The Axiata Group
Axiata is one of the leading telecommunications groups in Asia with approximately 350 million customers in 11 countries in ASEAN and South Asia. The Group is listed on the Main Board of Bursa Malaysia Securities Berhad and ranks as the sixth largest company on the bourse as of 31 December 2017.
In pursuit of our vision to be a New Generation Digital Champion by 2021, the Group has transformed itself from a holding entity with a portfolio of pure-play mobile assets into a Triple Core Strategy driven business focus to include Digital Telco, Digital Businesses and Infrastructure. With a broader goal of Advancing Asia, Axiata pieces together the best in the region in terms of innovation, connectivity and talent. As a long-term investor in all our markets, Axiata remains committed to its role as a responsible corporate citizen, to make a difference in people’s lives and help transform the countries in which it operates.
Embarking on Axiata 3.0with a Triple Core Strategy
Axiata has completed two distinct phases of growth since our inception as an independent company in 2008. With the conclusion of Phase 2 in 2015, we have established Axiata as a Regional Champion providing digital and mobile services to approximately 350 million customers across ASEAN and South Asia, as well as being recognised as a responsible corporate citizen and committed long-term investor.
In Phase 3, ‘Axiata 3.0’ is the playbook guiding the Group’s key strategic decisions on Axiata’s journey to become a New Generation Digital Champion by 2021. Axiata 3.0 has evolved into a clearer heading of the core composition and priority growth pillars. Aligned with our core business pillars of Digital Telco, Digital Businesses and Infrastructure, Axiata 3.0 has further refined the strategy of the business moving forward.
Triple Core Strategy at Centre Stage
While building a leading regional mobile operations, Axiata also made its move into adjacent businesses in 2013. First, in carving out its tower assets into a regional independent tower company. Second, by building a digital business unit with a portfolio of investments to explore market opportunities in the area.
Today, Axiata’s business has been reimagined and redefined into a triple core growth engine with the operational businesses of Digital Telco, Digital Businesses and Infrastructure.
- Digital Financial Services
- Digital Advertising
- Enterprise Solutions/
Internet of Things (IoT)
- Digital Platforms
- Tower Company
Axiata 3.0 has been strategised based on long-term external factors of macroeconomic conditions, regulatory environment, digital shift and a competitive landscape.
Core 1 Transforming Mobile Operators toDigital Telcos with Digitisation and Convergence
Core 2 Pivoting into Four Lines ofOperational Digital Businesses
Core 3 Fast-growing Regional IndependentTower Company to Global Scale
Core Values Embraced Across the Group
Code of Conduct
Axiata is committed to conduct its business fairly, impartially and in full compliance with all applicable laws and regulations in Malaysia and in countries where the Group operates.
The Group’s professionalism, honesty and integrity must at all times be upheld in all of the Company’s business dealings by all employees.
Axiata has a Code of Conduct that serves as our commitment in ensuring our business dealings are conducted in a manner that is efficient, effective and fair. Axiata ensures that it is the responsibility of every employee to act in accordance with the policies detailed in the Group’s Code of Conduct.
Full Axiata’s Code of Conduct is available at https://axiata.com/corporate/corporate-governance/
Always doing the right thing and fulfilling promises made to earn the trust of our stakeholders
We are committed to upholding the highest standards of lawful and ethical conduct, and in demonstrating honesty, fairness and accountability in all our dealings
Always pushing ourselves to deliver benchmarked outstanding performance
We are determined to be the winner, leader and best-in-class in what we do. Whilst we are tough with performance standards, we are compassionate with people – we call it Performance with a Heart
These two values are incorporated into the existing values of the individual Operating Companies (OpCos) which include amongst others service excellence, teamwork, creativity and customer centricity.
Shareholding Structure andPortfolio of Investments
Shareholding Structure and Portfolio of Investments
As an emerging leader in Asia’s telecommunications landscape, Axiata made an impressive debut on the Main Board of Bursa Malaysia on 28 April 2008. As of 31 December 2017, Axiata is the sixth largest listed entity on the FTSE Bursa Malaysia KLCI (FBMKLCI). With Khazanah Nasional Berhad as its largest shareholder, Axiata’s shareholding breakdown constitutes a diverse and balanced mix of both local and foreign institutional investors, a testament to its strong business fundamentals, long-term growth prospects and investor proposition.
As a leading telecommunications group in Asia and with majority stakes in Mobile Operators, Digital Businesses and Infrastructure assets, the Group continuously reviews various strategic portfolio options to ensure long-term value enhancement, and optimal deployment of capital and funding for our growth strategies.
Over the last two years, Axiata has attracted high-quality equity partners in some of its best performing companies.
- November 2016, Bharti Airtel Limited at Robi Axiata Limited
- January 2017, Innovation Network Corporation of Japan at edotco Group Sdn Bhd
- April 2017, Kumpulan Wang Persaraan (Diperbadankan) at edotco Group Sdn Bhd
- May 2017, Mitsui Co., Ltd at Smart Axiata Co., Ltd
* Comprise of total shareholdings held by trust funds managed by Permodalan Nasional Berhad
4P Sustainability Framework
Our mission of Advancing Asia is to help our customers connect by piecing together the best in innovation, connectivity and talent. With our presence across 11 diverse and fast emerging countries in ASEAN and South Asia, we have an opportunity to improve the quality of life for our customers and communities through the provision of digital connectivity.
Our 4P Sustainability Framework was developed aligned to Bursa Malaysia’s Sustainability Framework. The Framework covers our material impact in environment, social and marketplace, aligns with our New Generation Digital Champion ambition by 2021, and stakeholders’ demand for greater transparency and disclosure.
Axiata is a member of the Advisory Council of the United Nations Global Compact (UNGC) Network Malaysia. We are committed to embed the 10 principles of the UNGC and support the 17 United Nation’s Sustainable Development Goals in our operations.
Sustainability Governance Structure
The Group Chief Corporate Affairs Officer is responsible for the governance of the Group Sustainability Framework. The Group Sustainability team, helmed by the Head of Group Communications & Sustainability, is responsible for the day-to-day operations. The sustainability team ensures compliance of the Group Sustainability policy, conduct stakeholder engagement, as well as update material issues, standardise data collection and management systems, and provide advisory support and capacity building to operating companies (OpCos).
Sustainability teams at OpCos report indirectly to Group Sustainability. They align and localise the Group’s Sustainability Framework to their national context. They are responsible for daily operations, and implement programmes and data collection to support the Group’s Sustainability Framework. OpCos are encouraged to produce their own Sustainability Report in compliance with the most current Global Reporting Initiative standard.
Axiata’s Sustainability Framework addresses key material issues that have been identified as important to our business and meeting stakeholders expectations. We use a comprehensive methodology to identify material issues which are subsequently addressed by our sustainability initiatives and disclosed in this report.
The material issues identified and disclosed in the Sustainability Report applies to Axiata Group. Each operating company will align and prioritise these issues according to their local context. We review our materiality matrix biennially. As we move towards Integrated Annual Report, we will review our materiality matrix in 2018 to ensure future disclosure of sustainable business issues are aligned and integrated in our business.
|1. Network Quality & Coverage||The availability and reliability of our mobile service within the markets in which we operate|
|2. Digital Inclusion||Our product offerings and special initiatives undertaken to ensure people at all socioeconomic levels can afford digital connectivity|
|3. Employee Development & Welfare||Our initiatives to promote employee development and welfare such as training and remuneration policies|
|4. Local Hiring||The way that we emphasise the hiring of local talent in our operating countries in order to help invest in the local economy|
|5. Privacy & Data Protection||The level of protection we offer our stakeholders in terms of their private data and other confidential information|
|6. Customer Service||The quality of service we provide our customers|
|7. Tax & Licensing||Ensuring that we effectively navigate all taxation and licensing requirements in our various operating countries|
|8. Supply Chain Management||The way in which we manage and interact with our suppliers to ensure that they observe best practices|
|9. Governance & Transparency||The way that Axiata governs our overall organisation and the transparency of our reporting to our stakeholders|
|10. Energy & Climate Change||Our initiatives to mitigate the impact of our business on the environment|
|11. Community Impact/Development||The way our social programmes impact and create value in the communities we serve|
|12. Disaster Management & Response||Our preparation for disaster management in our operating markets|
|13. Business Performance||Our level of profitability and returns on investments to our shareholders|
We perform regular studies on the sustainability performance of top global telecommunication companies as well as publicly available peer information to create benchmarks for our own performance.
We review the feedback from our regulators and address specific areas based on their requests. We also consider the views of regulators not directly related to the telecommunications industry.
We hold regular discussions with our internal staff who engage directly with our key stakeholders. Their perceptions on sustainability are collected and used in designing our sustainability framework.
We review the Group’s Key Performance Indicators (KPIs) and their relevance to sustainability issues.
We review the coverage of the Group’s policies in relation to sustainability.
Top Management Perception
We consider the frequency of each sustainability issue or topic taken up in Senior Management Group meetings and their correlation to Axiata’s short- and long-term strategies.
Risk Management Matrix
We assess the Group’s Risk Management Matrix and the relationship of key risks across the Group to sustainability matters.
Guided by the AA1000 Stakeholder Engagement Standard, our Stakeholder Engagement Framework sets out our approach to identify and prioritise stakeholders, the mechanisms we use to ensure meaningful engagement as well as how we communicate our progress in relation to concerns.
The following diagram contains the key mechanisms for engagement in 2017. The Framework is designed to help us gain a good understanding of the views and expectations of our stakeholders, and the current risks and future opportunities these create. The information from our stakeholder engagement provides essential input to our biennial materiality assessment which guides our focus for reporting and informs our strategic approach. This is outlined in the following section and includes a summary of the concerns and interests of various stakeholder groups. More detailed information on our stakeholder engagement can be found on Page 69 to 70 of this report.
- Net Promoter Score
- Brand Equity Score
- Social Reputation Score
- Customer experience
- Product affordability
- Network availability
- Continuously enhancing customer experience
- Digitising processes
- Digital self-care apps
- New digital products and services
- Employee Engagement Survey
- Town Hall Meetings
- Career and talent development
- Employee communication
- Group and OpCo Talent Development programmes
- Organisational transformation to Modern, Agile and Digital (M.A.D.) Organisation
- Annual General Meeting
- Investor Roadshows
- Analyst Meetings
- Business performance and strategy
- Total Shareholder Return
- Return on Investment
- Share Price
- Proactive engagements
- Payment of taxes
- National contributions
- Information security
- Spectrum allocations
- Compliance with regulations
- Employment of citizens
- Capex and opex contributions
- Gross Value Added contributions
- Biennial Axiata Supplier Awards
- Annual Supplier Forum
- Supplier Performance Management
- Procurement practices and payments
- Vendor delivery and performance
- Compliance to the Supplier Code of Conduct
- Local vendor sourcing
- Bumiputera Empowerment Agenda
- Axiata Partner Development Programme
- Axiata’s Supplier Code of Conduct
- Media interviews
- Press conferences
- Media releases
- Corporate developments
- Financial performance
- Network updates
- M&A updates
- Triple Core Strategy and performance updates
- News media, social media pages and company website
- Corporate Responsibility Programmes
- Needs assessment of local stakeholders
- Digital inclusion to ensure no one is left behind
- Pre and post disaster assistance
- Building capacity of future leaders
- Addressing social needs
- Disaster Management and Response Initiatives
- Digital and Financial Inclusion Initiatives
- Axiata Young Talent Programme
- Axiata Digital Innovation Fund
- Major contributor to the economies of the markets we operate in