Maybank Sustainability Report 2014

Maybank Sustainability Report

2014

2014 Goals

Progress

Peformance

Moving Forward

Provide multiple channels for

employee engagement and

encourage them to speak up.

The Ask Senior Management

(ASM) email channel is

another medium to clearly

send a message that bottom-

up communication in the

organisation flows directly to the

Group EXCO.

We maintained our diverse employee engagement channels

and increased face time in 2014 in order to familiarise

employees with the enhanced matrix organisation. We also

launched innovative engagement platforms, such as the

V-chats and innovation week challenge.

In 2014, 139 of ASM questions that went through the

channel triggered actions that had been successfully

translated into new ideas implemented on both staff

facilities and office environment as well as customer-

impacting ones.

Motivate our employees to engage

and collaborate to ensure that their

input is transformed to actions and

improvements. Regionalisation efforts

will be strengthened through platforms

like myHR2u.

Maybank - the employer of

choice by offering a high

performance and empowering

environment.

We continue to deploy best-in-class learning and

development programmes to nurture our employees at

all levels. Our 70:20:10 (experiential learning: coaching,

mentoring and networking: formal learning) structured

integrated learning framework ratio emphasises

experiential learning to help our people develop greater

passion for self-learning and provides them with a holistic

learning programme.

Our 8 entry-level programmes that were created since

2009 for talents under 30 years old increased from 17% in

2010 to 32% in 2014. The programmes were expanded to

new countries, more popular than ever before and received

recognition in the form of awards. We are on track in our

goal to fill 80% of positions internally. Through the cross-

mobilisation training programme we supported employees

on international assignments.

Continue to nurture local talent in the

region by promoting the retention of

talent within the organisation and ensure

that employees make the best of our GO

Ahead Employee Value Proposition.

Upgrade and improve the tools

for our internal learning and

continue to improve employees’

skills.

We conducted more training through online systems,

such as MyCampus. Through internal capacity building,

we supported our people in the transition towards the

enhanced matrix organisational structure.

Ensure that we upskill employees to

meet the demands of the business.

Increase diversity in our

workforce, especially the

number of women in leadership

positions. Increase multicultural

awareness within the

organisation.

Number of female executives increased significantly. With

the launch of specific frameworks and initiatives like the

Maybank Mentor Women’s Council, we continued our

efforts in supporting diversity at workplace.

Commit to further increase the number

of women in management and continue

to track our results. As we grow

regionally, we will increase training on

multicultural awareness.

To encourage all employees to

take part in our volunteerism

programmes.

Our employee volunteerism programme saw increased

participation and a number of long-term partnerships with

teams of Maybankers and local communities have emerged.

Guide employee volunteerism even

further into long-term partnerships.

To have a safe and holistic

working environment.

We maintained our ongoing health programmes and talks

but also introduced new, innovative initiatives, such as the

week-long health and wellness carnival.

Continue with our safety and health

programmes. We will sustain our

workforce by supporting work-life

integration and expanding health and

wellness programmes.

2014Performance

Summary

On track/Completed

Progressing

Not on track/Did not complete