68
EmployeeEngagement
platforms
Engaging staff on issues that matter most
to them is key to unlocking a values based
organisation with a regional talent pool
that is agile and competitive.
• Our approach
2011
2012
2013
Progress
Employee Engagement Survey
83%
staff engagement
85%
staff engagement
Ongoing
•
AHigh-performance
Culture
Investing in the long-term development
of our people and improving capabilities
across the organisation.
• Talent and leadership
• Learning and development
• Rewards and recognition
2011
2012
2013
Progress
Employees who are formally appraised
100%
100%
100%
•
Cross-border and regional assignments
11
talents
54
talents
more than
100 talents
•
Learning and development
(average total training hours)
47.97
41.44
45.31
•
Diversity and
Inclusion
Embracing and nurturing all staff
needs and requirements within a single
group culture which guides how we do
business, how we work together and how
we collectively deliver value across the
Group.
• An enabling work environment
• Multicultural awareness
• Pushing the agenda for volunteerism
2011
2012
2013
Progress
Women in top Management
22.7%
31%
31%
•
Employee volunteerism
15,000
volunteers
21,147
volunteers
23,513
volunteers
•
safety,healthand
Wellbeing
Improving safety as well as work-life
balance.
• Challenges of a high demand environment
• Staff wellness programmes
2011
2012
2013
Progress
Health and wellness programmes
1,482
participants
1,858
participants
more than
3,400
participants
•
progressandpriorities
OUR PEOPLE
OURAPPROACH
Our ambitions are reliant on highly engaged and committed staff. Our
human capital strategic transformation plan marked the initial investments
in developing the superhighways to nurture, support and connect our
diverse workforce. These roads now form the structured path in our position
as an employer of choice, particularly in our policies, tools and processes around performance management and talent.
Our efforts are recognised globally and we are reaping the benefits of having a more engaged workforce.
As we accelerate our momentum as a regional organisation, we continue to enhance our best practices, embedding and
institutionalising them across the Group to ensure alignment to our aspiration, sustainability and growth. Meanwhile,
our focus is to leverage on the resources and talents across borders, whether they are based in Thailand, Indonesia,
Singapore or elsewhere. This is to ensure that we are lean, effective and efficient in our operations. In line with this, the
fine-tuned Group Structure presents clearer accountability of roles and responsibilities. The key intentions are to promote
greater regionalisation focus, effectively drive our strategic priorities regionally, reinforce our strong values system, and
productivity to boost the Group’s performance levels.
One of the key platforms to engage our staff with regard to changes in the organisation is through the Group PCEO
Townhalls and Group EXCO Leaders Teaching Leaders sessions conducted by every EXCO member. Through these
engagements, our leaders provide regular updates in financial performance, as well as all important changes to ensure
that there is clear line of sight to our vision and mission. Sectors or countries also share their initiatives to help staff
update respective business strategies and promote greater collaboration for the overall growth of the Group. Our leaders
spearhead honest, open and trusting (HOT) conversations at the Townhalls as well as the Conversation Series Sessions with
all levels of staff to encourage exchange of ideas and feedback to be acted upon.
On 1 October 2013, Maybank revised its
Group Organisational Structure to accelerate
to the next level of regional business
performance and operational excellence.
With this transformation, Maybank’s
regionalisation efforts will be hastened while
efficiency and productivity raised. At the same
time, leadership positions across the Group
will be enhanced, high-performance culture
firmly institutionalised and Group governance
further strengthened.
Winner of the Banking & Financial Services
Category for the third year in a row in
Malaysia’s Top 100 Leading Graduate
Employer Awards 2013. Also improved overall
ranking to No 2 in 2013 from No 3 in 2012.
Only Asian organisation listed in the
Towers Watson Global High Performing
Company Norm
•
On track
•
Progressing
•
Not on track
