VALUES-BASED CULTURE Focus Areas Resources Allocated Initiatives A strong cultural foundation rooted in our values and aligned with market needs fosters better teamwork and decision-making, building a robust succession pipeline to secure long-term organisational success. • Foster stronger collaboration with union representatives and employees through enhanced communication channels, regular feedback sessions, and joint initiatives to promote understanding and support for diversity and inclusion. • Provide specialised training for managers on handling disciplinary cases and enhance campaigns to increase awareness of our disciplinary processes. • Implement organisational development initiatives to enhance performance, streamline processes, and drive talent engagement. • Enhance employee well-being and inclusivity by integrating initiatives that align with UNSDGs, Maqasid Shariah, and sustainable practices, while promoting climate action through ecoinitiatives and environmental programmes. • Human Capital: Provide training in ethics, leadership, and cultural competence to foster growth and shared values. • Invest in education and training programmes focused on sustainability and Islamic finance. • Intellectual Capital: Promote valuealigned innovation and knowledgesharing. • Re-aligned our Future Skills pathway with the newly launched Future Skills Framework for Financial Institutions to align our talent with emerging skills and capabilities. • Designed and piloted Future Skills Centre framework within departments undergoing process reviews to ensure talent alignment through internal mobility and upskilling or reskilling programmes. • Developed a technical track for Group Digital, establishing skill sets, competencies, and career paths with a pilot cohort for the specialist track. • Introduced a Data Analyst Practitioner Programme under the new Digital Analyst Track in partnership with APU. • Designed the development journeys for our talent pool, including the ACCEND Cohort 2 and BLISS programme for YLP batch 2022 and 2023. • Incorporated a Leadership Competency Model in our People Review Exercise assessments, enabling the identification of new successors to undergo the ACCEND programme in 2025/2026. • Enhanced the YLP by refining the selection process for future leaders. • Delivered executive coaching sessions for senior leaders and successors in 2025. • Developed organisational design procedures for agile organisational structures. • Enhanced leadership competencies in senior and middle management by integrating purposeful and empathetic leadership skills. • Implemented the ‘WOW Conversation’ approach to foster synergy and transparent dialogue across all job levels. • Released an educational series on creating a psychologically safe workplace via internal communications. • Introduced the BITI-Green Zone hydroponic system to promote mindfulness and relaxation. • Involved employees in environmental programmes, including volunteer work and sustainability initiatives. • Set up a multimedia studio for in-house production of online learning platforms and education series. • Introduced all staff to the UNGC Learning Academy, providing access to a digital learning platform focused on sustainability, ethics, and social impact. • Conducted training to boost internal capabilities on sustainability and climate risk. • Empowered our employees to actively participate in sustainability-focused projects and programmes, enabling them to contribute to our sustainability goals and create a positive environmental and social impact. • Encouraged our employees to adopt eco-friendly habits and prioritise sustainable practices in their daily tasks, fostering a culture where sustainability is central to our values. • Promoted green workplace practices, such as Bring Your Own Bottle, as well as waste reduction and paperless initiatives, and supported flexible working arrangements to minimise commuting impacts. • Formed the Bank Islam Talent Council to strengthen talent and succession management through comprehensive talent visibility across the bank. • Identified potential successors at a ratio of 3.5 talents per leadership position, with women comprising 35% of these identified talents. • Launched a bank-wide Coursera online course platform with 2,000 licences for employees, 1,033 staff enrolments in various courses, 649 programmes, and 4,026 learning hours completed. • Engaged young talents and emerging leaders through more than 30 career conversations for personalised guidance. • Officially launched the Mother’s Room and Sick Bay at Menara Bank Islam (MBI), providing essential amenities for over 30 returning mothers and temporary respite for employees awaiting medical treatment. • Spearheaded a smoking cessation programme with 67% retention over 12 weeks, achieving a 75% success rate in reducing smoking by at least 50%. • Completed 100% of the planned foundational-level courses for Green Shapers, Green Drivers, Green Players, and Green Agents as of September 2024. • Delivered 23 sustainability training programmes (both in-house and public) to 1,263 staff across the bank, totalling 305 training hours. • Conducted the R.I.S.E programme to turn interns and Bank Islam Youth Ambassador (BIYA) members into financial solutions ambassadors for their institutions of higher learning. • Established the Group Sustainability Policy to embed sustainability, accountability, and governance, ensuring structured implementation of sustainable practices across the group. Performance and Achievements Bank Islam Malaysia Berhad ◆ Integrated Annual Report 2024 68 Strategic Performance Review
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