Short-to-Medium-Term Priorities • Foster a continuous and self-driven learning culture to promote lifelong learning. • Develop and implement a Learner’s Matrix as a tool for focused and structured individual learning plans. • Create sustainability-focused learning pathways, such as digital and future skills, to drive sustainable growth. • Strengthen our leadership pipeline by introducing tailor-made leadership development pathways. • Incorporate personalised IDPs as key drivers for growth and performance. • Continue leveraging the wide range of HRDC-certified training providers, maximising our levy contribution while enhancing training content and delivery through the providers’ expertise. • Focus on a rehabilitative and supportive approach for minor misconduct, emphasising open dialogue, mutual understanding, and employee growth. • Integrate a nuanced approach to employee well-being that aligns with Diversity, Equity and Inclusion (DEI) principles, ensuring programmes are culturally sensitive and inclusive. • Expand our Live Well Programmes to reach a larger audience of employees across all our operations. • Focus on enhancing sustainable finance training for employees through a dedicated learning framework, covering fundamental training for general staff and the latest sustainability and ESG trends for management. • Pursue sustainability efforts that benefit employees and the community, including partnerships for societal well-being and environmental initiatives. Long-Term Priorities • Establish key metrics to measure the impact of learning on our business outcomes and performance. • Develop strong internal capabilities to drive impactful and effective learning initiatives. • Elevate employee engagement and wellbeing by fostering a positive work environment through personalised learning journeys, holistic well-being programmes, and continuous feedback. • Continue investing in upskilling, reskilling, and leadership development programmes, providing clear career paths, and strengthening talent pipelines through mentorship, graduate, and internship programmes to ensure sustained talent growth and retention. • Cultivate a workforce rooted in shared values by focusing on leadership development and fostering cultural awareness. • Enhance succession planning through our various leadership programmes. • Build trust with employees through open communication and a commitment to inclusivity. • Prioritise environmental responsibility as a key part of daily operations and decision-making. • Establish the Sadaqa House Scholar Management Framework. • Create awareness and prepare auditors for ESG-related audits and recovery plan reviews. • Encourage a culture of performance by implementing the Bravo Initiative – Digital AllStars, building a culture of teamwork, proactive behaviour, and a healthy, holistic lifestyle. • Increase awareness, ownership, and upskilling/ reskilling for Microsoft 365 (covering basic document management and enterprise collaboration), the Agile programme, Data Lake, API, and Digital AllStars. • Enhance our institutional capabilities by strengthening IC platforms such as Digital Hub. • Enable the Digital Hub as a single point of reference for business users, providing digital learning, a digital library, consultations, and alternatives for document references and services. • Enable the Technical Career Track by reassessing current technical resources, including skills, job grades, certifications, and promotion contributions, while identifying and selecting candidates for technical IC roles. Performance and Achievements Priorities for 2025 Headline KPIs Item/Year 2020 2021 2022 2023 2024 Employee Engagement Index (%) 81 57 88 78 91 The Green Shapers The Green Drivers The Green Players The Green Agents Board members and CGEO, who shape the bank’s strategy and governance Senior leaders, Heads of Divisions and Departments who are responsible for developing sustainable policies, products and strategies Directly impacted employees who are responsible for implementing and managing sustainability initiatives and practices within the bank Client-facing staff who interact with customers and clients such as relationship managers, sales personnel and investment teams Capitals: Key Risks: Material Matters: Stakeholders: HU IN RCR SNC SR NFR EHS TD DI GGC EM GR 69 w w w . b a n k i s l a m. c o m 01 02 03 04 MD&A – STRATEGIC REVIEW 05 06 07 08 09
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