To foster a positive work environment, enhance job satisfaction, and align employee efforts with our organisational goals, ultimately driving productivity and retaining talent. Why We Engage • Internal communication channels (one-way communication): – Intranet employee portal. – Our online human capital management system, the HUMANE portal. – Our employee communication and engagement portal, SAP Jam. – Internal email communication. – GCEO’s blog, ‘From the GCEO’s Desk’. – GCOO’s blog, ‘Sejenak Bersama GCOO’. – Compliance Division’s ‘RCD Regulatory Board’ newsletter. • BITI-Pulse employee engagement surveys for all staff, including subsidiaries. • Physical/in-person engagement sessions (two-way communication): – GCEO Insights Town Halls (twice a year) in hybrid mode (in-person for headquarters (HQ) staff and virtual for region/branch staff). – Regional Mini Town Halls and Ramadan Iftar and Terawih Bersama for region and branch staff with senior management in all regions. – GCOO’s Town Halls in hybrid mode (in-person for HQ staff and virtual for region/branch staff). • Engagement sessions with union representatives to communicate initiatives. • Division-specific internal engagement activities: – Sales conference for the Sales team (Group Retail Banking). – Division team building activities. – Division-specific team synergy training. • Training and development programmes: – In-house training programmes. – External programmes and conferences. – Young Leaders Programme (YLP). – E-learning programmes via digital platforms like Coursera and the UNGC Learning Academy. Channel and Frequency of Engagement • A safe, supportive, and engaging work environment that fosters work-life balance. • Fair and performance-based compensation. • Physical and mental health addressed through robust well-being and wellness initiatives. • Transparent and competitive opportunities for career advancement. • Development of skills, competencies, and mindsets needed for sustained high performance, including next-generation capabilities. • Flexible work arrangements and tools to support productivity in the evolving “new normal”. • Greater awareness of sustainability issues and opportunities to contribute meaningfully to organisational goals. Employee Expectations Quality of Relationship: Employees EM Our 5,668 BITIZEN, spanning all levels from junior roles to senior management, embodies our internal culture and Shariah principles while driving our success through their expertise and work ethos. • Talent retention challenges due to competition from organisations offering better compensation and career growth. • Navigating employee relations through open dialogue to strengthen trust and engagement. • Reputational risks due to the industry challenges, affecting brand image and talent recruitment. • Resistance to change or low adoption of new learning and sustainability initiatives. • Cross-divisional silos limiting talent as a shared resource, restricting growth opportunities for high-potential employees. • Delays in implementing or integrating new learning technologies. • Limited resources and knowledge for adopting new learning initiatives. Risks • Employee Retention Rate of 96.5% • Employee Engagement Index of 91% • 401,024 total training hours, including mandatory eLearning Value Creation Indicators Level of Engagement: No relationship Poor Relationship Relationship Established – Room For Improvement Good – Quality Relationship Strong Relationship Excellent Relationship Bank Islam Malaysia Berhad ◆ Integrated Annual Report 2024 36 Stakeholder Engagement and Value Creation
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