.
Breaking Down Walls with Open
Space Office
Our redesigned office is an open space
with clustered workstations. Employees
can sit where they wish. Everyone,
including the CEO, sits in the same
open-plan space regardless of his or her
role or job title.
Laptops have replaced desktop PCs,
mobile phones have replaced desk
36
SUSTAINABILITY REPORT 2013/2014
phones, wi-fi has replaced fixed
broadband connections. We’ve also gone
paperless for maximum efficiency
at work.
This work environment has resulted in a
more engaged, productive workforce.
Enterprise Social Network as
Collaboration Tool
We believe effective internal
communication is two-way. Our
Intranet, which is complemented by
the enterprise social network Yammer,
keeps employees up-to-date on
company strategies, internal news and
events, as well as provides videos from
around Maxis and promotes
constructive discussions.
Managing Organisational Change
In 2013, we refined our organisational
structure to make it more agile and lean,
streamlining our operations into four core
areas: Consumer Business, Enterprise
Solutions, Digital Services and Sales and
Services. As part of the exercise, all roles
were evaluated to re-align employee skill
sets with our business priorities.
Maxis provided support to help affected
employees find new jobs either within
the Company or externally as part of a
Career Transition Scheme which
Maxis undertook.
• Superhero Event Celebrating the Frontliners
• Family Day
The event saw more than 1,520 of our frontline staff
come together for a night of fun with the SLT and MMT,
during which they had the opportunity to interact with
the management and find out more about our network,
products and services as well as business operations.
Our employees enjoy a healthy and interactive social
calendar courtesy of special events such as our annual
Family Day to create camaraderie outside the
office environment.
SUSTAINABILITY REPORT 2013/2014
37
CULTURE CHANGE AND NEW WAY OF WORKING
• Geekology
• Maxis Wellness Month
As a mobile technology company,
Maxis encourages its employees
to showcase their creativity and
innovation as demonstrated by its
first ever ‘Geekology’ Day. They
were given a chance to come up
with game-changing ideas related to
technology for a chance to win
cash prizes.
With the aim to get employees
fit and healthy, Maxis dedicated
the entire month of June 2014 to
wellness. This ranged from activities
that pushed our employee’s
physical fitness to the test, such
as boot camp sessions - to a less
intensive sports carnival which
saw 373 participants and over 400
spectators involved in telematches,
futsal, badminton, as well as
exhilarating volleyball matches.
TRAINING and DEVELOPMENT
• Volunteering for Charities and
Communities
Our employees are encouraged to
volunteer in Maxis-led community
initiatives, and are given at least
three days per year of work time for
this purpose.
Voice of Maxis
We use our annual company-wide people survey, Voice of Maxis (VOM), to get a better understanding of our employees’ morale,
satisfaction and engagement at Maxis. Employees are asked to give their feedback on communication, values, culture, leadership
and work environment. For a company undergoing transformation, Maxis recorded healthy improvement its VOM score in 2014.
Employee Engagement score in particular improved to 75% from 67% in 2013.
Voice of Maxis 2014: Employee Engagement score improved significantly from 2013
Increase vs. 2013
Customer Focus
86
11
Communication82
12
Sustainable Engagement
6
82
Our Values, Our Culture
80
Supervision/Manager’s Effectiveness
7
75
75
Employee
Engagement
Score (%)
38
We conduct an annual analysis of
learning needs across the business
to identify priorities and ensure that
learning plans support our business
strategy. Our training arm, Maxis
Academy, works with leading business
schools and accredited external
providers to develop and deliver the
SUSTAINABILITY REPORT 2013/2014
training. With a competency-based blended learning approach, we aspire to increase
the scope, quality and impact of learning and development.
Overall Training Summary for 2013 and September 2014
Total Consolidated Training Hours
Training Delivery
Method
No. of Learning Hours
YTD Nov 2013
Total Learning Hours
Per Staff
Target Learning Hours
Per Staff
2013
Instructor Led Training (ILT)
70,009.50
23.11
20.00
Web Based Training (WBT)
5,055.45
1.67
10.00
75,064.95
24.77
30.00
38,956.75
13.51
20.00
4,531.83
1.57
10.00
43,488.58
15.08
30.00
Total Learning Hours
2014
69
Instructor Led Training (ILT)
67
Web Based Training (WBT)
2011
In line with our commitment to human capital development in delivering quality learning to our employees,
we also invested in online learning, coaching and mentoring by subject matter experts and senior leaders.
8
N = 2,576 (86% response rate)
71
At Maxis, we take pride in honing
and developing our talent - whether
it’s for young and vibrant individuals,
or for identified future leaders of the
organisation.
24
76
Employee Engagement
Our long-term
sustainability
depends on us
having the right
people with
the right skills
to manage our
network and
continuously
rethink our
systems, processes
and products.
2012
2013
2014
Total Learning Hours
SUSTAINABILITY REPORT 2013/2014
39
TRAINING and DEVELOPMENT
TRAINING and DEVELOPMENT
Maxis received the
Graduate
Recruitment
Award
for having the Best Management
Trainee/Graduate Programme,
hosted by GradMalaysia and
endorsed by TalentCorp.
The Maxis Management Associate Programme (MMAP) is tailored to nurture and groom able young talents into future leaders.
Management Associates were given the opportunity to share their Technical Expertise experience with
the CTO over lunch.
The Maxis Internship Programme
Partnerships and Market Engagement
This programme is open to Malaysian
students, studying locally and overseas,
who are interested to gain exposure in
the telecommunications industry.
In an effort to continuously engage with
young talents, Maxis hosted high school
and university students in our premises
through various collaborations with
universities and student bodies. These
engagements included conducting
career talks, business case challenges
and visits to the Maxis Academy.
In 2013, Maxis recruited 94 interns who
were assigned to projects in line with
their field of study. The programme
exposed the interns to cross-functional
projects, mini assignments and
engagement activities.
The students were given the opportunity
to engage with Maxis senior leaders
and be involved in projects sponsored
by Maxis. Among the schools that Maxis
hosted included:
• Harvard Business School
• Melbourne University
• Swinburne University of Technology
• Vellore Institute of Technology
In 2013 and 2014, Maxis was voted as the leading graduate employer in
Malaysia’s 100 Leading Graduate Employers Awards Ceremony for the
telecommunications sector. In 2013, Maxis also received the Graduate
Recruitment Award for having the Best Management Trainee/Graduate
Programme, hosted by GradMalaysia and endorsed by TalentCorp.
Our training academy aims to change
mindsets and make learning fun,
through a wide variety of customised
business and professional development,
leadership management, technical, sales
and service and customer experience
programmes.
We want people to grow at Maxis and
develop their careers in the Company,
either through promotion or a change
of role to broaden their experience. We
40
SUSTAINABILITY REPORT 2013/2014
also conduct quarterly Talent Reviews
for senior leaders to identify highpotential leaders, match their skills to
business needs and help individuals
achieve their development goals.
Maxis Management Associate
Programme (MMAP)
The MMAP is designed to provide its
graduates with a holistic view of the
business while being hands-on in
customer intimacy, technical expertise,
operational excellence and business
impact. This two-year fast-track
programme empowers the younger
workforce to make a difference and
become change agents for
the organisation.
MMAP empowers the younger workforce to make a difference and become change agents for the organisation.
SUSTAINABILITY REPORT 2013/2014
41
ensuring health and safety
benefits and rights
Osh Contractor Safety Management
Procedure
• Highlights Maxis’ OSH policy,
procedures and requirements.
• Training programmes for internal
(Maxis employees) and external
(Contractors) workforce.
• Quarterly audits on all contractors.
• Quarterly communication sessions
with all Safety and Health Officers.
• Maintaining a good working
relationship with the Department
of Occupational Safety and Health
(DOSH).
• Ensuring compliance to all local
legislations in relation to OSH i.e.
Occupational Safety and Health
Act (OSHA) 1994, Factories and
Machinery Act (FMA) 1967 and its
regulations.
Contractor Safety and Health
Construction Manual
• Designed to guide contractors on
the best practices for health and
safety at worksites. It also provides
the basic information needed on
relevant laws and regulations within
the construction industry.
Separately, Maxis has also implemented
several safety initiatives to inculcate and
instill a safe working culture within the
Company. These include:
Maxis applies strict safety measures and guidelines
to safeguard the welfare and interest of our
employees.
Maxis continuously emphasises that
high standards of health and safety need
to be constantly maintained. Employees,
visitors, contractors as well as the
public can rest assured that a safe and
healthy working environment will be
provided through the development of
our Occupational Safety and Health
Management System (OSHMS).
This system is adopted through
the Occupational Safety and Health
Malaysian Standard 1722 that outlines
the general guidelines towards the
development of a sustainable health and
safety culture in Maxis.
While the OSHMS serves as a point of
reference, we have also taken additional
measures in cultivating this culture
through the development of policy
manuals as listed below:
Occupational Safety and Health (OSH)
Manual and Procedures
• A documented system developed for
the purpose of hazard prevention,
performance monitoring and
measurement guidelines aimed at
highlighting awareness on potential
risk and avenues to reduce/mitigate
incidents.
42
SUSTAINABILITY REPORT 2013/2014
• Safety Inspection for Network
related projects i.e. Installation,
Upgrade, Maintenance and Survey.
The table below describes statistics between January 2013 and June 2014 on
activities/initiatives that were carried out:
In 2014, a new benefit programme was introduced in line with
the Maxis Way culture. Designed to be competitive with market
benchmarks, the new plan is common to all Maxis employees
and eliminates differentiated benefits based on grade and
seniority.
The new key benefit upgrades include:
• Standardisation of annual leave to
20 days
• Extended maternity leave of up to
120 days
• Increased EPF contribution to 15%
effective in 2015
• Simplified medical outpatient which
allows direct access to Specialists and
increased hospitalisation limit
• Standardised device subsidy of
RM1,500
Ethics, Anti-Corruption and Bribery
Behaving responsibly is fundamental to our approach to business. Whether it’s with
our customers, employees or suppliers, we must always do the right thing and act
within the law. We have stringent measures in place to prevent improper conduct
such as bribery, corruption and fraud.
No. of Activities
Safety Activities
Jan - Dec 2013
Jan - June 2014
Training
24
11
Workforce Participation for Trainings
220
161
Safety Inspections
169
125
Contractors Documentation Audit
17
0*
* Audit frequency has been amended from a quarterly basis to a half-yearly basis.
Rate of injury and number of work-related fatalities:
Fatalities
Total
Accidents
Lost Time
Accident
Rate*
Severity
Rate**
July 2013 - June 2014
0
1#
0.29
5.57
July 2012 - June 2013
0
0
0
0
Year
* (1000 x no. of accidents)/average workers per year.
** (1,000,000 x LTI)/man hour.
# Slip and fall incident at Lift Lobby due to wet floor condition involving Maxis
employee with 44 days of LTI. Building Owner is responsible for the
maintenance and cleanliness of the area. All evidence have been provided
to DOSH.
SUSTAINABILITY REPORT 2013/2014
43
advocating environmentally
friendly practices
The core of our environmentally friendly initiatives involves increasing the
energy efficiency of our network facilities as well as reducing and managing
our carbon emissions. This is where we can make the biggest difference to
our environmental footprint. Additionally, this year we’ve also implemented a
paperless policy throughout our headquarters in Menara Maxis.
advocating environmentally friendly praCtices
advocating
environmentally friendly
pratices
advocating
environmentally
friendly
praCtices
Average Electricity Cost Per Physical Site
(At Current Rate of RM0,509/kWh**)
This is detailed in the following three key areas:
1) Resource Efficiency
2) Carbon Management
3) Waste Management
Resource Efficiency
Increasing the energy efficiency of our network facilities has been central to our
environmentally friendly initiatives.
We have improved our energy usage over the years by adopting various energy
efficiency solutions at our base stations and Technical Operations Centres (TOC),
which include the installation of free cooling systems, energy efficient airconditioners and LED lighting. Additionally, we have also been exploring the use of
alternative energy, with 44 of our base stations now operating on solar power.
305
300
295
295
7700
287
7600
290
285
7500
280
7400
275
2012
Physical Sites (2G and 3G)
2013
2014*
12,470
11,841
2012
2014
2013
We have managed to effectively manage our carbon emissions by embarking on a strategy to modernise our 2G and 3G legacy
networks, introducing energy efficient “Single RAN” or multi-technology radio platforms. We have also expedited replacing diesel
power with solar power at remote base stations and advocate the sharing of networks so that resources are not duplicated.
Energy Usage (GWh)
Number of Sites
7800
13,073
Carbon Management
Number of Sites vs. Energy Usage
301
13,200
13,000
12,800
12,600
12,400
12,200
12,000
11,800
11,600
11,400
11,200
11,000
** Latest electricity tariff rate as per time of reporting
The chart below shows the total number of physical sites (2G and 3G) against
our network energy usage over the past three years. Although we are building
more sites year-on-year, our effective energy usage has decreased with the
implementation of energy efficiency initiatives.
7900
RM per annum
We recognise that
the creation of
our products and
services may have
an impact on the
environment, which
is why we’re doing
our best to promote
environmentally
friendly practices
both externally
and within the
organisation.
The following chart shows comparison of average electricity cost per physical site for the past three years, which sees a drop of
about 5%, year-on-year. This signifies better efficiency in electricity usage at our sites.
The core of our environmentally friendly initiatives involves increasing the energy
efficiency of our network facilities as well as reducing and managing our carbon
emissions. This year, we’ve also implemented a paperless policy throughout our
headquarters in Menara Maxis.
As of June 2014, 61.7% of our physical base station sites are shared with other operators and 21.3% active 3G Radio Access
Network (RAN) sharing with UMobile.
With these initiatives in place, we have recorded a cumulative reduction of 56,052 tonnes of carbon dioxide (CO2) emissions
from 2009 to 2014, resulting in a total reduction of about 6% over five years. These results are shown in the charts below:
Network GHG Emission Performance (Tonnes CO2e)
250,000
200,000
176,672
180,086
193,911
202,434
199,122
56,052
193,956
150,000
100,000
50,000
Total Network Energy Usage
2009
2010
2011
2012
2013
70,000
60,000
50,000
40,000
30,000
20,000
10,000
2014
Actual CO2 emission
Expected CO2 emission (2009 baseline projection)
Cummulative CO2 emission reduction
46
SUSTAINABILITY REPORT 2013/2014
SUSTAINABILITY REPORT 2013/2014
47
advocating environmentally friendly practices
The chart below shows annual CO2 emissions per Base Transceiver Station over
the past three years, which shows a reduction of some 4% year-on-year. This is in
accordance with our overall improvement in energy efficiency across the network.
27.50
27.00
Tonnes CO2e
27.14
26.00
26.13
25.50
25.24
25.00
1. Product certification
2.Performance testing
3.Recycled content and renewable
resource
4. Waste reduction
5. Energy and resource efficiency
6. Hazardous materials and substances
7.Packaging
8. Supplier sustainable attributes
24.50
24.00
2012
2014
2013
Maxis Takes First Step Towards Green
Procurement
Maxis has introduced the Sustainable
Product Purchasing checklist into our
contract requirements in 2014. This
is meant to provide product visibility
in terms of environmental and human
health concerns while highlighting
sustainable activities of our vendors.
It is our responsibility to search for high
quality products at competitive prices
with minimal adverse impacts to the
environment. The areas considered in
the checklist covers:
Average CO2 Emission Per Base Station
26.50
gri content index
Waste Management
WWF Paperless Initiative
Internally, we are pleased to report that through improvements in our processes, we
have reduced paper usage for our day-to day administrative operations. This does
not only reduce waste, but resulted in cost savings in our overheads as well.
Maxis has also extended its paperless
initiatives to our customers. While
we have, in the past, encouraged our
customers to opt for our e-billing
service by taking RM5 off their total
bill, we have taken a step further with
a three-month campaign with the
World Wide Fund for Nature (WWF).
From October to December 2014, we
introduced an e-billing initiative - with
every conversion, RM2 was donated
to WWF-Malaysia as part of their
reforestation project in Ulu Segama,
Sabah.
Quantity
(Ream)
Per Ream (RM)
Total (RM)
A4 80gsm Paper - Klang
Valley Locations (2013)
25,160
7.5
188,700.00
A4 80gsm Paper Menara Maxis Only (2013)
7,200
7.5
54,000.00
Reduction noticed in the
last 3 months (less 10%)
720
Estimated reduction over
the next 1 year
6,480
5,400.00
In line with our efforts to maintain a paperless workplace, all employees are also
required to clear their workstations at the end of the day, especially any printed
documents.
SUSTAINABILITY REPORT 2013/2014
The guidelines contain principles and
performance indicators for reporting.
More than 3,000 organisations have
used the guidelines to produce their
sustainability reports. The latest version,
G3.1 was launched in March 2011,
and is used for this report.
Description
Page
Remark
1.1
Statement from the most
senior decision-maker of the
organisation.
4-5
Chairman’s
Statement
1.2
Description of key impacts,
risks, and opportunities.
4-5,
6-9
Chairman’s
Statement,
CEO’s Statement
2.1
Name of the organisation.
3
Who We Are
2.2
Primary brands, products,
and/or services.
3
Who We Are
2.3
Operational structure of
the organisation, including
main divisions, operating
companies, subsidiaries, and
joint ventures.
12
Corporate
Structure
2.4
Location of organisation’s
headquarters.
Back
Cover
2.5
Number of countries where
the organisation operates,
and names of countries with
either major operations or
that are specifically relevant
to the sustainability issues
covered in the report.
60
About the Report
2.6
Nature of ownership and
legal form.
12
Ownership
2.7
Markets served (including
geographic breakdown,
sectors served, and types of
customers/beneficiaries).
3
Who We Are
2.8
Scale of the reporting
organisation.
13
Financial
Highlights
2.9
Significant changes during
the reporting period
regarding size, structure, or
ownership.
2.10
Awards received in the
reporting period.
10-11
Awards and
Recognition
3.1
Reporting period (e.g., fiscal/
calendar year) for information
provided.
60
About the Report
3.2
Date of most recent previous
report (if any).
60
About the Report
48,600.00
This year, we have also further reinforced the concept of a paperless workplace. For
instance, the introduction of mobile workstations at our headquarters in Menara Maxis
makes it challenging for employees to store paper - instead, scanned documents
are encouraged, greatly reducing the need to print and use paper unnecessarily. In
addition, the number of printers per floor have also been halved, from four to two.
48
Our report is
aligned to the
Global Reporting
Initiative (GRI),
the leading
guidelines for
sustainability
reporting. The
GRI is a multistakeholder
organisation,
seeking to
make social,
environmental
and governance
reporting as
robust as financial
reporting.
Profile
Disclosure
A paperless workplace means employees are
expected to maintain a clean workstation.
SUSTAINABILITY REPORT 2013/2014
49
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Profile
Disclosure
Description
Page
Remark
Profile
Disclosure
3.3
Reporting cycle (annual, biennial, etc.)
60
About the Report
4.6
3.4
Contact point for questions regarding the report or its contents.
60
About the Report
Processes in place for the highest governance body to ensure
conflicts of interest are avoided.
3.5
Process for defining report content.
60
About the Report
4.7
3.6
Boundary of the report (e.g., countries, divisions, subsidiaries,
leased facilities, joint ventures, suppliers). See GRI Boundary
Protocol for further guidance.
60
About the Report
Process for determining the composition, qualifications, and
expertise of the members of the highest governance body and
its committees, including any consideration of gender and other
indicators of diversity.
4.8
3.7
State any specific limitations on the scope or boundary of the
report (see completeness principle for explanation of scope).
60
About the Report
3.8
Basis for reporting on joint ventures, subsidiaries, leased
facilities, outsourced operations, and other entities that can
significantly affect comparability from period to period and/or
between organisations.
3.9
Data measurement techniques and the bases of calculations,
including assumptions and techniques underlying estimations
applied to the compilation of the Indicators and other
information in the report. Explain any decisions not to apply,
or to substantially diverge from, the GRI Indicator Protocols.
3.10
Explanation of the effect of any re-statements of information
provided in earlier reports, and the reasons for such restatement (e.g.,mergers/acquisitions, change of base years/
periods, nature of business, measurement methods).
3.11
Significant changes from previous reporting periods in the
scope, boundary, or measurement methods applied in the
report.
3.12
Table identifying the location of the Standard
Disclosures in the report.
3.13
Policy and current practice with regard to seeking external
assurance for the report.
4.1
Governance structure of the organisation, including committees
under the highest governance body responsible for specific
tasks, such as setting strategy or organisational oversight.
49
GRI G3.1 Index
16
CR Governance
Description
Page
Remark
Internally developed statements of mission or values, codes of
conduct, and principles relevant to economic, environmental, and
social performance and the status of their implementation.
14
Shaping a Sustainable Future
4.9
Procedures of the highest governance body for overseeing
the organisation’s identification and management of economic,
environmental, and social performance, including relevant
risks and opportunities, and adherence or compliance with
internationally agreed standards, codes of conduct, and
principles.
16
CR Governance
4.10
Processes for evaluating the highest governance body’s
own performance, particularly with respect to economic,
environmental, and social performance.
16
CR Governance
4.11
Explanation of whether and how the precautionary approach or
principle is addressed by the organisation.
17
Anti-Corruption, Whistle-Blowing
Policy, Personal Data Protection
Act, Network Deployment
4.12
Externally developed economic, environmental, and social
charters, principles, or other initiatives to which the organisation
subscribes or endorses.
25
Engaging with Stakeholders for
Customer Insights
4.13
Memberships in associations (such as industry associations)
and/or national/international advocacy organisations in which
the organisation: * Has positions in governance bodies;
* Participates in projects or committees; * Provides substantive
funding beyond routine membership dues; or * Views
membership as strategic.
25
Engaging with Stakeholders for
Customer Insights
4.14
List of stakeholder groups engaged by the organisation.
4.15
Basis for identification and selection of stakeholders with whom
to engage.
37
Partially - Stakeholders
Engagement
Stakeholders Engagement
4.2
Indicate whether the Chair of the highest governance body is
also an executive officer.
4.16
37
Stakeholders Engagement
4.3
For organisations that have a unitary board structure, state
the number and gender of members of the highest governance
body that are independent and/or non-executive members.
Approaches to stakeholder engagement, including frequency of
engagement by type and by stakeholder group.
4.17
37
Stakeholders Engagement
4.4
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body.
Key topics and concerns that have been raised through
stakeholder engagement, and how the organisation has
responded to those key topics and concerns, including through
its reporting.
4.5
Linkage between compensation for members of the highest
governance body, senior managers, and executives (including
departure arrangements), and the organisation’s performance
(including social and environmental performance).
50
SUSTAINABILITY REPORT 2013/2014
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Standard Disclosures Part III: Performance Indicators
PERFORMANCE
INDICATOR
PERFORMANCE
INDICATOR
DESCRIPTION
PAGE
REMARK
DESCRIPTION
Water
Economic Performance
EC2
REMARK
ECONOMIC
ECONOMIC
EC1
PAGE
Direct economic value generated and distributed, including
revenues, operating costs, employee compensation,
donations and other community investments, retained
earnings, and payments to capital providers and
governments.
19-33
Financial implications and other risks and opportunities for
the organisation’s activities due to climate change.
45-48
EN9
Water sources significantly affected by withdrawal of water.
Our direct water usage is
limited to standard office use
and we do not consider this a
material issue
EN10
Percentage and total volume of water recycled and reused.
Our direct water usage is
limited to standard office use
and we do not consider this a
material issue
EN11
Location and size of land owned, leased, managed in, or
adjacent to, protected areas and areas of high biodiversity
value outside protected areas.
Our impact on biodiversity is
limited to land use for base
stations and office operations.
We do not consider this a
material impact
Becoming an Operator of
Choice
Advocating Environmentally
Friendly Practices
Market Presence
EC6
Policy, practices, and proportion of spending on
locally-based suppliers at significant locations of operation.
19-33
Becoming an Operator of
Choice
EC7
Procedures for local hiring and proportion of senior
management hired from the local community at significant
locations of operation.
19-33
Becoming an Operator of
Choice
EN12
Description of significant impacts of activities, products and
services on biodiversity in protected areas and areas of high
biodiversity value outside protected areas.
19-33
Becoming an Operator of
Choice
Our impact on biodiversity is
limited to land use for base
stations and office operations.
We do not consider this a
material impact
EN13
Habitats protected or restored.
Our impact on biodiversity is
limited to land use for base
stations and office operations.
We do not consider this a
material impact
EN14
Strategies, current actions and future plans for managing
impacts on biodiversity.
Our impact on biodiversity is
limited to land use for base
stations and office operations.
We do not consider this a
material impact
EN15
Number of IUCN Red List species and national conservation
list species with habitats in areas affected by operations,
by level of extinction risk.
Our impact on biodiversity is
limited to land use for base
stations and office operations.
We do not consider this a
material impact
Indirect Economic Impacts
EC8
Development and impact of infrastructure investments
and services provided primarily for public benefit through
commercial, in-kind or pro bono engagement.
Not reported - EC3, EC4, EC5, EC9.
Materials
EN1
Materials used by weight or volume.
45-48
Partially - Advocating
Environmentally Friendly
Practices
Energy
EN3
Direct energy consumption by primary energy source.
45-48
Advocating Environmentally
Friendly Practices
EN4
Indirect energy consumption by primary source.
45-48
Advocating Environmentally
Friendly Practices
EN5
Energy saved due to conservation and efficiency
improvements.
45-48
Advocating Environmentally
Friendly Practices
EN6
Initiatives to provide energy-efficient or renewable energy
based products and services and reductions in energy
requirements as a result of these initiatives.
45-48
Advocating Environmentally
Friendly Practices
EN7
Initiatives to reduce indirect energy consumption and
reductions achieved.
45-48
Advocating Environmentally
Friendly Practices
EN8
Total water withdrawal by source.
45-48
Our direct water usage is
limited to standard office use
and we do not consider this a
material issue
52
SUSTAINABILITY REPORT 2013/2014
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53
gri content index
PERFORMANCE
INDICATOR
gri content index
DESCRIPTION
PAGE
REMARK
PERFORMANCE
INDICATOR
DESCRIPTION
EN16
Total direct and indirect greenhouse gas emissions by weight.
45-48
Advocating Environmentally
Friendly Practices
EN18
Initiatives to reduce greenhouse gas emissions and reductions
achieved.
45-48
Advocating Environmentally
Friendly Practices
EN21
Total water discharge by quality and destination.
Our direct water usage is
limited to standard office use
and we do not consider this
material issue
LA13
Composition of governance bodies and breakdown of
employees per employee category according to gender, age
group, minority group membership and other indicators of
diversity.
SOCIAL: HUMAN RIGHTS
Indigenous Rights
Monetary value of significant fines and total number of nonmonetary sanctions for non-compliance with environmental
laws and regulations.
No significant fines or nonmonetary sanction in the
reporting period
HR9
Total number of incidents of violations involving rights of
indigenous people and actions taken.
Not reported - EN2, EN17, EN19, EN20, EN22, EN23, EN24, EN25, EN26, EN27, EN29, EN30.
Not reported - HR1, HR2, HR3, HR4, HR5, HR6, HR7, HR8, HR10, HR11.
SOCIAL: LABOUR PRACTICES AND DECENT WORK
SOCIAL: SOCIETY
LA1
Total workforce by employment type, employment contract and
region, broken down by gender.
33-42
Creating a Great Place to Work
LA2
Total number and rate of new employee hires and employee
turnover by age group, gender and region.
33-42
Creating a Great Place to Work
LA3
Benefits provided to full-time employees that are not provided
to temporary or part-time employees, by major operations.
33-42
Creating a Great Place to Work
Percentage of total workforce represented in formal joint
management-worker health and safety committees that
help monitor and advise on occupational health and safety
programmes.
42
Partially - Ensuring Health and
Safety
Rates of injury, occupational diseases, lost days, and
absenteeism and number of work-related fatalities by region
and by gender.
42
SO1
Percentage of operations with implemented local community
engagement, impact assessments, and development
programmes.
29
Making a Difference to the
Community
SO9
Operations with significant potential or actual negative impacts
on local communities.
20
Network Deployment
SO10
Prevention and mitigation measures implemented in
operations with significant potential or actual negative impacts
on local communities.
20
Network Deployment
Occupational Health and Safety
Public Policy
SO5
Public policy positions and participation in public policy
development and lobbying.
Engaging with Stakeholders for
Customer Insights
Anti-Competitive Behaviour
Ensuring Health and Safety
SO7
Total number of legal actions for anti-competitive behaviour,
anti-trust and monopoly practices and their outcomes.
Training and Education
No legal actions in reporting
this period
Compliance
LA10
Average hours of training per year per employee by gender
and by employee category.
33-42
Creating a Great Place to Work
LA11
Programmes for skills management and lifelong learning that
support the continued employability of employees and assist
them in managing career endings.
33-42
Creating a Great Place to Work
LA12
Percentage of employees receiving regular performance and
career development reviews, by gender.
33-42
Creating a Great Place to Work
SUSTAINABILITY REPORT 2013/2014
We have not identified activities
within our operations which
may impose directly on rights
of indigenous people
Local Communities
Employment
54
Creating a Great Place to Work
Not reported - LA4, LA5, LA8, LA9, LA14, LA15.
Compliance
LA7
33-42
Diversity and Equal Opportunity
Emissions, Effluents and Waste
LA6
REMARK
ECONOMIC
ECONOMIC
EN28
PAGE
SO8
Monetary value of significant fines and total number of
non-monetary sanctions for non-compliance with laws and
regulations.
No significant fines or nonmonetary sanction for noncompliance in the reporting
period
Not reported - S02, S03, S04, S06.
SUSTAINABILITY REPORT 2013/2014
55
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PERFORMANCE
INDICATOR
gri content index
DESCRIPTION
PAGE
REMARK
SOCIAL: PRODUCT RESPONSIBILITY
DESCRIPTION
PAGE
REMARK
20
In Malaysia,
telecommunications
companies are required to be
compliant to the
electromagnetic exposure
standards and guidelines of the
Malaysian Communications and
Multimedia Commission
(MCMC) who are guided by
ICNIRP standards. Reported in
Network Deployment
20
Maxis has the Largest High
Speed Network Footprint
TELECOMMUNICATIONS SECTOR SUPPLEMENT (TSS)
Customer Health and Safety
PR2
PERFORMANCE
INDICATOR
INTERNAL OPERATIONS
Total number of incidents of non-compliance with regulations
and voluntary codes concerning health and safety impacts
of products and services during their life cycle, by type of
outcomes.
No non-compliances in the
reporting period
Health and Safety
IO5
Compliance with ICNIRP (International Commission on
Non-Ionising Radiation Protection) guidelines on exposure to
radiofrequency (RF) emissions from base stations.
Product and Service Labelling
PR4
Total number of incidents of non-compliance with regulations
and voluntary codes concerning product and service
information and labelling, by type of outcomes.
PR5
Practices related to customer satisfaction, including results of
surveys measuring customer satisfaction.
No non-compliances in the
reporting period
23
Raising the Bar in Customer
Service
Marketing Communications
PR7
Total number of incidents of non-compliance with regulations
and voluntary codes concerning marketing communications,
including advertising, promotion, and sponsorship by type of
outcomes.
No non-compliances in the
reporting period
Infrastructure
IO8
Number and percentage of stand-alone sites, shared sites, and
sites on existing structures.
Not reported - IO1, IO2, IO4, IO6, IO7.
Customer Privacy
PR8
Total number of substantiated complaints regarding breaches
of customer privacy and losses of customer data.
No non-compliances in the
reporting period
Compliance
PR9
Monetary value of significant fines for non-compliance with
laws and regulations concerning the provision and use of
products and services.
No non-compliances in the
reporting period
PROVIDING ACCESS
Access to Telecommunications Products and Services: Bridging the Digital Divide
PA1
Policies and practices to enable the deployment of
telecommunications infrastructure and access to
telecommunications products and services in remote and low
population density areas. Include an explanation of business
models applied.
26
Providing Access to
Underserved Communities
PA2
Policies and practices to overcome barriers for access and
use of telecommunications products and services including:
language, culture, illiteracy, lack of education, income,
disabilities, and age. Include an explanation of business
models applied.
26
Maxis Cyberkids Programme
Providing Access to
Underserved Communities
PA3
Policies and practices to ensure availability and
reliability of telecommunications products and services and
quantify, where possible, for specified time periods and
locations of down time.
19-33
Becoming an Operator of
Choice
PA4
Quantify the level of availability of telecommunications
products and services in areas where the organisation
operates. Examples include: customer numbers/market
share, addressable market, percentage of population covered,
percentage of land covered.
19-33
Becoming an Operator of
Choice
Not reported - PR1, PR3, PR6.
TELECOMMUNICATIONS SECTOR SUPPLEMENT (TSS)
INTERNAL OPERATIONS
Health and Safety
IO3
56
Practices to ensure health and safety of field personnel
involved in the installation, operation and maintenance of
masts, base stations, laying cables and other outside plant.
Related health and safety issues include working at heights,
electric shock, exposure to EMF and radio frequency fields,
and exposure to hazardous chemicals.
SUSTAINABILITY REPORT 2013/2014
42
Ensuring Health and Safety
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57
gri content index
PERFORMANCE
INDICATOR
materiality analysis
DESCRIPTION
PAGE
REMARK
Maxis’ Annual Operating planning exercise identify strategic and operational priorities that are most important to the sustainability of
our business.
PROVIDING ACCESS
PA5
WHAT’S IMPORTANT TO US
Number and types of telecommunications products and
services provided to and used by low and no income sectors
of the population. Provide definitions selected. Include
explanation of approach to pricing, illustrated with examples
such as price per minute of dialogue/bit of data transfer in
various remote, poor or low population density areas.
20
Providing Access to
Underserved Communities
These are the five key areas of focus for us:
HAPPY CUSTOMERS
Our top priority is to create as many LIKE moments as possible for our customers. By delivering meaningful solutions and embedding
unmatched customer experiences into our processes, we aim to deliver on our brand promises to our customers.
BEST NETWORK
Customer Relations
PA8
Policies and practices to publicly communicate on MF related
issues. Include information provided at points of sales
material.
20
Partially - Network Deployment
We believe network coverage and quality are real differentiators for us and our customers. We are continually expanding the reach
of our modernised network, upgrading it to increase speed, consistency, and reliability of service. We are also rapidly expanding our
superfast 4G network.
PA9
Total amount invested in programmes and activities in
electromagnetic field research. Include description of
programmes currently contributed to and funded by the
reporting organisation.
20
Partially - Network Deployment
BEST PEOPLE
Initiatives to inform customers about product features and
applications that will promote responsible, efficient, cost
effective and environmentally preferable use.
20
PA11
We need the best people to be able to deliver. That’s why attracting, retaining and developing talent is another key priority for us.
Besides investing in growing and deepening our talents’ skills set, we have refreshed our communication tools and reinvigorated our
work environment into one that encourages openness, fun and collaboration.
Waste Management
We are rising to the challenge of constant global pressures by thinking out-of-the box when creating innovative solutions. We are
always building new products and services and innovative digital services that are relevant and meaningful in an increasingly
digitalised world.
Not reported - PA6, PA7, PA10.
STRATEGIC GOVERNMENT AND INVESTOR RELATIONS
TECHNOLOGY APPLICATIONS
RESOURCE EFFICIENCY
TA1
Provide examples of the resource efficiency of
telecommunications products and services delivered.
19-31
Becoming an Operator of
Choice
TA2
Provide examples of telecommunications products, services
and applications that have the potential to replace physical
objects (e.g. a telephone book by a database on the web or
travel by videoconferencing).
19-31
Becoming an Operator of
Choice
Disclose any measures of transport and/or resource changes
of customer use of the telecommunications products and
services listed above. Provide some indication of scale, market
size or potential savings.
19-31
TA3
INNOVATIVE SOLUTIONS
We regularly engage with the Ministry of Communications and Multimedia and the Malaysian Communications and Multimedia
Commission to shape regulatory policy. We also engage other regulatory authorities and actively participate in various industry forums
such as the Communications and Multimedia Consumer Forum of Malaysia (CFM), Malaysian Access Forum Berhad and Malaysian
Technical Standards Forum Berhad. This way, we can participate in the self-regulatory initiatives of the industry forums to ensure an
acceptable solution for the various stakeholders.
The report covers the initiatives that we have undertaken with the above five key areas as strategic thrusts.
Becoming an Operator of
Choice
Not reported - TA4, TA5.
58
SUSTAINABILITY REPORT 2013/2014
SUSTAINABILITY REPORT 2013/2014
59
about the report
Reporting Period
This is Maxis’ third sustainability report. The report covers the 24 months period from 1 January 2013 to 31 December 2014.
Maxis’ last sustainability report covered the 18 months period from 1 July 2011 to 31 December 2012.
Reporting Scope
Our report covers the operations of Maxis Berhad in Malaysia. This sustainability report discloses our activities in 2013 and
2014, detailing the initiatives that have been undertaken in the marketplace, workplace, community and environment. This report
is to be read alongside our annual report for a more comprehensive view of the Company’s overall financial and non-financial
performance.
Reporting Framework
Our report is aligned to the Global Reporting Initiative (GRI), the leading guidelines for sustainability reporting. We used GRI’s G3.1
guidelines in preparing this report.
We are also guided by Bursa Malaysia’s Corporate Responsibility Guidelines. We believe these best practices reflect and capture
our commitment to Corporate Responsibility (CR).
The report is available to all stakeholders from our website www.maxis.com.my. For further information and comments, please
contact:
MARIAM BEVI BATCHA
Head, Corporate Affairs
Maxis Berhad
Level 24 Menara Maxis
Kuala Lumpur City Centre
Off Jalan Ampang
50088 Kuala Lumpur
T : 603 2330 7000
E : corporateaffairs@maxis.com.my
W : maxis.com.my
60
SUSTAINABILITY REPORT 2013/2014
Maxis Berhad (867573-A)
Level 18, Menara Maxis
Kuala Lumpur City Centre
Off Jalan Ampang
50088 Kuala Lumpur
maxis.com.my