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11
CEO’s Statement
work differently so that they will be able to sell differently.
A combination of embracing new technology and a mindset
change can lead them to new ways of working in the digital
age. Maxis itself is a case study as we are already on this
journey of digitalising our own business.
Channel transformation initiatives saw modernised retail
stores doubling in 2015 with 170 locations across Malaysia.
Besides appealing to our target segments, sales grew
substantially in the new concept stores. Our self-serve RED
App and MyMaxis App are now even more feature-rich,
allowing for more convenience and giving customers more
control. Over two million customers actively use these digital
channels to interact with us.
We care obsessively about providing an Unmatched Customer
Experience (“UCE”). This year, we upped the ante with
new processes, tools and culture makeover to provide more
personalised services, creating even more “LIKE” moments for
our customers at all our touch points. For example, smoother
and quicker interactions, relevant recommendations for
customers and a ‘Great Host’ approach when engaging with
customers. Overall, the Net Promoter Score for our customer
touch points improved by 25% compared to 2014 and our
customer complaint level is now at its lowest in a decade.
Our modernised network now covers nearly 90% of
population while our 4G LTE network has doubled to over
70% of population coverage, or 7 out of 10 Malaysians,
making us the leader in the country. Clearly, for the customers
who require the best experience, Maxis is the choice. In
2015, we accelerated our investment in our network and IT
infrastructures, spending a total base capex of RM1.3 billion,
21% more than in 2014. That’s a lot of commitment to network
investment and quality enhancement so that people can feel
free to be empowered by the Internet wherever and whenever
they want. All the hard work has made Maxis and Hotlink
winning brands in their own segments, being particularly
preferred by smartphone users.
Being an attractive employer to relevant talent is equally
important to us. We are obsessed about having high
employee engagement and a constructive work environment.
Our aspirations for ‘working well together and having fun’
are based on the values of being positive, passionate and
collaborative, our own Maxis Way of working. We want
Maxis to become a showcase of a modern company that
is embracing digitalisation. Leveraging on technology, we
have already revitalised our internal environment to support
our new collaboration suite and our new cloud-based HR
system, enabling employees to use their mobile devices
for all collaboration and employee services. The employee
engagement calendar was full for the year, with employees
having a lot of fun in all the activities, while also having a
company-wide effort called #FitterFasterStronger, which
should be self-explanatory.
During the year, we completed the new look of our offices
in Plaza Sentral and the Pinnacle, Sunway. Not only are our
offices among the most modern in the country (we humbly
believe so), our people are also embracing the new ways of
working and are resonating with the new open, collaborative
and agile culture we are creating. As result of all these efforts,
it is amazing to see that we achieved the highest Employee
Engagement score in 10 years of 80%.
MAXIS IN 2016: UNMATCHED DATA AND DIGITAL
EXPERIENCE AND MOVING TOWARDS 2018
Nobody really knows what’s going to happen, and it’s a fool’s
game to pretend that we do either. However, it is unlikely that
we will remain successful if we don’t change ourselves when
everything is changing around us. It is our company’s core
philosophy that we are always looking forward to What’s Next
and we also want to be What’s Next. In the next three years,
we have a goal to transform further to thrive in a digital world.
This means moving from products to solutions, from access to
digital services, from traditional to digital channels, supported
by being fully digitalised ourselves. Fundamental changes
in our operational setup (IT and processes) are necessary
to support our ambitions. We need to build and acquire new
capabilities in areas such as solution selling and provisioning,
digital channels, customer insights (big data), the cloud, etc.
2016 is our first stepping stone in the second phase of our
transformation, our digitalisation. I am truly positive about
what lies ahead of us and the increased empowerment we
could offer individuals, homes and organisations. We look
forward to cementing our position as the preferred choice for
digital experience seekers.
My appreciation goes to the Board of Directors for their
support, guidance and contributions. I also would like to thank
the Management and staff for their commitment and hard
work in making 2015 a successful year. On behalf of Maxis, a
big thank you to our customers, business partners and dealers
for their support and confidence.
MORTEN LUNDAL
