Page 103 - Bank-Muamalat-AR2020

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Governance
Our Performance Sustainability Statement Our Governance Our Numbers Other Information

Efficient preventive and remedial network. This ensured uninterrupted Through this programme, the Bank’s
actions are taken against any matter training as employees could participate identification of successors for Key and
categorised under “Diversity and Equal in the session from wherever they are, Critical positions is achieved. A total of
Opportunity”. We are happy to report at their own convenience. 21 talents for key positions and 14 for
that for FY2020, there were no issues critical positions have been identified to
or reports concerning equality from A total of 16 Online Learning date. This ensures a sustainable talent
internal and/or external stakeholders. programmes were conducted during the pool for future leadership positions
year, focusing on training modules that and the ability to have uninterrupted
encompassed Regulatory Compliance, transition of key and critical functions
TRAINING & EDUCATION Shariah Knowledge, Consumer Product when a position is vacated. Further
Training, the Executive Learning
Training is a core priority at the Bank development programmes are to be
as it directly impacts productivity programme and several induction based on dual career track of Specialist
programmes.
and quality of work. As a financial and Generalist functions.
institution, regular training is required Shariah Knowledge Fit-for-Role Exercise
to fulfil recommendations by regulatory
bodies, adhere to required compliances Towards enhancing workforce Fit-for-Role exercise was conducted
and to ensure employees in the capability, this internally-implemented for frontliners and head office
financial industry are well trained and course provided an understanding personnel to ensure they had the
well versed with all financial acts. and application of Shariah values into knowledge, skills and capabilities to
For employees, a rigorous training mobilising a High Performance Culture serve stakeholders with efficiency and
programme leads to increased job under the Brilliance through Islah excellence. The exercise; conducted
satisfaction and morale, and capabilities. (“BTI”) concept. The training series by a panel of interviewers from
It also enhances motivation to seek included intervention programmes to Consumer Banking Division, Banking
greater efficiencies in processes and focus on Intelligence Quotient (“IQ”) Operations Department, Human
adopt new technologies and methods. and Emotional Quotient (“EQ”) Capital Division, Risk Management
development. A BTI motivation session Division and Regulatory Advisory
All our 2,034 staff participated in a for employees was conducted in
total of 118,796 training hours during October 2020 followed by bi-monthly & Compliance Division; assessed the
personnels’ IQ and EQ competencies
the year. On average, there was a 22% sessions that cater to 30 employees
increase of staff trained in FY2020 from at a time due to the need for social as well as made observations on
their personal interactions. Based on
FY2019, with the average percentage distancing. The objective is to re-calibrate
of participation for all categories of employees’ self-actualisation in relation their level of knowledge and soft
skills, the exercise highlighted gaps
programmes rising by 48%. This was to their commitment to their employer
due to the online medium used during from the perspective of Shariah and in the current structured development
programmes for these roles. While
the year which has allowed for greater ethical demands for maximum delivery
accessibility and convenience. Average of given expectations. non-fit candidates are recommended
for redeployment to more suitable
training hours also decreased by 15.4
hours due to the shorter duration Talent Development & Succession positions, talents are identified for
future career advancement.
of online trainings. The total number Planning
of programmes decreased to 67 from The assessment exercise for head
78 the previous year, as there were The Executive Leadership-MBA office personnel was completed in
less external programmes due to the programme which commenced in October 2020, while assistant branch
pandemic. November 2020, was offered to 10 managers underwent the assessment in
identified talents in managerial roles
To overcome the challenges of MCO from Business and Support functions, November 2020, and branch managers
and social distancing during the year, to further groom and develop them were assessed from February to March
2021.
the Bank provided a series of online as part of the Bank’s succession
training programmes for employees planning and talent retention strategy.
that were accessible even by non-office