Building a Robust Pipeline Future-Proofing Our Workforce Succession Management Future Skills Study Objective • Ensure our business continuity, leadership stability, and long-term success by proactively managing talent pipelines. What We Did in 2024 • Formed the Bank Islam Talent Council to strengthen talent management efforts, ensure alignment of talent strategies with organisational goals, and provide comprehensive talent visibility across all divisions. • Held two strategic sessions in May and December 2024, focusing on succession planning for Senior Management roles and Emerging Leaders. A tiered development approach was formulated to support their growth. • Successors and Emerging Leaders are nominated through the People Review Exercise and further deliberated by the Talent Council. • Incorporated a Leadership Competency Model into the talent assessment for newly identified successors to identify their respective strengths and areas for development and undergo the Accelerated Talent Development Programme (ACCEND) in 2025/2026, which is being delivered in collaboration with UNITARINSEAD with a focus on high impact strategic leadership. • Created talent mobility guidelines to facilitate internal talent movement and guide succession planning efforts across the organisation. Outcomes and Results • Transparent and structured decision-making processes through Talent Council discussions, ensuring alignment with organisational goals. • Clear identification and structured development of high-potential Emerging Leaders and successors for Senior Management roles. • Building a strong bench of capable leaders prepared to guide Bank Islam through future challenges and growth opportunities. • Identified a range of potential successors, at a ratio of 3.50 successors per leadership position, with women comprising 35% of all potential successors identified. Objective • Identify and align critical future skills and capabilities with our Strategic Objectives, ensuring a future-proof workforce that is equipped to thrive in a rapidly changing landscape. What We Did in 2024 Collaborated on Future Skills Framework Development • Worked with the Asian Institute of Chartered Bankers (AICB), Islamic Banking and Finance Institute of Malaysia (IBFIM), and Malaysia Insurance Institute (MII) to ensure alignment with emerging industry skills and capabilities. Re-alignment of Future Skill Pathways • Integrated the newly launched Future Skill Framework for Financial Institutions to focus learning plans on priority roles, equipping talent to achieve our Strategic Objectives, including digital upskilling. Future Skills Centre Framework • Designed and piloted the framework within departments undergoing process reviews, enabling internal mobility, and providing targeted upskilling and reskilling programmes to ensure talent alignment. Organisational Design Procedures • Developed procedures to guide the creation and maintenance of agile and effective organisational structures, ensuring alignment with our organisational goals. Sustainability and Climate Risk Capability Development Framework • Launched a comprehensive learning roadmap addressing diverse learning needs across all levels, from Board-level and Senior Management to workinglevel employees, empowering them to execute our sustainability agenda. Outcomes and Results • Strengthened the alignment of employee skills with strategic goals, particularly in digital transformation and sustainability. • Enhanced workforce adaptability through structured talent mobility and competency-building initiatives. Bank Islam Malaysia Berhad ◆ Integrated Annual Report 2024 160 Sustainability Statement
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