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Talent Development 71% to 29:71 22 Next Generation Environment Governance Axiata Group Berhad Sustainability & National Contribution Report 2020 Digital Champion Social 54 Social - Employees Talent Development We remain focused on attracting and nurturing the best talents, supporting their career progression and building a talent pool of future leaders for our company and industry. Our talent pool is provided with robust development Truly a Talent Factory programmes for each employee level, with talent mapped to a succession profile. APPROACH Our investment in human capital development has been translated into the delivery of our UI.EP values and our progress towards becoming The Next Generation Digital Champion, allowing Axiata to truly embody a “talent factory”. To date, we have Talent development is guided by our talent management framework which identifies and develops a group talent recorded the following achievements: pipeline within the organisation to serve future leadership needs. 71% 8 out of 9 CEOs have of leadership positions been internal appointments filled internally in 2020 Group Talent Management Framework Group and OpCo Talent Councils Leadership RM190 million spent on talent development male Oversee talent development aligned to our organisational transformation 83% since 2009 and aspiration 17% female Identify, assess and develop talents for future Data driven analytics for insights and talent Nationalities of st senior management and managerial roles development our leadership In 2020, 1 Female 22 Chief Corporate Development Officer Regular performance review and assessment of talents Chief Digital Services Officer Chief Technology Officer Deputy Group Chief Human Resource Officer Talent Development Programme (Group AXcelerator Programme and OpCo Accelerated Development Programmes) External:internal hiring ratio has shifted from 78:22 when we first started, Two years structured leadership development to 29:71 Leadership readiness assessments Mentoring and coaching 158 top talents and 438 middle-level talents identified Cross-functional and cross-country assignments Our Group Talent Management team is tasked with seeking suitable employees who are capable and motivated to Recognising Exceptional Performance among Our Workforce embody Axiata’s values. Our workforce is then nurtured through robust talent development programmes, continuous employee engagement, attractive performance-based rewards and the provision of a safe and healthy work environment to ensure employee retention. In tandem with rapidly changing customer demand and work processes, As a component of our UI.EP core values, we recognise exceptional performance our employee development efforts are also geared towards empowering staff to respond to this landscape. among our employees. We extend our appreciation to them and recognise that our investments in human capital development are a vital enabler of our sustainability. OUTLOOK We continued to conduct our annual Axiata Champions recognition awards for our top performers, amidst the pandemic, by means of a virtual digital ceremony. The awards are held within each OpCo as well as Group-wide, providing an avenue Our goal for employee development is the creation of a Modern, Agile and Digital (M.A.D.) culture. This is enabled for the company to celebrate exceptional employees for their contributions to the by digital-based platforms which empower employees to learn and address any competency gaps to achieve organisation. career progression. Next Generation Environment Governance Axiata Group Berhad Sustainability & National Contribution Report 2020 Digital Champion Social 55 Social - Employees Talent Development Enabling a Modern, Agile and Digital (M.A.D.) Culture In building a M.A.D. culture among our employees, our investments in employee training and Each OpCo conducts their own training agenda and programmes that are focused on key areas identified for development have increasingly relied on digital online learning platforms. These platforms fulfilling their talent development strategy for the year. These are drawn from our M.A.D. culture pillars and have made learning accessible for all our employees across the region and include: other key pillars along the employee life cycle in our organisation. During the year, the focus and highlights of training at our Digital Telcos, TowerCo and Digital Businesses were Internal knowledge management platform to allow sharing by as follows: subject matter experts across the Group 2020 monthly averages of 1,066 visits, 31 uploads and 76 Our Digital Telcos edotco Axiata Digital downloads Internal learning platform to curate appropriate learning Being agile, stress Leadership capabilities for Virtual and online training modules for employees management and middle management level modules utilising Group- 9,913 active users in 2020 mindfulness amidst the and above wide platforms such as pandemic Included first cohort of the Fast Forward and LinkedIn Upskilling digital readiness edotco Talent Accelerated learning towards analytics and AI Programme (eTAP) Recorded 2,585 total training Online learning in 2020: conducted in collaboration and learning hours • 7,164 learners activated with Melbourne Business • 228,458 courses viewed School • 74,598 courses completed • Top courses were on IoT, Blockchain, IR4.0 As part of Axiata Digital’s ongoing people development, three areas were identified as focus areas for their diverse, digital business: Driving a culture of Creating an Robust talent Accelerated Development Programmes high-performance Employee Value development • Identifies individuals Group-wide that have the potential to enter and accountability Proposition programmes leadership roles across the Group • Currently, there are 185 talents in the AXcelerator Programme, and 438 Cascading business goals Reviewing the Total Rewards Focusing on communications talents are part of the OpCo Accelerated Development Programmes across all levels with emphasis Philosophy, Culture and and first-line manager training on goal-setting, and increased Values to build a cohesive, programmes to support communications and winning culture of ownership continuous talent management, engagement initiatives by and customer-centricity or manager development Senior Leadership Teams. with emphasis on employee programmes to empower wellbeing. managers as role models. Next Generation Environment Governance Axiata Group Berhad Sustainability & National Contribution Report 2020 Digital Champion Social 56 Social - Employees Employee Health, Safety And Wellbeing We are committed to building a healthy work environment that safeguards our employees’ work-life as exercise classes, health assessments and healthy living benefits to enrich the working lives of our integration, physical and mental health and safety. We provide a range of wellness programmes such employees. APPROACH Axiata has instituted a Group Health and Safety Policy which is cascaded to each OpCo. OpCos are remediation of any identified workplace hazards and risks ensure that employee wellbeing and safety then responsible for ensuring compliance with local health and safety legislations. The Health and are managed, workplace injuries are avoided and the company’s occupational safety standards are Safety Committees of each OpCo further promote awareness on workplace occupational health and upheld. In addition to meeting local regulations, our OpCos also comply to international standards and safety to minimise the risk of accidents, injuries and exposure to health hazards. The identification and management systems, ranging from OHSAS certification to ISO45001:2018. OUTLOOK Ensuring health, safety and wellbeing for our employees will remain a priority, in the care we provide indicators. Amid the changes in working styles felt across the Group, we will continue to update our to our workforce Group-wide as well as the management and monitoring of our health and safety programmes in responding to the expectations of our people. Health and Safety As part of the policies and guidelines that OpCos comply Average Lost Time Injury Frequency Rate across OpCos from to for occupational health and safety, the health and safety 0 - 0.55 culture is further ingrained through general and skills-based or functions-based training and awareness programmes that are provided annually. Refresher courses are also held for occupations which face higher risk hazards, such as working at heights or 0 0.55 telco industry 1 on-site and emergency response, among others. Additionally, benchmark is 0.8 general health and safety knowledge is shared regularly across the OpCos for employee-wide understanding and practice of workplace health and safety. To monitor and manage hazards, incidents and near-miss incidents, our OpCos utilise digital systems for efficient management and risk mitigation of health and safety in the workplace. Next Generation Environment Governance Axiata Group Berhad Sustainability & National Contribution Report 2020 Digital Champion Social 57 Social - Employees Employee Health, Safety And Wellbeing Employee Wellbeing Our employee engagement activities for 2020 focused on finding ways to maintain interaction, strengthen relationships Established a collaborative 30 #kitajagakita engagement sessions and engage teams virtually amid the health and safety concerns support system providing: held throughout the year consisting of during the year. • Advanced COVID-19 check-in sessions open to all employees monitoring and tracking to discuss different topics including Leveraging
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