The new strategic direction of TM will contribute to Malaysia as a developed and digital nation, enabled by connectivity that underpins all digital infrastructure and applications in the country
Our strategic journey towards sustainable value creation continues by transforming into a customer centric organisation that enables the Digital Nation
In the near and immediate term, we have identified PIP2019-2021 initiatives guided by four (4) drivers, which are set to accelerate our efforts across the Group to strengthen our delivery and business performance
We operate through our customer clusters of unifi, TM ONE and TM GLOBAL supported by centralised technology professionals and corporate functions.
Enriching customer lives through a digital lifestyle
Create value for businesses through digital enablement
Connecting Malaysia to the world with borderless opportunities
We believe our strategy will result in sustainable and long-term value for all stakeholders, as well as to deliver on our vision and mission.
TM’s Value Creation Model is designed to create sustainable and long-term value for all stakeholders to deliver on our vision
TM places the utmost value on all the lives we touch through our business and operations, and is always looking for ways to further enrich them.
We understand and appreciate the important roles that each stakeholder plays for TM’s success as the leading telecommunications company in Malaysia. We value not just our customers, employees and shareholders, but also our suppliers, regulators and the community at large. Throughout the years, we have actively engaged with various stakeholder groups to provide updates on our organisation and, more importantly, to obtain feedback on their expectations and how to enhance our business, processes and operations.
We are constantly engaging with our numerous stakeholders through various platforms, which include surveys, call centres, online channels and face-to-face discussions. We also interact with local communities through numerous initiatives that help empower marginalised and underdeveloped groups.
This year, in addition to our regular methods of engaging with our stakeholders, we have conducted a special stakeholder engagement exercise that personally interacts with representatives from various stakeholder groups via a formal platform. This was conducted through a third-party organisation to ensure that the engagement was held under neutral circumstances, to capture objective views on TM’s performance and potential material issues without any bias.
The most crucial stakeholders were prioritised according to two (2) main factors:
Three (3) Focus Group Workshops were held for our customers, employees and suppliers, while one-on-one interviews were done with the regulators.
We have analysed their feedback to determine the key material topics and themes, which will be the focus of all our future business and sustainability strategies.
For more details on our stakeholder engagement exercises, kindly refer to our Sustainability Report 2018 at tm.com.my/annualreport/sustainability.
Material topics are matters that are significant to both our stakeholders and to our organisation. If these matters are not systematically managed, they could be detrimental to our long-term business performance and success. Therefore, it is important to accurately identify and prioritise these material topics by effectively analysing their current and future impact on our business and people.
Based on the feedback received from the special stakeholder engagement exercise, we have identified twenty-two material topics, including ten (10) new topics over the last year:
For clarity and better context/coverage of the material issues, the following topics from last year have been renamed, recategorised and/or regrouped:
|Previous Material Topics||Revised Material Topics|
||Responsible Supply Chain|
||Consumer Data & Privacy|
||Diversity & Inclusion|
||Community Welfare & Well-Being|
||Fair & Equitable Policies|
Materiality Methodology: We collected in-depth inputs from participants (qualitative data) as well as the re-ranking of 2017 material topics (quantitative data) from the stakeholder engagement assessment. The findings were juxtaposed with internal sources of data (quantitative data) to clearly determine topics that are considered material to our stakeholders. The Management Committee (MC) then assigned scores to the top material topics identified from the assessment according to their importance to the business. The material topics were ranked according to a 5-Point Rating Scale (1 = Not Important; 2 = Somewhat Important; 3 = Not Sure; 4 = Important; 5 = Most Important). The MC also established weightages to various stakeholder groups to determine the magnitude of their impact on our operations. Finally, we compared and analysed the material topics that are important to both stakeholders and the MC to determine the final 22 material topics, which are then presented on a materiality matrix.
The identified material topics and the materiality matrix are shown below, which have been approved by the Board (via Chairman) and AGCEO.