CSR and impact reporting in Malaysia in 2026 sits in an awkward middle ground. The regulatory ESG track has moved decisively under the National Sustainability Reporting Framework (NSRF) and IFRS S1 and S2, with the Bursa Sustainability Statement inside the annual report carrying the mandatory investor-facing disclosure. The voluntary CSR publication, the foundation impact report and the NGO outcomes report sit outside that regulatory architecture, but they have become more important rather than less, because stakeholders read them as evidence that the regulated disclosures are not just compliance documents.
A standalone CSR or impact report reads differently from a Bursa sustainability statement. The audience is broader, the data is more narrative, the photography carries more weight, and the figures cited in one publication need to reconcile cleanly with the figures cited in the other. A scholarship reach number in the CSR report should match the social-capital disclosure in the sustainability statement. Stakeholders, analysts and ratings agencies cross-read the two publications, and inconsistency between them is the credibility gap that surfaces first.
Walk Production is a Kuala Lumpur and Selangor creative agency producing CSR reports, impact reports, sustainability reports and integrated annual reports for Bursa-listed companies, GLCs, government-linked foundations, statutory bodies, NGOs and social-finance initiatives. The reports practice runs on a 40-person in-house team across editorial, design, infographic, photography, bilingual EN and BM typesetting and print production, alongside the issuer’s sustainability consultant, impact consultant or corporate-affairs lead. The companion guides on annual report content, annual report design across formats and sustainability and ESG reporting under Bursa, NSRF and IFRS S1/S2 cover the financial-reporting and regulated-ESG side. This guide covers the voluntary CSR and impact publications that sit alongside them.
CSR, impact and sustainability reports: the boundary that matters
The terms “CSR report”, “impact report” and “sustainability report” are used loosely across the Malaysian market, and clarifying the boundary saves a lot of late-cycle rework. Each label points at a different reader, a different governance owner, and a different relationship to the regulated disclosures inside the annual report.
A CSR report is a voluntary publication narrating community programmes, employee volunteering, foundation grants, scholarship reach and philanthropic spend. The audience is mixed: employees, community partners, government agencies, students, prospective hires and the wider public. The internal owner is typically the corporate affairs, communications or foundation team. The most common Malaysian publishers are listed parents with substantial community programmes, GLCs with national mandates, and the corporate foundations attached to them.
An impact report is also voluntary, but its reader and structure are different. The audience is donors, grant-makers, partner organisations and the boards of the organisations themselves. The internal owner sits with the executive director, the programmes lead or the development team. Content leans on outcome data, theory-of-change framing and the change that the organisation’s activities created for named beneficiary groups. The most common Malaysian publishers are foundations registered under the Trustees (Incorporation) Act 1952, Companies Limited by Guarantee under the Companies Act 2016, societies under the Societies Act 1966 registered with the Registry of Societies, statutory bodies, GLC-linked foundations, Islamic social-finance initiatives under Bank Negara Malaysia’s Value-Based Intermediation (VBI) framework, and international development agencies operating in Malaysia.
A Sustainability Statement is the section inside the annual report that every Bursa-listed issuer publishes under the Main Market Listing Requirements (MMLR) paragraph 9.45(2) and Appendix 9C and the equivalent ACE Market provisions. The statement carries the NSRF-aligned IFRS S1 and S2 disclosure for issuers in scope of the current phase. CSR activities often surface inside this statement as part of the social-capital disclosure, but the statement itself is not a CSR report in the traditional sense, and the reader is investors and regulators rather than community partners.
The practical rule on most Bursa-listed engagements is that the sustainability statement carries the regulated disclosure, the standalone CSR or impact report carries the narrative and the photography, and the figures reconcile across both.
Choosing the format: CSR, impact, hybrid or summary
Four publication formats cover most CSR and impact engagements in the Malaysian market. The right choice is set by the audience the issuer wants to reach, the data and photography available, the print and digital budget, and the AGM and stakeholder distribution calendar.
| Format | Carries | Reader | When it fits |
|---|---|---|---|
| Standalone CSR report | Narrative-led account of community, environmental and social programmes by pillar, photography-heavy, financial summary of CSR spend | Employees, community partners, government, students, public | Listed parents, GLCs and foundations with substantial programme activity and a wish to publish a dedicated CSR document alongside the annual report |
| Standalone impact report | Outcome data, theory of change, beneficiary stories, financial transparency to donors and funders | Donors, grant-makers, programme partners, the organisation’s board | Foundations, NGOs, social-finance initiatives, GLC subsidiaries running standalone social programmes, statutory bodies |
| Hybrid sustainability-impact report | ESG disclosure under GRI plus narrative-led impact content under the same cover | A mixed audience of investors, ESG analysts and stakeholder community | Listed groups whose CSR programmes are large enough to warrant ESG disclosure but small enough that a separate CSR report does not earn its production cost |
| Summary or highlights edition | Headline metrics, flagship programmes, photography and a clear call to action | Community events, partner distribution, school visits, AGM packs | Companies and foundations wanting a lower-cost edition for broad distribution alongside the fuller report |
The Touch ‘n Go Group’s “Go Net Positive” sustainability impact report is a working example of the hybrid configuration: GRI-aligned ESG disclosure structured around four ESG pillars (Tech 4 Good, Treating People Fairly, Financial and Digital Inclusion, Our Planet) inside a publication that reads as much like a stakeholder impact report as a regulatory sustainability statement. The configuration suits issuers whose sustainability activity is substantially programme-led rather than purely operational.
A summary edition rarely replaces the fuller report; it sits alongside as a community-facing version. The two publications share a master design system, with the summary derived from the fuller report rather than scoped as a separate concept.
CSR report architecture for listed parents and GLCs
A standalone CSR report for a Malaysian listed parent or GLC typically follows a section sequence that reads from leadership intent through programme detail to measurable outcomes. The sections below reflect what credible Malaysian CSR reports tend to include; the exact order is set by the issuer’s reporting voice and the data available at design start.
Leadership message. The opening sets the tone. It states the company’s social commitments, references milestones from the reporting year, and signals direction for the next cycle. Named programmes, partnerships and outcomes read more credibly than generic statements about community responsibility.
Company overview and community footprint. A brief overview gives readers the operating context. For groups with multi-state or regional presence, a map of operations alongside community engagement areas helps readers see geographic reach. The alignment between business presence and community investment is the first thing a critical reader checks.
CSR programme highlights by pillar. The bulk of the publication covers programmes organised by pillar. The four pillars most common across Malaysian CSR reports are education (scholarships, school supplies, skills training, university partnerships), environment (tree-planting, river clean-ups, energy and water reduction, biodiversity), community welfare (disaster relief, shelter and food security, elderly and disability care, registered-charity contributions) and workplace (employee volunteering, health and safety, diversity and inclusion). Health, financial literacy and digital inclusion sometimes appear as additional pillars depending on sector.
Organising content by pillar rather than by programme chronology helps readers navigate the publication. The chronological approach tends to read as a year-end activity log rather than as a strategic CSR document.
Financial summary of CSR spend. A simple table showing CSR spend by pillar, compared year-on-year, gives the publication measurable grounding. Tying figures to outcomes (an investment of RM X across a stated programme reaching a stated number of beneficiaries) makes the case clearly. Tying the total CSR spend back to the corresponding line item in the sustainability statement reconciles the publication across the suite.
Partner acknowledgements. A list of NGOs, government agencies, community groups, schools, hospitals and other delivery partners signals that CSR work is embedded in a broader delivery network. Programmes that name their partners tend to read as more durable than programmes presented as fully in-house.
Looking forward. A closing section on the next cycle, planned programmes and where partner organisations or beneficiaries can engage gives the publication forward momentum.
Impact report architecture for foundations, NGOs and social finance
Impact reports follow a different section logic from CSR reports because the audience expectation is different. Donors and grant-makers read for the change the organisation created rather than for the activity logged.
Impact statement. The anchor sentence before any section is written: what change the organisation creates, for whom, through what intervention, and measured by what evidence. Specific impact statements name audience, intervention and measurement clearly; vague ones read as marketing copy about meaningful programming and positive change.
Executive summary. A short opening section that can stand on its own. Many readers, including board members and senior donors, use it as the entry point and as a quick recap when they return to the report later. A credible executive summary commonly carries the reporting period, a handful of headline metrics, one standout achievement, a comparison to a prior-period baseline, and a pointer to where the full data sits.
Mission context and programme descriptions. Each programme is described against its objectives, the strategies and activities run during the reporting period, the resources deployed, and the milestones reached. Without this context, the outcome data that follows reads without meaning.
Theory of change. A visual and narrative framework that maps the causal pathway from inputs through activities, outputs and outcomes to long-term impact. Typically presented as a left-to-right diagram with brief narrative explanations underneath. For organisations using a Logic Model for operational tracking, the Logic Model often sits alongside the theory of change rather than replacing it.
Outcome data: outputs versus outcomes. Outputs describe what the organisation did. Outcomes describe what changed as a result.
| Output (what was done) | Outcome (what changed) |
|---|---|
| 500 meals distributed weekly | Reduction in food insecurity among participating families |
| 12 training workshops delivered | Share of participants who gained employment within 90 days |
| 3,000 students enrolled in tutoring | Average reading-score improvement across the cohort |
Outputs have a place as evidence of activity. Outcomes are what donors read for. Leading with outcomes and using outputs as supporting detail is the rule of thumb on most foundation engagements.
Challenges and lessons learned. An honest section on what did not go as planned strengthens an impact report. Donors who read impact reports regularly can spot when challenges have been glossed over.
GRI 200, 300 and 400, and GRI 413, for CSR and impact content
CSR and impact reports do not carry the regulatory weight of a Bursa sustainability statement, but mapping content to recognised disclosure standards signals rigour to a reader who expects more than narrative. The Global Reporting Initiative (GRI) Standards provide the most widely used framework, structured around foundational modules (GRI 1, 2 and 3) plus topic-specific standards organised as series. The GRI 200 series covers economic topics, including GRI 203 (Indirect Economic Impacts) for community-investment disclosures and GRI 205 (Anti-corruption) sitting alongside the issuer’s Section 17A discipline. The GRI 300 series covers environmental topics relevant to the environment pillar of a CSR report and to impact reports covering reforestation, river clean-ups or marine conservation. The GRI 400 series covers social topics including employment, diversity, training, local communities and supplier social assessment.
The most directly relevant standard for community-led CSR reporting is GRI 413: Local Communities, which covers community engagement, impact assessments and development programmes (413-1) and operations with significant actual or potential negative impacts on local communities (413-2). Reports that map community programmes to GRI 413 metrics, including direct beneficiary counts and programme investment by location, tend to carry more credibility with sophisticated stakeholders than reports built around photography alone.
A GRI content index in the appendix signals that the report was prepared with reference to a recognised standard rather than assembled from available material. The 2021 update to the GRI Universal Standards replaced the older “Core” and “Comprehensive” reporting levels with a single “in accordance with GRI” option, with “with reference to GRI” available for organisations selecting individual disclosures.
SDG mapping without the overreach
The 17 United Nations Sustainable Development Goals are the most widely recognised global framework for organising CSR and impact content. SDG icons are visually strong, the framework is widely understood across donor and corporate audiences, and the mapping exercise forces an organisation to articulate which goals its programmes are actually advancing.
The most common SDG mapping mistake is overreach: tagging every programme to eight or nine SDGs because the icons look impressive on the page. A scholarship programme that genuinely advances SDG 4 (Quality Education) does not also need to be tagged to SDG 1, 5, 8, 10 and 17. Mapping each programme to a focused set of three to five SDGs, with a clear explanation of how it advances each, reads as more disciplined.
For organisations also reporting under GRI, the 169 SDG targets and the GRI disclosures map together through the GRI-SDG linkage tables published by the Global Reporting Initiative and the United Nations Global Compact. Mapping both to the same set of material topics keeps the impact narrative and the disclosure framework working from the same data set.
Theory of change and outputs versus outcomes
CSR and impact reports tend to read more credibly when theory of change is the structural backbone of the outcomes section rather than a diagram dropped onto one spread. Each programme is presented with a clear chain from input (funding, staff, partnerships) through activity to output (immediate result) to outcome (what changed for beneficiaries) and, where data permits, to long-term impact.
A practical sequencing rule for the design track: lock the outcome data before the design brief goes out. Designs built around projected numbers tend to require rework when the final numbers arrive late in the cycle.
Beneficiary stories, consent and dignified representation
Numbers prove scale. Stories prove significance. The most effective CSR and impact reports pair quantitative data with carefully gathered qualitative evidence.
A four-part structure works for most beneficiary stories: context (the challenge before the programme, with baseline data where possible), intervention (what the programme provided), change (the specific outcomes, measurable and personal), and evidence (aggregate statistics showing the experience was representative rather than isolated).
Telling beneficiary stories carries responsibility. Informed consent is essential for every person featured. Confidentiality is maintained where requested, and details are anonymised when working with vulnerable populations. Representing a range of experiences, including cases where outcomes were mixed or challenges remain, reads as more credible than a sequence of unbroken success stories. For the UNDP Foresight Report on Malaysia’s climate and demographic transition, the editorial approach treated consent and dignified representation as part of the production scope rather than as an afterthought.
Financial transparency, Section 44(6) and MACC Section 17A
CSR and impact reports work harder for the issuer when they treat financial transparency as a feature rather than a risk. Donors, grant-makers and corporate funders cross-read the spend disclosure against the activity narrative.
A financial summary section typically carries revenue breakdown by source (grants, corporate donations, government funding, foundation grants), expense allocation across programme delivery, administration and fundraising, and a funding-to-impact connection in plain language. The section reads concisely; it is not an audited financial statement.
For Malaysian organisations approved under Section 44(6) of the Income Tax Act 1967, donations qualify for tax deductions. Per the current LHDN donation-receipt guidance and the latest Subsection 44(6) guideline dated 23 October 2025, donations under Director General approval are limited to 10 per cent of aggregate income for both individual and company donors, subject to current approval status, official receipt requirements and record retention. A CSR or impact report that highlights Section 44(6) status, or that names a delivery partner with this approval, confirms current status with LHDN and the applicable donor cap before going to print. Confirm the live position with the issuer’s tax adviser before sign-off.
On the corporate side, CSR donations and community grants intersect with the anti-bribery regime under Section 17A of the MACC Act 2009, which introduced corporate liability for offences committed by associated persons. For listed groups and GLCs, CSR donations and sponsorships are typically reviewed against internal approval policies that record purpose, recipient, value and approval chain. The CSR report should use disclosure language consistent with that governance trail: named partners, defined purpose, transparent value bands and an auditable approval path. This is reporting guidance, not legal advice; confirm the disclosure language with the issuer’s legal counsel, company secretary and external auditor before sign-off.
For Islamic financial institutions disclosing under Bank Negara Malaysia’s Value-Based Intermediation (VBI) framework, CSR and social-finance reporting often sits inside an integrated VBI publication that connects financial intermediation activity to social and environmental impact. The Bank Islam Sadaqa House impact report, covered later in this guide, is a worked example.
Bilingual layout and the BM grid
Many Malaysian CSR and impact reports are published bilingually in English and Bahasa Malaysia. Statutory bodies and GLC-linked foundations with national mandates routinely publish bilingual disclosures. Listed groups with substantial domestic-retail shareholder bases or community programmes in BM-first areas often follow.
Bilingual discipline starts at the grid. Bahasa Malaysia tends to run longer than the same content in English, which affects column widths, page breaks, caption-to-figure alignment and the total extent of the document. Treating BM as a back-of-book translation dropped into a layout designed for English is the configuration that most often produces a BM version that overflows the grid.
For foundation and statutory-body engagements with a national mandate, the bilingual scope sits at the centre of the brief from day one. For listed-group CSR reports, the decision often sits with the corporate affairs or investor relations team. Typography, heading hierarchy, page numbering and cover treatment stay consistent across both language versions. Inconsistency between languages reads as carelessness to a regulator, grant-maker or partner organisation reading the BM version alongside the English one.
Print and digital production decisions
Print and digital decisions are agreed against the brief, the AGM or stakeholder distribution plan, and the issuer’s or foundation’s house standards. CSR and impact reports differ from annual reports mainly because the print run tends to be smaller and the photography mix tends to be larger.
| Production variable | What gets agreed brief by brief |
|---|---|
| Cover stock and finish | Cover weight, lamination, and any spot UV, foiling or embossing applied to title or theme motifs |
| Inner pages | Paper stock and weight, sized to the photography mix and the editorial extent |
| Binding | Saddle stitch, perfect binding or thread-sewn, agreed against page count, shelf-life expectation and budget |
| Print method | Offset, digital or hybrid, agreed against print run size, colour-fidelity needs and turnaround |
| Recycled and FSC-certified stocks | Claim FSC certification only where the paper is sourced through a Forest Stewardship Council certified chain of custody, and reference it on the colophon |
A CSR or impact report claiming FSC certification on paper not sourced through a certified chain of custody is the kind of inconsistency a corporate donor’s procurement team is likely to flag. Confirm certification at briefing and source through the certified channel.
On the digital side, three formats sit alongside each other: an interactive PDF with bookmarks, hyperlinked table of contents and accessibility tagging (the working read for many board members and grant-makers); a microsite or landing page with responsive design and animated data visualisations (suited to issuers with significant donor outreach or recurring annual cycles); and a summary edition as a printed brochure or a digital one-pager (distributed at community events, partner meetings and school visits).
For the PIDM and Financial Education Network National Strategy, the production scope included an interactive PDF with clickable navigation and a printed bilingual edition designed to identical standards across both languages.
How Walk Production scopes CSR and impact report cost
CSR and impact report cost varies widely across Malaysian agencies because the underlying scopes are not directly comparable: a short summary edition with existing imagery and a longer bilingual flagship with commissioned photography sit in different production worlds. Walk Production scopes CSR and impact report design as an agency-specific quote against four primary variables.
Publication format. A standalone CSR report for a listed parent or GLC tends to carry the highest design-day load, because photography, infographic and editorial workload concentrates in the publication. A foundation impact report with a tighter set of flagship stories sits in a different scope band. A hybrid sustainability-impact report shares its design system with the sustainability statement and tends to be quoted alongside that engagement.
Page count and photography mix. A photography-heavy CSR report with commissioned shoots across multiple locations carries materially more design days than a comparable page count carrying existing imagery. Photography is the variable most likely to swing the timeline as well as the cost.
Bilingual scope. Bilingual production adds materially to base cost because of translation coordination, dual-language typesetting, grid adjustments for text expansion and bilingual proofreading. A bilingual-ready grid built from day one is cheaper than the same grid built in English and retrofitted to BM at proof stage.
Distribution and print run. The design and pre-press effort is broadly the same whether the run is limited to board copies or scaled for wider stakeholder distribution. CSR and impact report design effort often runs close to a full annual report’s design effort even when the print run is smaller, because the editorial and photography workload concentrates in the publication.
Walk Production engagements typically include concept development, layout design, data visualisation, image sourcing or shoot coordination, print-ready PDF preparation, a digital edition and project management. Add-ons quoted separately: copywriting, BM translation added mid-cycle, commissioned photography, microsite development and print production coordination. Programme data collection, framework compliance and the print run itself sit with the issuer, the consultant and the printer respectively.
For broader cost context, the annual report cost framing and the sustainability report cost framing cover the same variables for the financial-reporting and regulated-ESG sides.
Walk Production CSR and impact report engagements
The case studies below illustrate how the format, framework and production choices in this guide land in practice. Walk Production worked alongside the issuer’s appointed consultant, foundation team or corporate affairs lead on each engagement; the consultant or internal team owned programme data, content compliance and the disclosure framework, and Walk Production owned the visual design and production track.
Bank Islam Sadaqa House Report 2023 (Islamic banking, VBI social finance)
The Bank Islam Sadaqa House Report 2023 is a worked example of the social-finance impact report format. Sadaqa House is a social finance initiative inside Bank Islam Malaysia Berhad that channels contributions to community programmes; the publication translates Value-Based Intermediation metrics into a narrative connecting donor contributions to beneficiary outcomes. Walk Production’s scope covered conceptual development, copywriting, layout design, infographic creation and coordination of printed collateral including bookmarks and envelopes. The report balances Islamic-banking financial transparency with community storytelling across the initiative’s social finance programmes.
PIDM and Financial Education Network National Strategy Report (statutory body, bilingual)
The PIDM Financial Literacy Strategy Report covers Malaysia’s national strategy for financial literacy, developed by PIDM and the Financial Education Network. The publication was produced bilingually in English and Bahasa Malaysia to identical design standards, with interactive PDF and printed editions for stakeholder distribution. The layered information architecture presents priorities upfront with detailed implementation frameworks in later sections, supporting both policymakers reviewing the document and implementation partners working from it across sectors. Walk Production’s scope covered conceptual development, visual and layout design, data visualisation, interactive PDF development, printing and project management.
UNDP Foresight Report on Climate and Demographic Transition (international development)
The UNDP Foresight Report examines how climate change and Malaysia’s evolving demographics intersect to affect the economy, labour market and elderly wellbeing. The publication sits adjacent to the impact-report family rather than inside it; it is a research-led foresight publication for policymakers and development practitioners. Walk Production’s scope covered conceptual development, custom illustration, graphic and publication design, and bilingual production in English and Bahasa Malaysia.
MPRC OGSE100 Industry Report (statutory agency, sector benchmarking)
The MPRC OGSE100 Industry Report is MPRC’s annual publication ranking Oil and Gas Services and Equipment companies in Malaysia by financial performance, structured as a sector benchmark rather than as a community-impact report. The publication is a reminder that the “impact report” label covers a wider range of statutory-body publications than the community-led format alone, including industry benchmark publications, sector strategy reports and policy-aligned outputs. Walk Production’s scope covered conceptual development, visual and layout design, data visualisation, copywriting and print production.
Touch ‘n Go Group Sustainability Impact Report (fintech, hybrid)
The Touch ‘n Go Group Sustainability Impact Report is a worked example of the hybrid sustainability-impact configuration. The publication is structured around four ESG pillars under the “Go Net Positive” framing (Tech 4 Good, Treating People Fairly, Financial and Digital Inclusion, Our Planet), with editorial design closer to a technology publication than to a traditional corporate sustainability document. The hybrid approach suits issuers whose sustainability activity is substantially programme-led rather than purely operational.
For a broader view, the impact report portfolio, the sustainability report portfolio and the publication portfolio carry the case studies that did not make this guide.
Common gaps that weaken Malaysian CSR and impact reports
A handful of design and content gaps come up consistently across the CSR and impact reports we have reviewed and produced.
CSR figures that do not reconcile with the sustainability statement. A community-investment figure in the CSR report that contradicts the social-capital disclosure in the sustainability statement is the kind of inconsistency analysts, ratings agencies and grant-makers may raise on review. Building both publications from the same data set, with a single reconciliation pass before sign-off, helps close the gap.
Outputs presented as outcomes. A CSR report listing meals distributed, workshops delivered and trees planted, without saying what changed for the beneficiaries, reads as an activity log rather than as an impact document.
SDG overreach. Tagging every programme to eight or nine SDGs because the icons look impressive on the page reads as overreach. A focused set of three to five SDGs per programme reads as more disciplined.
Stock photography in place of programme imagery. Readers spot stock imagery quickly, and its presence signals either that the company did not invest in programme photography or that the programmes are not well documented. Where commissioned photography is not in scope, pillar-coloured illustration tends to read better.
Missing financial summary. A report that describes extensive programme activity but discloses no spend figures leaves donors and partners unable to assess scale.
Inconsistent tone across sections. The leadership message, programme descriptions, beneficiary stories and financial summary need a consistent editorial voice even where they serve different functions.
No GRI or SDG mapping. A CSR or impact report with no framework reference reads as a marketing publication rather than as a disclosure document.
Bilingual added at the end. Where BM translation is commissioned after the English layout is locked, the BM version overflows the grid and breaks the section openers. Designing the bilingual grid from the first concept page is the fix.
Late changes to programme data. Programme data updated after the design is laid out cascades into rework. Locking the outcome data at the brief stage is the single change that tends to reduce most downstream rework.
FSC claims without certified sourcing. Confirm certification at briefing and source through the certified channel before the claim goes on the colophon.
The brief Walk Production asks for at kickoff
A brief that arrives with most of the items below answered tends to support a tighter schedule and reduce rework during the review phase. A brief that arrives with “we will send you the content when it is ready” usually pushes work into review, where rounds tend to accumulate.
A single sign-off authority on the issuer or foundation side, once the brief and content are ready, helps shorten the review cycle. A committee that reads every draft together tends to push the calendar in the other direction.
How Walk Production can help
Walk Production is a Kuala Lumpur and Selangor CSR and impact report design agency producing CSR reports, impact reports, hybrid sustainability-impact publications and summary editions for Bursa-listed parents, GLCs, statutory bodies, foundations, NGOs, Islamic social-finance initiatives and international development agencies operating in Malaysia. The 40-person in-house team handles concept development, copywriting, bilingual BM and English typesetting, layout design, infographic design, photography direction, interactive PDF, microsite development and print production. We work alongside the issuer’s corporate affairs, foundation, programmes or sustainability lead on framework compliance, programme data and content; the design and production track sits with us.
The companion guides in this cluster cover the related disciplines: sustainability and ESG reporting under Bursa, NSRF and IFRS S1/S2, annual report content for Bursa-listed Malaysian companies and annual report design across formats. Our impact report portfolio, sustainability report portfolio and publication portfolio carry the broader range of work across sectors.
The three answers needed to scope an engagement are the reporting period covered, the distribution or AGM date, and whether the publication sits standalone or alongside a regulated sustainability statement. Talk to the team if your next reporting cycle is open and the brief is still being shaped.
Alissa Nazeri is the Account Director for Corporate Reporting at Walk Production, an integrated creative agency in Kuala Lumpur and Selangor, Malaysia. She leads the corporate reporting team and manages annual reports, sustainability reports, integrated reports and impact reports, including impact reporting work for Bank Islam, PIDM and UNDP Malaysia, and annual reports for Swift Haulage.
