- Messages
- Profiles
- Business
Model - Management Discussion
and Analysis - Stewardship
- Integrated Risk Management
- Corporate Governance
- Annual Report of the Board of Directors on the Affairs of the Bank
- Report of the Audit Committee
- Report of the Human Resources and Remuneration Committee
- Report of the Nomination and Governance Committee
- Report of the Board Integrated Risk Management Committee
- Report of the Credit Approval Committee
- Report of the Related Party Transactions Review Committee
- Directors’ Statement on Internal Control
- Independent Assurance Report
- Investor
Relations - Financial
Reports- Financial Calendar
- Statement of Directors’ Responsibilities in Relation to Financial Statements
- Chief Executive’s and Chief Financial Officer’s Statement of Responsibility
- Independent Auditors’ Report
- Income Statement
- Statement of Profit or Loss and other Comprehensive Income
- Statement of Financial Position
- Statement of Changes in Equity
- Statement of Cash Flows
- Notes to the Financial Statements
- Other Disclosures
- Supplementary
Information
Business Model
Materiality
Materiality and Value Creation
The Bank considers materiality when formulating any strategic directions or priorities – that is, any economic, social, and environmental aspects that have an influence on its ability to create sustainable value.
These aspects are considered to be material if they are both relevant and significant to our stakeholders and to the Bank. Significance considers the magnitude of the impact of these aspects, as well as the likelihood of their occurrence.
Materiality Matrix
As part of our materiality analysis, we have determined aspects that are of importance to our stakeholders and to the Bank with regard to our economic, social and environmental agenda for sustainable value creation. These have been mapped on the GRI Standards two-dimensional matrix.
| No. | Category/Topic | |
| 1. | Economic performance | |
| 2. | Market presence | |
| 3. | Indirect economic impacts | |
| 4. | Procurement practices | |
| 5. | Anti-corruption | |
| 6. | Energy | |
| 7. | Emissions | |
| 8. | Environmental compliance | |
| 9. | Employment | |
| 10. | Occupational health and safety | |
| 11. | Training and education | |
| 12. | Diversity and equal opportunity | |
| 13. | Non-discrimination | |
| 14. | Freedom of association and collective bargaining | |
| 15. | Child labour | |
| 16. | Forced or compulsory labour | |
| 17. | Local communities | |
| 18. | Marketing and labelling | |
| 19. | Customer privacy | |
| 20. | Socioeconomic compliance |
Management Approach
Through effective engagement with our stakeholders, we are able to map a portfolio of strategies. With the careful execution of these strategies, the Bank and the Group are able to generate and deliver value to its stakeholders, and derive value in turn. This process helps to accomplish the strategic goal of certifying the sustainability of operations of the Bank and the Group. It also helps the Bank to establish durable relationships with customers, empower employees with mutually rewarding careers, generate steady returns for investors, establish mutually beneficial and profitable partnerships with partners and act responsibly towards the society and the environment.
The Management Discussion and Analysis section discusses the initiatives undertaken during the review period in further detail. These initiatives are classified as internal and external capital, taking into consideration the context of the operating environment and the strategic direction.