Materiality
Assessment
Materiality assessments are vital for our value creation journey as we seek to identify the ESG issues that matter most to our business and stakeholders.
Process of Sunway Berhad’s Materiality Assessment :
STEP
1
Identification of objectives and scope
STEP
2
Identification and categorisation of material issues
STEP
3
Stakeholder engagement (surveys and focus groups)
STEP
4
Prioritisation of material issues
STEP
5
Validation
STEP
6
Endorsement
ENVIRONMENTAL
-
1
-
2
-
3
-
4
-
5
-
6
-
7
SOCIAL
-
8
-
9
-
10
-
11
-
12
-
13
-
14
GOVERNANCE
-
15
-
16
-
17
Legend:
Prioritised
Considered
A
IDENTIFICATION OF MATERIAL ISSUES

B
In 2022, we conducted a fresh materiality assessment with 14 material issues addressing economic, environmental, social and governance issues to better reflect our management approach.
ECONOMIC
- Macroeconomic issues
- Company’s financial performance
- Responsible and sustainable financing
- Capital allocation strategy (Build-Own-Operate (BOO) business model)
- Brand and reputation
ENVIRONMENTAL
- Climate action
- Protection of biodiversity
and ecology - Pollution management
SOCIAL
- Value chain improvement
- Employee well-being
- Human rights
- Community investment
GOVERNANCE
- Group standards and operating procedures
- Innovation and
technology
C
STAKEHOLDER ENGAGEMENT
We engaged with our stakeholder groups via an online survey to identify and gauge the material issues that should be prioritised based on the resources available to us. We received more than 1,100 responses from the survey conducted.
Internal

Board of Directors

Employees

Sunway Senior Management / Business Division Heads
External

Customers

Media & NGOs

Suppliers /Vendors

Government Agencies / Regulators / Local Authorities

Investors / Financiers / Analysts
D
ONLINE SURVEY

E
PRIORITISATION OF MATERIAL ISSUES
- Brand and reputation
- Capital allocation strategy (Build-Own-Operate business model)
- Company’s financial performance
- Climate action
- Employee well-being
- Innovation and technology
- Group standards and operating procedures
Our Build-Own-Operate business model gives us a distinctive competitive edge. It enables us to harness the diverse commercial and operational synergies across our business divisions, and we are constantly conducting research and development to improve the model through Innovation and Technology, a material issue that is pertinent to our sustainable growth in a dynamic operating landscape. We have accelerated the adoption of technology and digitalisation in our aim to become a data-driven organisation. By leveraging innovation and technology, we seek to create integrated, digitalised and transit-oriented cities that are smart and sustainable. We will continue to invest in the training and development of our people in technical and soft skills to further improve our talent management. In this context, job satisfaction is vital for talent retention and employee well-being. We aim to achieve the full potential of our talent management in terms of hiring, retaining and developing our employees.
Overall, our materiality assessment’s findings have informed the management’s resource allocation, which guides our ability to create long-term value for our business and our stakeholders. Every prioritised material matter is intrinsically linked with our decision-making and risk management as it influences the inputs and outputs for each capital, as illustrated in our value creation model.
F
ENDORSEMENT